Senior Civil Servants and Bureaucratic Change in Belgium

Dierickx, Guido

doi:10.4337/9781849802031.00021

Cited by 6 publications

(9 citation statements)

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“…Decentralization of the Belgian state and fiscal pressure then caused the new federal system to look towards NPM models, including performance contracts and employing ‘contractuals’ (persons employed on limited term contracts and without the same protection as core public servants). However, as Dierickx (2009) notes, reform has been piecemeal and since the 1990s some reform initiatives have slowed and/or halted. In Canada, the complexity of inter‐provincial politics in Canada's federal system limited the NPM agenda and saw considerable divergence across Provinces (Tomblin 2009).…”

Section: A New Public Management Consensus?mentioning

confidence: 99%

Two Myths of Convergence in Public Management Reform

Goldfinch

Wallis

2010

Public Administration

116

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The literature on public management reform exhibits two intertwined convergence myths. First, a world‐wide consensus on a new public management (NPM) reform agenda is seen to exist amongst policy reformers and practitioners. If this agenda is not fully implemented in all cases, this is generally explained by political and reform setbacks rather than disagreement on policy aims. Second, this NPM agenda is now seen as challenged and even abandoned and replaced by an emergent post‐NPM or ‘public value leadership’ agenda and/or policy paradigm. We show the NPM convergence is overstated, with a remarkable resilience of existing institutions, and a diversity of public management systems. On the other hand, even within NPM exemplars that have putatively now adopted a post‐NPM agenda, there is debate to what degree NPM has been abandoned, and over the novelty, coherence and resilience of the post‐NPM agenda. Divergence and contextual variation prevail. The role of myth in policy reform is further examined.

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Section: A New Public Management Consensus?mentioning

confidence: 99%

Two Myths of Convergence in Public Management Reform

Goldfinch

Wallis

2010

Public Administration

116

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“…In particular, Benz and Frey underline that at the central government level the term board corresponds to cabinet: "the CEO corresponds to the head of government, the company board to the members of the cabinet, and the convening shareholders to citizens in a town council meeting." (Benz and Frey, 2007, p.94) (2002), Considine (2000), Egeberg (1999), Dierick (2003), Hood et al (2000), Hyndman and Eden (2001), Mulgan (2000), Siciliano (2002), West and Durant (2000), Smith (2003) and Kaufman (2001) 12 Cabinet Benz and Frey (2007) 1 Central government Committee Oldersma et al (1999) 1 Board Gabris et al (2001), Barnes et al (2003), Bovaird and Russell (2007), Greer and Hoggett (2000), and Lowndes and Wilson (2003) 5 Council Jacobsen (2006) (2000), Nestor (2005) and Maitlis (2004) 3…”

Section: Rq1: Main Resultsmentioning

confidence: 95%

Board of directors within public organisations: a literature review

Hinna

Nito

Mangia

2010

IJBGE

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Compared to the debate on corporate governance in the private sector and to the literature on the macro level of governance in the public sector, the micro-level governance of public organisations remains a neglected area of discussion. Against this backdrop, the paper presents an overview of international literature regarding boards in the public sector organisations, in order to evidence if, and in which terms, the board of directors has been a topic of research in public governance in the recent years. In conclusion, the paper provides suggestions for future research on boards in public organisations

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“…We must approach the study from a longitudinal perspective and see how a reform plan survives and adopts itself through the years even after a regime change. Recent studies of reform support a long-term perspective (see Grindle 2003;Dierickx 2003;Ehn, Isberg, Linde & Wallin 2003;Aberbach 2003;Kickert 2003, Barzelay 2003Peters 2001).…”

Section: The Regime Shifts Perspectivementioning

confidence: 95%

Administrative Reform and Tidal Waves from Regime Shifts: Tsunamis in Thailand’s Political and Administrative History

Bowornwathana

2005

Asia Pacific Journal of Public Administration

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The analogy of tidal waves is taken from the 26 December 2004 tsunami that devastated parts of Thailand and other Asian countries. Regime shifts or changes in systems and styles of government produce "tidal waves" that affect the direction and progress of administrative reform. Examples of major regime shifts pausing tidal waves or tsunami are drawn from Thai experience from 1932 to the present. The Thaksin Administration (2001-present) provides an especially notable example of a major regime shift from democratic governance to democratic authoritarianism. The Thaksin tsunami has resulted in a definite centralisation and consolidation of political power in the hands of the Prime Minister.

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Senior Civil Servants and Bureaucratic Change in Belgium

Cited by 6 publications

References 0 publications

Two Myths of Convergence in Public Management Reform

Two Myths of Convergence in Public Management Reform

Board of directors within public organisations: a literature review

Administrative Reform and Tidal Waves from Regime Shifts: Tsunamis in Thailand’s Political and Administrative History

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