000			01857naa a2200193uu 4500
001			0041612561837
003			OSt
005			20190211171040.0
008			100416s2009 xx ||||gr |0|| 0 eng d
100	1		_aDIEFENBACH, Thomas _939543
245	1	0	_aNew public management in public sector organizations : _bthe dark sides of managerialistic 'enlightenment'
260			_aMalden : _bWiley-Blackwell, _cDecember 2009
520	3		_aABSTRACT
520	3		_aFor many years the proponents of New Public Management (NPM) have promised to improve public services by making public sector organizations much more 'business-like'. There have been many investigations and empirical studies about the nature of NPM as well as its impact on organizations. However, most of these studies concentrate only on some elements of NPM and provide interesting, but often anecdotal, evidence and insights. Perhaps exactly because of the large amount of extremely revealing and telling empirical studies, there is, therefore, a lack of a systematic identification and understanding of the nature of NPM and its overall relevance. This paper contributes to a systematic identification and understanding of the concept of NPM as well as its multi-dimensional impact on public sector organizations. First, the paper aims at (re-) constructing a comprehensive taxonomy of NPM's main assumptions and core elements. Secondly, the paper tries to provide a more comprehensive and meta-analytical analysis of primarily the negative consequences of NPM-strategies for public sector organizations as well as the people working in them.
773	0	8	_tPublic Administration: An International Quarterly _g87, 4, p. 892-909 _dMalden : Wiley-Blackwell, December 2009 _xISSN 00333298 _w
942			_cS
998			_a20100416 _b1256^b _cDaiane
998			_a20100420 _b1554^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32441 _d32441
041			_aeng