By-passing teachers in the marketing of digital technologies: the synergy of educational technology discourse and new public management practices

2021 ◽  
pp. 1-16
Author(s):  
Oliver McGarr ◽  
Bård Ketil Engen
Keyword(s):  
Educational Technology ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Digital Technologies ◽  
New Public

Collaboration Consequences: New Public Management and Police-Academic Partnerships

2021 ◽  
pp. 193672442098437
Author(s):  
Carrie B. Sanders ◽  
Debra Langan
Keyword(s):  
Policy Development ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Evidence Based ◽  
Organizational Contexts ◽  
Police Services ◽  
New Public ◽  
Academic Partnerships ◽  
Institutional Strategies

With increasing pressure on public organizations to demonstrate accountability, police services and public universities are being tasked with demonstrating how their institutional strategies are effective and economically efficient. In this paper, we draw on our own research collaborations with two different Canadian police services (Bluewater and Greenfield) on a similar community crime prevention strategy, Situation Tables. We illustrate how new public management practices are embedded in the political, economic, and organizational contexts that have inspired police-academic partnerships and invigorated the evidence-based policing movement in Canada. Our analysis illustrates how our partnerships were influenced by the performance strand of new public management that prioritizes the quantification of measures of outputs over qualitative evaluations of impact. We argue that these practices, if not interrogated, can jeopardize the integrity of evidence-based practice and policy development. Academic freedom must be retained when partnering with the police to ensure an examination of the implications of police practices.

scholarly journals Bringing the Law Back in the Law-Government Nexus in an Era of Network Governance

2020 ◽  
Author(s):  
Stavros Zouridis ◽  
Vera Leijtens
Keyword(s):  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Network Governance ◽  
Public Institutions ◽  
Management Theory ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
The Law

Abstract Recently, scholars have claimed that public management theory has too much ignored law. Consequently, the under-legalized conception of public management has produced a flawed understanding of public management theory as well as public management practices, threatening public institutions’ legitimacy. In this article, we argue that law never left public management theory. Rather, the link between government and law has been redefined twice. We refer to the assumptions that constitute this link as the law-government nexus. This nexus changed from lawfulness in a public administration paradigm, to legal instrumentalism in a (new) public management paradigm, and to a networked concept in the public governance (PG) paradigm. In order to prevent a faulty over-legalized conception of public management, bringing the law back in should be built on lessons from the past. This article elaborates on three strategies to reconnect law and public management. We map the strengths and weaknesses of each law-government nexus and illustrate these with the case of the Dutch tax agency. In our strategies that aim to reconceptualize the current law-government nexus, we incorporate the benefits of each paradigm for public management theory. The revised law-governance nexus enables the PG paradigm to correspond to contemporary issues without encountering old pathologies.

About New Public Management Practices in Russian Universities (on Results of Field Studies)

Upravlenie ◽  
2015 ◽  
Vol 3 (3) ◽  
pp. 61-67
Author(s):  
Ломовицкая ◽  
V. Lomovitskaya ◽  
Хватова ◽  
T. Khvatova ◽  
Душина ◽  
...  
Keyword(s):  
Higher Education ◽  
Decision Making ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Field Studies ◽  
New Public ◽  
Control Department ◽  
And Control ◽  
Russian Universities

New public management practices in prestigious universities are researched in this paper. Based on the field study — higher-education teaching personnel (HETP) interrogation — problem areas related to university managerialism policy have been revealed. It has been shown, that the administrative machine and control department extension, as well as low level of professorship involvement in decision-making destroy the academic autonomy and create a latent conflict between managers and HETP.

From Accounting to Accountability at the Virtual Museums in Pompeii and Herculaneum

2014 ◽  
pp. 245-256
Author(s):  
Paolo Esposito
Keyword(s):  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Financial Resources ◽  
Archaeological Sites ◽  
Political Agenda ◽  
The Political ◽  
Cultural Organizations ◽  
New Public ◽  
Regulatory Complexity

The enhancement of artistic and cultural heritage has been a recurring theme within the scientific and cultural debate by scholars from different disciplines and in the political agenda of most countries over the last decades (Senese, 2002; Meneguzzo & Grossi, 2002; Ferri & Zan, 2012). During the early 90s, researchers focused their attention on management practices, tools and models referring to arts and cultural organizations (Peacock, 1982; Frey, 1994; Towse, 1997; Christiansen & Skaerbaeck, 1997; Zan, 2002), as well as on the development of new and different organizational forms under pressure from the New Public Management (Pollitt, 2001; Lapsley, 2008; Ferri & Zan, 2012; Lindqvist, 2012). These studies aimed at analyzing, developing and proposing different conceptual and management frameworks within a context characterized by increasing scarcity of financial resources in addition to regulatory complexity. The purpose of this chapter is to provide an analysis of the growing phenomenon represented by the “Virtual Musealization” of archaeological sites in Italy, focusing on the case of Pompeii and Herculaneum.

