Explaining cross-regional policy variation in public sector reform: Institutions and change actors in the health sector in Spain

2016 ◽  
Vol 32 (1) ◽  
pp. 24-44 ◽  
Author(s):  
Raquel Gallego ◽  
Nicolás Barbieri ◽  
Sheila González
Keyword(s):  
Policy Change ◽  
Public Management ◽  
Regional Policy ◽  
Health Sector ◽  
Policy Outcomes ◽  
Management Reform ◽  
Organizational Settings ◽  
Explanatory Relevance ◽  
Key Variables ◽  
Policy Variation

How can we explain cross-regional policy variation? That is, how can we understand different policy outcomes within similar institutional and organizational settings? Scholars have recently reflected on the new institutionalist explanatory pitfall involved in assuming a causality link between institutional factors and policy outcomes and argue that such link needs to rely on evidence from policy variables. On this line, recent contributions have built a causal model that links types of institutional change to types of actors' roles and strategies, within particular contextual and organizational scenarios that favor or hinder their emergence. This paper pursues this explanatory interest by applying this model to the analysis of how decision-making by two regional governments in Spain has led to different institutional and policy change outcomes in the same policy sector, namely, public management reform in healthcare. This study confirms the explanatory relevance of the model's key variables, but provides evidence of how some of them may be reinterpreted to provide a dynamic explanation of their influence on the process and outcome of institutional and policy change.

Staff Participation and Public Management Reform

2005 ◽  
Author(s):  
David Farnham ◽  
Annie Hondeghem ◽  
Sylvia Horton
Keyword(s):  
Public Management ◽  
Management Reform

English public management reform after 2010

2018 ◽  
Author(s):  
Ewan Ferlie ◽  
Sue Dopson ◽  
Chris Bennett ◽  
Michael D. Fischer ◽  
Jean Ledger ◽  
...  
Keyword(s):  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Global Financial Crisis ◽  
Local Level ◽  
Management Reform ◽  
Big Society ◽  
New Public ◽  
Primary Care Sector ◽  
The Global Financial Crisis

This chapter characterizes the overall strategy of public services reform apparent in England after the global financial crisis of 2008 and during the period of the UK’s Coalition government 2010–15. It argues that what can be termed a ‘proto narrative’ of reform, orientated around so-called ‘Big Society’ ideas, emerged around 2010. However, we argue it was trumped in the end by Treasury-led and New Public Management-friendly austerity discourse. The concrete example is taken of the health policy to form new clinical commissioning groups in the primary care sector. They were presented as a mechanism which could promote professional engagement in commissioning. However, they were soon subjected to top-down performance management pressures and systems, including strong attempts to prevent financial deficits from emerging at a local level, which eroded bottom-up and professionally driven innovation. We conclude that the Big Society proto reform narrative failed to consolidate itself.

The political economy of English public services reform and implications for management knowledges in health care organizations

2018 ◽  
Author(s):  
Ewan Ferlie ◽  
Sue Dopson ◽  
Chris Bennett ◽  
Michael D. Fischer ◽  
Jean Ledger ◽  
...  
Keyword(s):  
Political Economy ◽  
Public Management ◽  
Public Services ◽  
New Public Management ◽  
Health Care Organizations ◽  
Public Agencies ◽  
Political Issue ◽  
Management Reform ◽  
New Public

This chapter explores, in greater depth, the idea floated in the Introduction that the macro-level political economy of public services reform can exert effects on preferred management knowledges at both national and local levels. We argue that an important series of New Public Management reforms evident since the 1980s have made UK public agencies more ‘firm like’ and receptive to firm-based forms of management knowledge. We characterize key features of the UK’s long-term public management reform strategy, benchmarking it against, and also adding to, Pollitt and Bouckaert’s well-known comparativist typology. We specifically add to their model a consideration of the extent to which public management reform is constructed as a top-level political issue.

scholarly journals Hybridity as a Result of the Marketization of Public Services: Catalyst or Obstruction for Sustainable Development? Deductions from a Study of Three Hybrid Waste Management Organizations in The Netherlands

2020 ◽  
Vol 13 (1) ◽  
pp. 252
Author(s):  
Philip Marcel Karré
Keyword(s):  
Sustainable Development ◽  
The Netherlands ◽  
Waste Management ◽  
Public Management ◽  
New Public Management ◽  
Management Style ◽  
Organizational Settings ◽  
Entrepreneurial Spirit ◽  
Professional Management ◽  
New Public

Increasingly, hybridity, i.e., the combination of contrasting and conflicting elements within organizations, is seen as a way to create innovation and synergy in dealing with complex societal questions, leading to more sustainable development. Much research on the subject deals with the phenomenon of social enterprise, but hybridity also takes place in other, more traditional organizational settings. For example, many governments have created hybrid organizations by embracing new public management (NPM) as a way to overcome the perceived shortcomings of traditional, hierarchical forms of public administration, such as inefficiency and the lack of an entrepreneurial spirit. Here, hybridity is often not so much seen as a way to increase sustainability but rather as a way to cut cost and to increase the quality of service provision. This article adds the sustainability dimension to this discussion through a deductive approach, reinterpreting the results from a study on the effects of the hybridity of three municipal waste management organizations in the Netherlands. The main conclusions are that hybridity leads to a more professional management style but also to more attention on output than on outcome. The article discusses what this means in terms of pursuing sustainability and sustainable development.

How do policy transfer mechanisms influence policy outcomes in the context of authoritarianism in Vietnam?

2022 ◽  
Author(s):  
Hang Duong
Keyword(s):  
Best Practices ◽  
Policy Change ◽  
Analytical Framework ◽  
Policy Transfer ◽  
Policy Outcomes ◽  
National Context ◽  
Political Actors ◽  
Authoritarian State ◽  
Convergence And Divergence ◽  
Transfer Mechanisms

The literature on policy transfer shows that it may result in simultaneous policy convergence and policy divergence. However, little is known about how such results happen when transferring from multiple and possibly contrasting sources. This study finds that civil service reforms in Vietnam’s merit-based policies are influenced by both western and Asian models of meritocracy. This makes them both closer to universal ‘best practices’ and at the same time sharpens the distinctiveness of Vietnam’s policy. The calculations of political actors in combination with the context of a one-party authoritarian state have led to policy transfer through mechanisms of translation and assemblage which brings about a hybrid of convergence and divergence. This study enhances understanding of policy transfer in the context of Asian authoritarianism. In finding hybridity in transfer outcomes in this national context, the article shows the uniqueness of resultant policy change and develops an analytical framework for the influence of policy transfer on policy outcomes.

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