scholarly journals A interface público-privada na governança educacional brasileira: Considerações a partir de uma análise subnacional

2018 ◽  
Vol 26 ◽  
pp. 131 ◽  
Author(s):  
Helena Hinke Dobrochinski Candido
Keyword(s):  
Public Education ◽  
Private Sector ◽  
Public Management ◽  
New Public Management ◽  
Qualitative Content Analysis ◽  
Santa Catarina ◽  
Managerial Practices ◽  
Education Governance ◽  
New Public ◽  
Public Character

This article investigates changes in the interference of the private sector in Brazilian public education, following the military dictatorship through today, focusing on evaluation policies that introduce data for education governance and results-based management. This research identifies changes related to educational policies and practices influenced by managerial models, showing the progressive disconnection of the public character from educational institutions. The political–educational context of the Brazilian state of Santa Catarina and its capital, Florianópolis, serves as the empirical case. Qualitative content analysis explores how ideas from the private sector have been integrated into Brazilian public education and how evaluation and the use of data according to the logic of that sector contribute to incorporating managerial practices into public education governance. Interviews with key actors in the field of education in Santa Catarina and Florianópolis reveal how the private sector influenced political developments in education. The analysis indicates that education governance in that context follows the principles of New Public Management, associated with public–private interactions, providing a specific type of rationality to the field of education.

scholarly journals Dialogical experiences in practice – Research with Danish daycare: Moving from abstract to concrete generalizations

2019 ◽  
Vol 26 (1) ◽  
pp. 40-61
Author(s):  
Pernille Hviid
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Practice Research ◽  
Learning And Development ◽  
Concrete Case ◽  
Managerial Practices ◽  
The Public ◽  
New Public ◽  
Collaborative Strategies ◽  
Educational Programmes

The project investigated the development of more sustainable managerial practices than the widespread New Public Management. The concrete case concerned the public Danish daycare sector and included all groups of actors (children, pedagogues, parents, Centre leaders, administration and politicians) aiming at inventing structures and practices, which could support and preserve ‘the good daycare’. An analysis of the existing practices showed that the system in all its layers and interconnections predominantly was built on static ontologies. This included the guiding principles for children’s learning and development, the educational programmes and manuals as well as the formats of documentation and evaluation. Ambitiously, we suggested a change towards a processual ontology, in which dialogues between all groups fed into the establishment of a new managerial order, built on multi-voiced meaningful premises. We thus aimed at supporting the construction of new kind of knowledge, moving from abstract generalized to concrete generalized. The concrete generalized evolved through dialogues and interactions as collaborative strategies, guiding conceptualizations and procedures as well as a common care for the ‘we’ and the object of the shared attention: The good daycare. These processes are presented and discussed in the paper.

Institutional Entrepreneurship in Defence Acquisition

2017 ◽  
pp. 222-241
Author(s):  
Derek McAvoy
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Management ◽  
New Public Management ◽  
Effective Means ◽  
Institutional Logics ◽  
Institutional Entrepreneurship ◽  
The Public ◽  
New Public ◽  
Gain Access

One of the most common arguments used to justify the outsourcing of defence activities is that the private sector is more innovative than the public sector. New Public Management has been widely promoted as the most effective means by which the public sector can engage with markets and gain access to the greater entrepreneurial capabilities offered by the private sector. However, a major obstacle to generating the improvements sought by having greater access to entrepreneurial businesses is bound up in the inherent tensions generated by divergent institutional logics. Government departments are motivated to move towards stasis while the entrepreneurial market spirit ideally embraces institutional change. This chapter examines the challenges faced by defence acquisition in changing these potentially opposing institutional logics before concluding with suggestions on how to progress an applied research agenda for defence acquisition in order to make better use of entrepreneurial capabilities.

scholarly journals Rediscovering Public Service in New Zealand after 30 Years of New Public Management?

2019 ◽  
Vol 15 (4) ◽  
Author(s):  
Richard Norman
Keyword(s):  
New Zealand ◽  
Private Sector ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Competing Values Framework ◽  
Competing Values ◽  
Political Leaders ◽  
New Public ◽  
Organisational Cultures

Legislation change is ‘easy’ compared with changing organisational cultures, which have the most powerful influence over whether rhetoric about a ‘spirit of service’ will translate into realities for citizens and political leaders. The competing values framework, developed in reaction to one-size-fits-all models of private sector management, helps show the scale of the change being sought with the proposed Public Service Act.

scholarly journals Rediscovering Public Service in New Zealand after 30 Years of New Public Management?

