This collection provides a comprehensive, state-of-the art review of current research in the field of New Public Management (NPM) reform. Aimed primarily at a readership with a special interest in contemporary public-sector reforms, The Ashgate Research Companion to New Public Management offers a refreshing and up-to-date analysis of key issues of modern administrative reforms. This volume comprises a general introduction and twenty-nine chapters divided into six thematic sessions, each with chapters ranging across a variety of crucial topics in the field of New Public Management reforms and beyond. The principal themes to be addressed are: ¢

chapter 1|14 pages


ByTom Christensen, Per Lægreid

part |2 pages

Part I NPM Processes: Driving Forces

chapter 2|16 pages

Basic NPM Ideas and their Development

ByJonathan Boston

chapter 3|14 pages

The Political-Administrative Design of NPM

ByPeter Aucoin

chapter 4|18 pages

The Relevance of Culture for NPM

ByKoen Verhoest

chapter 5|16 pages

New Public Organisations: A Revivalist Movement

ByNils Brunsson

part |2 pages

Part II Convergence and Divergence among Countries

chapter 6|14 pages

NPM in Anglo-Saxon Countries

ByJohn Halligan

chapter 8|18 pages

NPM in Scandinavia

ByHanne Foss Hansen

chapter 9|14 pages

NPM in Asian Countries

ByAnthony B.L. Cheung

part |2 pages

Part III Sector Studies

part |2 pages

Part IV NPM Features

chapter 14|14 pages

Structural Devolution to Agencies

ByOliver James, Sandra van Thiel

chapter 15|14 pages

Managing Performance and Auditing Performance

ByVital Put, Geert Bouckaert

chapter 16|14 pages

Managerialism and Models of Management

ByMartin Painter

chapter 17|14 pages


ByThomas Pallesen

chapter 18|14 pages

A Transformative Perspective on Public–Private Partnerships

ByCarsten Greve, Graeme Hodge

part |2 pages

Part V Effects and Implications of NPM

chapter 19|14 pages

NPM and the Search for Efficiency

ByRhys Andrews

chapter 20|14 pages

Unions, Corporatist Participation and NPM

ByPaul G. Roness

chapter 21|12 pages

NPM: Restoring the Public Trust through Creating Distrust?

BySteven Van de Walle

chapter 22|14 pages


ByMartin Marcussen

chapter 24|12 pages

Serving the Public? Users, Consumers and the Limits of NPM

ByJanet Newman

chapter 25|14 pages

Responses to NPM: From Input Democracy to Output Democracy

ByB. Guy Peters

chapter 26|14 pages

Normativity and NPM: A Need for Some Theoretical Coherence

ByRobert Gregory

part |2 pages

Part VI NPM and Beyond

chapter 27|14 pages

Beyond NPM? Some Development Features

ByTom Christensen, Per Lægreid

chapter 28|12 pages

Reinventing Weber: The Role of Institutions in Creating Social Trust

ByJon Pierre, Bo Rothstein