The middle aging of new public management: Into the age of paradox?

Journal of Public Administration Research and Theory

Volumn 14, Issue 3, 2004, Pages 267-282

  Hood, Christopher ^a   Peters, Guy ^b  

^a UNIVERSITY OF OXFORD   (United Kingdom)

^b UNIVERSITY OF PITTSBURGH   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 4344570286     PISSN: 10531858     EISSN: None     Source Type: Journal    
DOI: 10.1093/jopart/muh019     Document Type: Review

References (87)

1. Aucoin, P. 1995. The New Public Management: Canada in comparative perspective. Montreal: Institute for Research on Public Policy.
2. Austin, J. 1962. Sense and sensibilia. Oxford: Clarendon.
3. Ban, C. 1999. The status of public personnel reform in the United States: Themes and variations. Paper presented at the Korean Association for Public Administration "Knowledge-Based Society and Human Resources Management in Government" Conference, Seoul, South Korea, 12 November.
4. Barzelay, M. 2000a. The New Public Management: A bibliographical essay for Latin American (and other) scholars. Paper presented at the Fifth International Congress of CLAD on Reform of the State and Public Administration, Santo Domingo, Dominican Republic, 27 October.
5. _. 2000b. The New Public Management: Improving research and policy dialogue. Berkeley: University of California Press.
6. Brams, S. J. 1976. Paradoxes in politics: An introduction to the nonobvious in political science. New York: Free Press.
7. Brooks, H. 1986. The typology of surprises in technology, institutions and development. In Sustainable development of the biosphere, ed. W. C. Clark and R. E. Munn, 325-50. Cambridge: International Institute for Applied Systems Analysis, Cambridge University Press.
8. Cabinet Office. 1999. Modernising government. Cm 4310. London: HMSO.
9. Christensen, T., and P. Laegreid, eds. 2001. The New Public Management: The transformation of ideas and practice. Aldershot, UK: Ashgate.
10. Clay, E. J., and B. B. Schaffer, eds. 1984. Room for manoeuvre. London: Heinemann.
11. Cohen, M. D., J. G. March, and J. P. Olsen. 1972. A garbage can model of organizational choice. Administrative Science Quarterly 17 (1): 1-23.
12. Collingridge, D. 1992. The management of scale: Big organizations, big decisions, big mistakes. London: Routledge.
13. Derlien, H.-U. 2000. Against revolutionary models and uncontrolled transplantations - Path dependency of public sector management in view of the millennium. Paper presented at the "Public Management and Governance in the New Millennium: Lessons from the Past and Challenges for the Future" Conference, City University of Hong Kong, 10-11 January.
14. DiMaggio, P. J., and W. W. Powell. 1991. The iron cage revisited: Institutional isomorphism and collective rationality in organization fields. In The new institutionalism in organizational analysis, ed. W. W. Powell and P. J. DiMaggio. Chicago: University of Chicago Press.
15. Downs, G. W., and P. D. Larkey. 1986. The search for government efficiency. Philadelphia, PA: Temple University Press.
16. Dryzek, J. 1987. Complexity and rationality in public life. Political Studies 35:424-42.
17. Dunleavy, P., and C. Hood. 1994. From old public administration to New Public Management. Public Money and Management 14 (3): 9-16.
18. Ferlie, E., A. Pettigrew, L. Ashburner, and L. Fitzgerald. 1996. The New Public Management in action. Oxford: Oxford University Press.
19. Festinger, L., H. W. Riecken, and S. Schachter. 1964. When prophecy fails: A social and psychological study of a modern group that predicted the destruction of the world. New York: Harper and Row.
20. Fischer, D. H. 1971. Historians' fallacies. London: Routledge and Kegan Paul.
21. Flynn, N. 1990. Public sector management. Brighton, UK: Harvester.
22. Frederickson, H. G. 2003. Easy innovation and the iron cage: Best practice, benchmarking, ranking, and the management of organizational creativity. Kettering Foundation Occasional Paper, Dayton, Ohio, June.
23. Giddings, P., ed. 1994. Parliamentary accountability: A study of parliament and executive agencies. London: Macmillan.
