000			01692naa a2200169uu 4500
001			9012315570010
003			OSt
005			20190211164543.0
008			090123s2009 xx ||||gr |0|| 0 eng d
100	1		_aPILLAY, Soma _935989
245	1	0	_aA Cultural ecology of new public management
260			_aLondon, UK : _bSage Publications, _cSeptember 2008
520	3		_aDuring the 1980s, new public management (NPM) evolved as a universal model of reform and governance in public sector management. However, in practice, there have been significant differences between countries that have been successful in NPM reform and those that have not. Drawing on institutional theory and frameworks of national culture, this article is aimed at exploring the applicability of NPM in a particular cultural context. In particular, the study analyses the applicability of NPM in the developing economy of South Africa. Using Hofstede's construct of national culture and institutional theory, social units within South Africa are explained. A cultural theory is presented whereby NPM is depicted as a culturally dependent strategy. The present study proposes a cultural theory that takes into account the differences that exist among the cultures of various countries. It is suggested that the successful implementation of NPM requires complementarities between the reform strategies that are adopted and the particular cultural characteristics of the country in which they are implemented
773	0	8	_tInternational review of administrative sciences _g74, 3, p. 373-394 _dLondon, UK : Sage Publications, September 2008 _xISSN 00208523 _w
942			_cS
998			_a20090123 _b1557^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28018 _d28018
041			_aeng