When new public management fails: Infrastructure public–private partnerships and political constraints in developing and transitional economies

Governance ◽  
2020 ◽  
Vol 33 (3) ◽  
pp. 477-493 ◽  
Author(s):  
Anthony M. Bertelli ◽  
Valentina Mele ◽  
Andrew B. Whitford
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Transitional Economies ◽  
Public Private Partnerships ◽  
Political Constraints ◽  
New Public

Good governance, institutions and performance of public private partnerships

2015 ◽  
Vol 28 (7) ◽  
pp. 566-582 ◽  
Author(s):  
Mohamed Ismail Sabry
Keyword(s):  
Public Management ◽  
Institutional Economics ◽  
New Public Management ◽  
Good Governance ◽  
Public Private Partnerships ◽  
Content Type ◽  
Regulatory Quality ◽  
New Public ◽  
Governance Institutions ◽  
Bureaucratic Efficiency

Purpose – The purpose of this paper is to explore theoretically and empirically which institutional factors (including good governance ones) help public-private partnerships (PPP) in providing better infrastructural services, which would then in their turn lead to attracting more private investment for the whole economy. Design/methodology/approach – On the theoretical level, while a focus is put on discussing the institutions that should be responsible for PPP success, reconciliation is being attempted between institutional economics from one side and the new public management and networks management perspectives from the other. Empirically, OLS multivariate panel regressions test the suggestions of the theoretical discussion with emphasis on interaction terms between PPP and the studied institutions. Findings – Evidence is found that good governance institutions, and specifically good regulatory quality, bureaucratic efficiency and independence, help PPP in performing well as evident from their positive effect on investment growth. Research limitations/implications – The limitations of this paper are mainly empirical. Further results with great policy implications could have been obtained if better proxies were developed for a number of variables. Certainly this is the case for the proxies used for cronyism and public-private dialogues (PPD). Practical implications – Tackling bureaucratic efficiency and independence and higher regulatory quality should be a top priority if the great positive externalities resulting from PPP in infrastructure are to be realized. Originality/value – The novelty of this research is attributed to constructing a proxy for PPP, as well as testing empirically the effect of the interactions of PPP with other institutional variables on the performance of infrastructural services (as evident from attracting more investment). The synthesis between the literature on PPP, new public management, networks, good governance, and institutional economics is another aspect of this work. The obtained results suggest important policy recommendations, and, the author hopes to, add to the literature on PPP.

"Jedes starre Konzept ist schlecht und passt net' in diese Welt"

2007 ◽  
Vol 37 (148) ◽  
pp. 369-381 ◽  
Author(s):  
Wolfgang Ludwig-Mayerhofer ◽  
Ariadne Sondermann ◽  
Olaf Behrend
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Qualitative Interviews ◽  
Unemployed People ◽  
Staff Members ◽  
Public Employment Service ◽  
New Public ◽  
Recent Reform ◽  
The Unemployed ◽  
New Procedures

The recent reform of the Bundesagentur fijr Arbeit, Germany's Public Employment Service (PES), has introduced elements of New Public Management, including internal controlling and attempts at standardizing assessments ('profiling' of unemployed people) and procedures. Based on qualitative interviews with PES staff, we show that standardization and controlling are perceived as contradicting the 'case-oriented approach' used by PES staff in dealing with unemployed people. It is therefore not surprising that staff members use considerable discretion when (re-)assigning unemployed people to one of the categories pre-defined by PES headquarters. All in all, the new procedures lead to numerous contradictions, which often result in bewilderment and puzzlement on the part of the unemployed.

Organisation des Luzerner Forstdienstes – konsequente Entflechtung von hoheitlichen und betrieblichen Aufgaben | Organisation of the forestry services in Lucerne – differentiating between sovereign and management tasks

2001 ◽  
Vol 152 (11) ◽  
pp. 453-459 ◽  
Author(s):  
Georg Iselin ◽  
Albin Schmidhauser
Keyword(s):  
Forest Management ◽  
Public Management ◽  
New Public Management ◽  
Work Force ◽  
Forest Reserve ◽  
New Public ◽  
Forest Regions ◽  
Management Project ◽  
Forestry Services ◽  
The Individual

During the past ten years most cantonal forest services have undergone re-organisations. Lucerne's cantonal forest administration initiated a fundamentally new way of providing forestry services by differentiating between sovereign tasks and management tasks. By examining the individual steps of the process we demonstrate how starting with the mandate,goals were developed and implemented over several years. Product managers assumed responsibility for products, as defined in the New Public Management Project, on a cantonal-wide basis. Work within a matrix organisation has led to significant changes. Territorial responsibilities are increasingly assumed by district foresters, who have modern infrastructures at their disposal in the new forestry centres. The re-organisation has led to forest districts being re-drawn and to a reduction in the number of forest regions. To provide greater efficiency,state forest management has been consolidated into a single management unit. The new forest reserve plan removes almost half of the state forest from regular forest management,resulting in a reduction in the volume of work and in the work force. We show how effective the differentiation of sovereignty tasks and management tasks has been in coping with the effects of hurricane Lothar.

Public Entrepreneurship. Zur Unternehmerisierung der öffentlichen Verwaltung

2020 ◽  
Vol 14 (1-2021) ◽  
pp. 1-21
Author(s):  
Michael Vollstädt
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Öffentliche Verwaltung ◽  
New Public ◽  
Public Entrepreneurship

Die Entwicklung der öffentlichen Verwaltung in Richtung eines effizienten und effektiv geführten Unternehmens ist seit dem Aufkommen des New Public Management (NPM) ein zentrales Thema von Verwaltungsreformen. Nicht selten tritt die damit eihergehende Ökonomisierung der Verwaltung dabei in Konflikt mit den bürokratischen Strukturen und dem Amtsethos der Angestellten. Bei aller Kritik und Diskussion um diese Tendenz zur Unternehmerisierung bleibt jedoch die Frage, was unter dieser Unternehmerisierung zu verstehen sei, meist latent. Das Ziel dieses Beitrages besteht darin, genauer zu eruieren, welche Vorstellung von Unternehmerisierung in den Diskursen des NPM im Zentrum steht, und ein alternatives Verständnis für die öffentliche Verwaltung zu entwickeln. Dafür bedient sich der hiesige Beitrag Ansätzen der Entrepreneurship-Forschung, um eine inhaltliche Anreicherung der Diskussion zu befördern. Damit soll ein Wandel von einer manageriellen hin zu einer unternehmerischen Sicht der Verwaltung skizziert werden, der anschlussfähig ist für die aktuellen Diskussionen um eine innovative und agile Verwaltung.

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