Successful policy transfer and public sector reform in developing countries

2020 ◽  
Vol 48 (4) ◽  
pp. 603-618
Author(s):  
Lhawang Ugyel ◽  
Carsten Daugbjerg
Keyword(s):  
Developing Countries ◽  
Public Sector ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Policy Transfer ◽  
Government Control ◽  
Public Sector Reform ◽  
Sector Reform ◽  
New Public

The scope and intensity of policy transfer has increased in recent years as developing countries have drawn on public sector reform programmes based on new public management practices originally designed in western democracies. However, there is mounting evidence that to be successful, reform programmes must be adapted to local contexts. This article demonstrates that national government control of policy transfer can enable localisation which in turn enhances the effectiveness of public reforms. Analysis of the Position Classification System ‐ which sought to enhance accountability, efficiency and professionalism in the civil service in Bhutan ‐ highlights two conditions that enable domestic control of the policy transfer process: strong internal motivation for engaging in policy transfer and the establishment or adaptation of institutions to manage processes of policy transfer. We conclude that when these conditions apply, a developing country can engage in successful voluntary policy transfer and retain control of the process.

“New Public Management” in China at the Local Level: Competition-Driven Local Public Service Reform in Tianjin

2012 ◽  
Vol 10 (2) ◽  
pp. 153-170 ◽  
Author(s):  
Xufeng Zhu ◽  
Qiyuan Jiao
Keyword(s):  
Public Service ◽  
Local Governments ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Local Level ◽  
Service Outsourcing ◽  
New Public ◽  
Tianjin City ◽  
Administrative Licensing

New public management (NPM) paradigm plays an increasingly important role in contemporary public management practices throughout the democratic world. This article argues that the driving force behind NPM reform in China at the local level is the competitive pressure to improve administrative performance. In China, where there is no electoral democratic regime, local governments face pressure in competition with counterparts over economic performance and consequent promotion opportunities for their leadership. The introduction of NPM can make local governments more effective and efficient in providing public services, which can result in local governments attracting more investments and enhancing competitiveness. The administrative licensing reform with public service outsourcing in Heping District, Tianjin City, China, is an example of NPM reform driven by competition among local governments. Keywords: new public management • local governments • administrative licensing • public service outsourcing • China

How Can Public Managers Use Performance Management for Improvement Without Demotivating Employees?

2021 ◽  
pp. 142-160
Author(s):  
Poul A. Nielsen ◽  
Caroline H. Grøn
Keyword(s):  
Performance Management ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Performance Information ◽  
Management Tools ◽  
Performance Management Systems ◽  
Public Managers ◽  
Hard Time ◽  
New Public

Performance management systems in public organizations have grown in importance since the advent of new public management, but they often have a hard time delivering on their promises. This chapter discusses how managers can use performance management tools without demotivating their employees. The chapter points to six guidelines which should be kept in mind when using such tools. Managers should be given procedural autonomy; performance information should be used to increase learning; links between performance and rewards should be considered carefully; performance information and management practices should be used to support professional development and to avoid negative motivational effects and gaming; performance information should be used as a basis for dialogue; and, finally, performance management should increase employee autonomy and avoid documentation overload.

scholarly journals Impact of Public Management Approaches on Municipal Real Estate Management in Poland and The Netherlands

2018 ◽  
Vol 10 (11) ◽  
pp. 4291 ◽  
Author(s):  
Bartłomiej Marona ◽  
Annette van den Beemt-Tjeerdsma
Keyword(s):  
Real Estate ◽  
The Netherlands ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Good Governance ◽  
New Public ◽  
Estate Management ◽  
Management Approaches ◽  
Real Estate Management

Since the economic crisis (2008) municipalities became more aware of their real estate portfolio. Their first reaction to the sense of urgency to pay more attention to this extensive property was to improve their real estate administration. Now, ten years later, municipalities are ready to focus more on the professionalization of the management of their real estate. The purpose of this study is to present the role of individual concepts of public management in Polish and Dutch municipal (public) real estate management. The paper is based on the results on survey research based on public real estate management theory and two public management approaches: new public management and good governance. First, preliminary research was carried out in a Polish metropolitan area after which all Polish metropolitan areas where questioned about their real estate management issues. This questionnaire was also sent to all Dutch municipalities one year later. The Hellwig’s taxonomic method was performed on both separately to assess the level of implementation of good governance and new public management principles in real estate management practices. The research shows that new public management standards are applied at a similar level in municipal real estate management in Poland and The Netherlands. Good governance standards are used a little more broadly in Poland than in The Netherlands. The research shows that in Poland and The Netherlands the concepts of new public management and good governance are not applied as a whole but are deployed as a collection of instruments. Most municipalities choose some of these instruments to apply to their municipal real estate (MREM). Both in Poland and in The Netherlands there are differences noticed in the application of new public management and good governance principles depending on the type of municipality. Besides this originality and scientific relevance, municipalities of both countries could benefit from this comparison by learning from best practices. Practical recommendations and suggestions for public administration concern: (i) the necessity to develop municipal real estate management plans; (ii) increase regularity of asset valuation and (iii) assessment of real estate management performance; (iv) greater transparency in real estate management; and (v) increasing the participation of citizens in the process of managing real estate.

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