Shifting identities in the public sector: portraying the “new” public manager in the Italian setting

Abstract

Purpose This paper aims to understand how training programs fostering discourses centred on individuals’ identity construction may turn resistance into a generative and enabling force to elicit more relationally and negotiated solutions of change. Design/methodology/approach The study used Foucault’s conceptualisation of “regimes of truth” to show how even potentially resistant public managers may generatively contribute to change processes if given the chance to restate the macro discourses of the hegemonic new public management movement at their own micro level. It relied upon an ethnographic approach based on verbal interviews, photo-elicitation, DiSC behavioural tests and observation of 29 Italian public managers participating in a training course. Findings The findings allow us to unveil how helping public managers to think about their self-identity in new ways enabled them to approach changing processes differently turning their resistance efforts into a generative force. Originality/value The paper offers a noteworthy contribution to the literature on public sector change by examining neglected issues relating to the identity of change agents and the implications of their multiple roles. It presents an alternative to the deterministic view of resistance as impeding or dysfunctionally shaping change under the new public management approach. This has important implications for both practice and policymaking.

Performance management change: discourses at play in an Italian university

“…The current research constitutes a step forward for the stream of critical accounting literature concentrating on how individuals can actively shape organisational development trajectories through the introduction of accounting discourses (e.g. Fiondella et al, 2016;Span o et al, 2020;Span o et al, 2022;Allain et al, 2021).…”

“…Thus, following Spanò et al. (2022), the study relies upon Foucault's (1972/1989) conceptualisation of “regimes of truth”.…”

“…These authors highlight how public managers mobilised NPM practices for this purpose, often reaching precisely the opposite of the reforms' original desires. Spanò et al. (2022) highlight how resistant public managers may contribute to change processes if given a chance to restate the macro discourses at their microlevel.…”

“…These authors highlight how public managers mobilised NPM practices for this purpose, often reaching precisely the opposite of the reforms' original desires. Span o et al (2022) highlight how resistant public managers may contribute to change processes if given a chance to restate the macro discourses at their microlevel. The authors highlight how actors' identities can be acted upon the backstage of NPM change processes, not necessarily to avoid resistance but to turn this force into a potential enabler.…”