Remaking New Zealand's Economic Policy: Institutional Elites as Radical Innovators 1984–1993

Goldfinch, Shaun

doi:10.1111/0952-1895.00065

Cited by 41 publications

(42 citation statements)

References 16 publications

(11 reference statements)

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“…So, after all this effort, the tradition has virtually disappeared. This "truncated development" is in distinct contrast to the Australian case from which a steady flow of ever improving work has emerged (Encel 1970;Higley et al 1979;Muller and Headey 1996;Goldfinch 1998Goldfinch , 1999Lewis and Considine 1999).…”

Section: Elites and Power: A Case Of "Truncated Development"mentioning

confidence: 87%

The Canadian case: Cornucopia of neglected research opportunities

Ogmundson¹

2002

Am Soc

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Section: Elites and Power: A Case Of "Truncated Development"mentioning

confidence: 87%

The Canadian case: Cornucopia of neglected research opportunities

Ogmundson¹

2002

Am Soc

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“…Goldfinch also acknowledges the small population and a lack of resistance to change, the 'institutional simplicity' of the Westminster system of New Zealand's government and the influence of business, financial and policy-making elites on government thinking and policy development during this period (Goldfinch, 1998). Goldfinch points to an important difference in the Rogernomics approach that defines it from other neo-liberal programmes at the time -making large changes to the regulatory environment all at once -what Douglas called 'quantum leaps' so as to avoid interest groups mobilizing in time to 'drag you down ' (p. 199).…”

Section: The Deregulation Of the New Zealand Economymentioning

confidence: 99%

Powerful Music: Media, Culture and the 'Third-way' in New Zealand. A Grounded Theory Analysis of Kiwi FM

Mollgaard¹

2018

Preprint

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The New Zealand radio market is one of the most deregulated in the world. There are no limits on ownership, very few constraints on content and no quotas for local content. New Zealand's radio environment reflects the strong neo-liberal principles that underpin the open, market-driven New Zealand economy. Political promises and public discussions about the creation of a nationwide commercial-free public radio service for young people had faltered against these principles in the early to mid-2000s with strong opposition from incumbent commercial radio interests decrying government interference in their commercial rights. It was in to this environment in 2005 that one half of the foreignowned radio broadcasting duopoly introduced a radio network into the three main cities that played only New Zealand music -Kiwi FM. Within a year the network had failed to attract sufficient listeners and advertisers to stay on-air and was nearing closure. At this point the Labour government of the day stepped in to save the struggling network by giving it access to temporary free frequencies and funding to make programmes featuring New Zealand music. This was an extraordinary situation in that commercial radio in New Zealand is notable for its focus on producing only programming that will create significant profits for shareholders, rather than public service-type programming benefiting national arts and culture. It was also extraordinary in that the government had intervened to support a commercial company to ensure a failed radio network would survive.This dissertation explores why and how this happened through a grounded theory analysis of the significant amount of official documentation this situation generated, through interviews with key players and other contemporaneous material such as media interviews, blogs and newspaper articles about Kiwi FM. What emerges from this data is evidence of a 'third-way' agenda operating in this situation -New Zealand's version of the then Prime Minister of the United Kingdom, Tony Blair's 'Cool Britannia' appeal to voters in what amounted to public-private partnerships in the cultural sectors of the economy. This 'third-way' promise to revitalise a shared sense of nationhood while delivering economic growth through improving the creative industry's capacity to output marketable culture was echoed in New Zealand. The story of how multinational media company CanWest (owners of Kiwi FM) came to be a partner with the Labour government in promoting New Zealand music demonstrates some of the key issues inherent in this approach.Importantly, these partnerships rely on personal connections and relationships as well as the growing interconnections and shifting power differentials created between governments and officials, businesses and the media. The Kiwi FM story shows that while partnering with businesses in order to achieve cultural-economic goals such as promoting and monetising a national music culture may seem logical 3 and low-risk, business necessarily has a longer view beyond the e...

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“…The New Zealand reforms have often been seen largely as a product of Roger Douglas, the Minister of Finance in the fourth Labour government of 1984 -90 (hence the colloquial name for the reforms, 'Rogernomics'), and a relatively small elite group of politicians, policy advisers and lobbyists (Goldfinch 1998). The theoretical basis for the reforms was signalled, though, by the New Zealand Treasury (the Ministry of Finance) in its 1987 briefing papers to the incoming government (Treasury 1987).…”

Section: Application Of the Modelmentioning

confidence: 99%

Is there now a new ‘New Zealand model’?

Chapman¹,

Duncan²

2007

Public Management Review

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New Zealand is frequently cited as a country that has applied the New Public Management (NPM) model in a relatively rigorous and consistent manner. But this kind of assessment of New Zealand normally relies on commentaries covering the period 1984 -1996. The present article examines further refinements of public management that have occurred in New Zealand more recently, especially since the change to a Labour-led coalition government in late 1999. To what extent have these changes revised 'the New Zealand model' of public management? While many achievements of the NPM have been preserved, there are instances where NPM reforms and public-choice principles have been reversed, and there is now an effort to re-instil an ethic of 'public service'. Significant, though not radical, changes now mean that references to 'the New Zealand model' in the comparative public management literature need to take account of 'the revised version'.

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Remaking New Zealand's Economic Policy: Institutional Elites as Radical Innovators 1984–1993

Cited by 41 publications

References 16 publications

The Canadian case: Cornucopia of neglected research opportunities

The Canadian case: Cornucopia of neglected research opportunities

Powerful Music: Media, Culture and the 'Third-way' in New Zealand. A Grounded Theory Analysis of Kiwi FM

Is there now a new ‘New Zealand model’?

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