24. Goodin, R., and L. Waldner. 1979. Thinking big, thinking small and not thinking at all. Public Policy 27:1-24.
25. Gregory, R. 1995. Accountability, responsibility and corruption: Managing the "public production process." In The state under contract, ed. J. Boston, 97-114. Wellington, NZ: Bridget Williams Books.
26. Hall, C., C. Scott, and C. Hood. 1999. Telecommunications regulation: Culture, chaos and interdependence inside the regulatory process. London: Routledge.
27. Handy, C. B. 1994. The age of paradox. Boston: Harvard Business School Press.
28. Hesse, J. J., C. Hood, and B. G. Peters, eds. 2003. Paradoxes of public sector reform: Soft theory and hard cases. Berlin: Duncker and Humblot.
29. Hirschman, A. O. 1967. The principle of the hiding hand. The Public Interest 6 (Winter): 10-25.
30. _. 1982. Shifting involvements. Oxford: Blackwell.
31. Hoggett, P. 1996. New modes of control in the public service. Public Administration 74:9-32.
32. Hood, C. 1976. The limits of administration. New York: John Wiley.
33. _. 1989. Public administration and public policy: Intellectual challenges for the 1990s. Australian Journal of Public Administration 48 (4): 346-58.
34. _. 1991. A public management for all seasons? Public Administration 69 (1): 3-19.
35. _. 1996. United Kingdom: From second-chance to near-miss learning. In Lessons from experience: Experiential learning in administrative reforms in eight democracies, ed. J. P. Olsen and B. G. Peters, 36-70. Oslo: Scandinavian University Press.
36. _. 1998a. The art of the state. Oxford: Clarendon.
37. _. 1998b. Individualized contracts for top public servants: Copying business, path-dependent political re-engineering-or Trobriand cricket? Governance 11 (4): 443-62.
38. _. 2000. Paradoxes of public-sector managerialism, old public management and public service bargains. International Public Management Journal 3:1-22.
39. _. 2002. New Public Management. In International encyclopaedia of the social and behavioral sciences, vol. 8, ed. Neil J. Smelser and Paul B. Bates, 12553-6. Oxford: Elsevier.
40. Hood, C., and H. Rothstein. 2001. Risk regulation under pressure: Problem solving or blame shifting? Administration and Society 33 (1): 21-53.
41. Hood, C., C. Scott, O. James, G. W. Jones, and A. Travers. 1999. Regulation inside government: Waste-watchers, quality police and sleaze-busters. Oxford: Oxford University Press.
42. Ingraham, P. W. 1993. Of pigs in pokes and policy diffusion: Another look at pay for performance. Public Administration Review 53:348-56.
43. Jones, L. R., and F. Thompson. 1999. Public management: Institutional renewal for the twenty-first century. Stamford, CT: Elsevier-JAI Press.
44. Karmel, S. 1997. The Chinese military's hunt for profits. Foreign Policy 107 (Summer): 102-13.
45. Kaufman, H. 1991. Time, chance and organizations, 2d ed. Chatham, NJ: Chatman House.
46. Kiggundu, M. N. 1998. Civil service reform: Limping into the twenty-first century. In Beyond the New Public Management, ed. M. Minogue, C. Polidano, and D. Hulme, 155-71. Cheltenham, UK: Edward Elgar.
47. Kingdon, J. W. 1984. Agendas, alternatives and public policies. Boston: Little, Brown.
48. Lane, J.-E. 2000. New Public: Management. London: Routledge.
49. Laughlin, R. C. 1991. Environmental disturbances and organizational transitions and transformations: Some alternative models. Organizational Studies 12 (2): 209-32.
50. Light, P. 1993. Monitoring government: Inspectors-general and the search for accountability. Washington, DC: Brookings.
51. Light, P. C. 1997. The tides of reform: Making government work 1945-1995. New Haven, CT: Yale University Press.
52. Lustick, I. 1980. Explaining the variable utility of disjointed incrementalism. American Political Science Review 74:442-53.
53. Mackenzie, W. J. M. 1975. Power, violence, decision. Harmondsworth, UK: Penguin Books.
54. Maor, M. 1999. The paradox of managerialism. Public Administration Review 59 (1): 5-18.
