000			01677naa a2200193uu 4500
001			1031415290741
003			OSt
005			20190211174643.0
008			110314s2010 xx ||||gr |0|| 0 eng d
100	1		_aGOLDFINCH, Shaun _930921
245	1	0	_aTwo myths of convergence in public management reform
260			_aMalden : _bWiley-Blackwell, _cDecember 2010
520	3		_aThe literature on public management reform exhibits two intertwined convergence myths. First, a world-wide consensus on a new public management (NPM) reform agenda is seen to exist amongst policy reformers and practitioners. If this agenda is not fully implemented in all cases, this is generally explained by political and reform setbacks rather than disagreement on policy aims. Second, this NPM agenda is now seen as challenged and even abandoned and replaced by an emergent post-NPM or ‘public value leadership’ agenda and/or policy paradigm. We show the NPM convergence is overstated, with a remarkable resilience of existing institutions, and a diversity of public management systems. On the other hand, even within NPM exemplars that have putatively now adopted a post-NPM agenda, there is debate to what degree NPM has been abandoned, and over the novelty, coherence and resilience of the post-NPM agenda. Divergence and contextual variation prevail. The role of myth in policy reform is further examined
700	1		_aWALLIS, Joe _918075
773	0	8	_tPublic Administration: an international quarterly _g88, 4, p. 1099-1115 _dMalden : Wiley-Blackwell, December 2010 _xISSN 00333298 _w
942			_cS
998			_a20110314 _b1529^b _cJaqueline
998			_a20110317 _b1645^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c38739 _d38739
041			_aeng