2019 ◽  
Vol 15 (3) ◽  
Author(s):  
Richard Norman
Keyword(s):  
New Zealand ◽  
Private Sector ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Competing Values Framework ◽  
Competing Values ◽  
Political Leaders ◽  
New Public ◽  
Organisational Cultures

Legislation change is ‘easy’ compared with changing organisational cultures, which have the most powerful influence over whether rhetoric about a ‘spirit of service’ will translate into realities for citizens and political leaders. The competing values framework, developed in reaction to one-size-fits-all models of private sector management, helps show the scale of the change being sought with the proposed Public Service Act.

scholarly journals German Universities as Actors in Organizational Design – A Qualitative Study

2019 ◽  
Author(s):  
Ilse Hagerer ◽  
Uwe Hoppe
Keyword(s):  
Higher Education ◽  
Organizational Structure ◽  
Public Management ◽  
Organizational Design ◽  
New Public Management ◽  
Qualitative Content Analysis ◽  
Research Question ◽  
Organizational Structures ◽  
Organizational Perspective ◽  
New Public

After the latest reforms in higher education according to the NPM (New Public Management), the autonomy of universities and the organizational perspective have been strengthened. According to predominantly used neo-institutional research in higher education, organizations adapt their structure by the pressure of legitimacy from outside. So the research question arises, if universities are actors and if so, what are the influencing factors on organizational structure. The goal is to point out the reasons for organizational design and if they act on their own or only adapt changes by pressure from outside. For this, interviews with 16 experts in faculty management are conducted and interpreted using qualitative content analysis according to Mayring and Grounded Theory. The results show that it is possible for faculties to change and design their organizational structures. There is staff responsible for this task. They work in the faculty between management and administration. Reasons to change the organizational structure are not caused by legitimacy. Much more, the new tasks cause a real need for new positions. This argumentation is not in line with neo-institutionalism. So the results strengthen the thesis that neo-institutionalism is not sufficient anymore to explain the organizational change of universities.

scholarly journals Apposition, contradiction, conflict and domination

2014 ◽  
Vol 27 (7) ◽  
pp. 581-597
Author(s):  
Anu Pynnönen ◽  
Tuomo Takala
Keyword(s):  
Private Sector ◽  
Public Management ◽  
New Public Management ◽  
Content Type ◽  
Interpretive Analysis ◽  
Conflict Situations ◽  
New Public ◽  
Three Phase ◽  
Municipal Management ◽  
Management Discourse

Purpose – The purpose of this paper is to qualitatively describe and explain the contemporary Finnish discourse of municipal managers. The emphasis within is on analyzing the encounters of the public sector management discourse and the private sector management discourse, and the effects that these encounters have on the construction and representation of municipal management. Design/methodology/approach – The study is based on a three-phase discourse analysis, proceeding from the textual and linguistic level through interpretive analysis to critical analysis. This analysis is based on the proceedings and presentations of a seminar of municipal leadership and management, arranged in 2013 in Finland. Findings – The encounters of the discourses form three types: apposition of actors; contradiction and conflict of contexts; and domination of the private sector discourse. Apposition is a surface-level phenomenon, synonymizing the actors of the two discourses. Contradiction and conflict are caused by the incompatibility of operational and value contexts. Domination is a phenomenon of prioritizing the private sector principles and values in conflict situations. All these may affect the role and work of, as well as expectations toward, the municipal manager. Research limitations/implications – Further research and more samples are needed to assess wider applicability of the present findings. Originality/value – The study highlights the roles of language and discourse in the construction and representation of municipal management and managers. It increases the importance of understanding the discursive elements of the new public management phenomenon. In addition, the study supplements the existing macro-level studies.

After all these years, what has happened to the international prevalence of NPM-inspired managerial practices?

2019 ◽  
Vol 32 (4) ◽  
pp. 403-417 ◽  
Author(s):  
Naomi Aoki
Keyword(s):  
Goal Orientation ◽  
Public Management ◽  
New Public Management ◽  
Liberal Democracies ◽  
Content Type ◽  
Managerial Practices ◽  
New Public ◽  
The Status ◽  
International Data ◽  
And Performance

Purpose According to a widely accepted narrative, managerial reforms associated with new public management (NPM) originated in wealthy market economies and liberal democracies and were then promoted globally. However, scientific and systematic cross-national evidence of NPM practices has remained limited in scope, and debates over their survival and prevalence remain unsettled. The purpose of this paper is to narrow this empirical gap. Design/methodology/approach Using international data from public education in approximately 65 economies in 2012, this study systematically investigated the prevalence of managerial practices, namely, the managerial responsibilities of school principals, goal orientation in school management, and performance-based human resource management (HRM). It also tested correlations between the status of these practices and political and economic conditions across economies. Findings As of 2012, the top users of NPM practices were geographically spread across the world in regions that included Southeast Asia, Eastern Europe, the Middle East, and North Africa. Economies exhibited dissimilarities in their deployment of managerial practices. Performance-based HRM tended to be used more extensively in less accountable and less wealthy economies. Originality/value By focusing on actual practices, this study offers an empirically valid, critical analysis of the global prevalence of NPM. The findings clarify some observers’ current understandings of NPM. They deliver a powerful message that debates on global reform waves can benefit greatly from empirical evidence drawn from world regions beyond one’s parochial focus.

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