ABSTRACT
The Transferability of New Public Management Reforms
David Rosenbloom and Allon Yaroni
During 1994–96, Israel tried to adapt and implement New Public Management (NPM) reforms in its national bureaucracy. Israel’s experience suggests that NPM may not be suitable for administrative systems which are politicized, lack strong norms of formalization and impersonality, and have a weak public service ethic. Although the reforms were well designed, they faced several barriers to successful implementation.
