II New Public Management nei paesi in via di sviluppo
By: POLIDANO, Charles
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Material type: 
ArticlePublisher: Milano : Maggioli Editore, 2001Azienda Pubblica: teoria e problemi di management 14, 1, p. 133-154Abstract: This paper assesses the extent to which developing countries have taken up new public management (NPM) reforms. While many developing countries have taken up elements of the NPM agenda, they have not adopted anything remotely near the entire package. Moreover, plenty of reform initiatives are going on that are unrelated or even contraty to that agenda. New public management ideas are influential, but more so at the level off rhetoric than practice. In practice NPM is only one of a number of currents of reform in developing countries. The paper goes on to examine the argument that the new public management is inappropriate to developing countries on account of problems such as corruption and low administrativecapcity. There are NPM success stories as well as failures in the developing world. The outcome of individual NPM initiatives depends on localised contingency factors rather than any general national characteristics. Reformers need to keep on open mind as to what may work and what may not, and to be guided by the needs of the situation
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This paper assesses the extent to which developing countries have taken up new public management (NPM) reforms. While many developing countries have taken up elements of the NPM agenda, they have not adopted anything remotely near the entire package. Moreover, plenty of reform initiatives are going on that are unrelated or even contraty to that agenda. New public management ideas are influential, but more so at the level off rhetoric than practice. In practice NPM is only one of a number of currents of reform in developing countries. The paper goes on to examine the argument that the new public management is inappropriate to developing countries on account of problems such as corruption and low administrativecapcity. There are NPM success stories as well as failures in the developing world. The outcome of individual NPM initiatives depends on localised contingency factors rather than any general national characteristics. Reformers need to keep on open mind as to what may work and what may not, and to be guided by the needs of the situation
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