55. March, J. G., and J. P. Olsen. 1989. Rediscovering institutions. New York: Free Press.
56. Margetts, H. 1999. Information technology in government: Britain and America. London: Routledge.
57. Merton, R. K. 1936. The unanticipated consequences of purposive social action. American Sociological Review 1:894-904.
58. _. 1965. On the shoulders of giants. New York: Free Press.
59. _. 1998. Afterword: Unanticipated consequences and kindred sociological ideas: A personal gloss. In Robert K. Merton and contemporary sociology, ed. C. Mongardine and S. Tabboni, 295-318. New Brunswick, NJ: Transaction Publishers.
60. Meyer, M., and L. Zucker. 1989. Permanently failing organizations. Newbury Park, CA: Sage.
61. Moore, W. E., and M. M. Tumin. 1949. Some social functions of ignorance. American Sociological Review 14:787-95.
62. Moynihan, D. P. 1969. Maximum feasible misunderstanding. New York: Free Press.
63. New Zealand Treasury. 1987. Government management: Brief to the incoming government 1987. 2 vols. Wellington: New Zealand Treasury.
64. Nicholls, L. 1996. From paradigm to practice: The politics and implementation of sustainable human development - The case of Uganda. Research Paper 2. London: London School of Economics, Centre for the Study of Global Governance.
65. Olsen, J. P. 1996. Norway: Slow learner - or another triumph of the tortoise? In Lessons from experience: Experiential learning in administrative reforms in eight democracies, ed. J. P. Olsen and B. G. Peters, 180-213. Oslo: Scandinavian University Press.
66. Olsen, J. P., and B. G. Peters, eds. 1996. Lessons from experience: Experiential learning in administrative reforms in eight democracies. Oslo: Scandinavian University Press.
67. Organization for Economic Cooperation and Development. 1995. Governance in transition. Paris: Organization for Economic Cooperation and Development.
68. Osborne, D., and T. Gaebler. 1992. Reinventing government. Reading, MA: Addison-Wesley.
69. Perrow, C. 1984. Normal accidents. New York: Basic Books.
70. Peters, B. G. 1997. What works? The antiphons of administrative reform. In Taking stock: Two decades of administrative reform, ed. B. G. Peters and D. J. Savoie, 78-107. Montreal: McGill/Queens University Press.
71. Pollitt, C. 1990. Managerialism and the public services: The Anglo-American experience. Oxford: Blackwell.
72. Pollitt, C., X. Girre, J. Lonsdale, R. Mul, H. Summa, and M. Waerness. 1999. Performance or compliance? Performance audit and public management in five countries. Oxford: Oxford University Press.
73. Power, M. K. 1997. The audit society. Oxford: Oxford University Press.
74. Quinn, R. E., and K. S. Cameron, eds. 1988. Paradox and transformation: Toward a theory of change in organization and management. Cambridge, MA: Ballinger.
75. Rhodes, R. A. W. 1997. Understanding governance: Policy networks, governance, reflexivity and accountability. Buckingham, UK: Open University Press.
76. Savoie, D. 1990. The politics of public spending in Canada. Toronto: University of Toronto Press.
77. _. 1995. Thatcher, Reagan, Mulroney: In search of a new bureaucracy. Pittsburgh, PA: Pittsburgh University Press.
78. Sieber, S. 1981. Fatal remedies. New York: Plenum.
79. Simon, H. A. 1946. The proverbs of administration. Public Administration Review 6 (1): 53-67.
80. Suleiman, E. 2003. Dismantling democratic states. Princeton, NJ: Princeton University Press.
81. Thompson, F. 1993. Matching responsibilities with tactics: Administrative controls and modem government. Public Administration Review 53:303-18.
82. Thompson, M., R. Ellis, and A. Wildavsky. 1990. Cultural theory. Boulder, CO: Westview.
83. Tocqueville, A. de. 1949. L'ancien regime. Oxford: Clarendon.
84. Wildavsky, A. 1980. The art and craft of policy analysis. London: Macmillan.
85. _. 1988. Searching for safety. New Brunswick, NJ: Transaction.
86. Wilson, J. Q. 1989. Bureaucracy: What government agencies do and why they do it. New York: Basic Books.
87. Zifcak, S. 1994. New managerialism: Administrative reform in Whitehall and Canberra. Buckingham, UK: Open University Press.