New millenium, new public management and the New Zealand model
By: DUNCAN, Grant
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Contributor(s): CHAPMAN, Jeff.
Material type: 
ArticlePublisher: Richmond : Wiley-Blackwell, September 2010Subject(s): Reforma Administrativa | História | Nova ZelândiaAustralian Journal of Public Administration - AJPA 69, 3, p. 301-313Abstract: Recently the much-discussed 'New Zealand model' of new public management (NPM) has become significantly revised. It now lacks the theoretical coherence and the market-led focus that it relied on between 1987 and 1996. Labour-led governments since 1999 have undertaken gradual and pragmatic - yet significant - changes in public management structures and principles, refining and sometimes reversing the model implemented in the late 1980s and early 1990s. This article does a 'stock-take' of public management developments in New Zealand from 1999 to 2008, and argues that New Zealand can no longer be viewed as a leading exponent of market-led NPM. Some NPM principles have been refined, but others have been quietly abandoned. The new National-led government appears unwilling to undertake radical reforms, and, while it may seek a greater role for the private sector, looks set to continue with the 'gradual and pragmatic' approach adopted since 1999
Recently the much-discussed 'New Zealand model' of new public management (NPM) has become significantly revised. It now lacks the theoretical coherence and the market-led focus that it relied on between 1987 and 1996. Labour-led governments since 1999 have undertaken gradual and pragmatic - yet significant - changes in public management structures and principles, refining and sometimes reversing the model implemented in the late 1980s and early 1990s. This article does a 'stock-take' of public management developments in New Zealand from 1999 to 2008, and argues that New Zealand can no longer be viewed as a leading exponent of market-led NPM. Some NPM principles have been refined, but others have been quietly abandoned. The new National-led government appears unwilling to undertake radical reforms, and, while it may seek a greater role for the private sector, looks set to continue with the 'gradual and pragmatic' approach adopted since 1999
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