A major theme has been exploring patterns of NPM spread and variation internationally. Questions have been raised about the potential politicization of the public service, when executives are hired on contract under pay-for-performance systems. %AI5_TargetResolution: 800

Public agency external analysis using a modified “five forces” framework. Although the origins of NPM came from Westernized countries it expanded to a variety of other countries in the 1990s. Accounting, Organizations and Society, 20(2), 93–109.Find this resource: Hood, C. (1995b). Later legislation (2012) stimulated greater market entry from alternative healthcare providers in such areas as community health services.

Oxford: Oxford University Press.Find this resource: Miles, R., & Snow, C. (1978). There has been extensive decentralization of service delivery responsibility to local government.

Higher Education Quarterly, 56(3), 276–286.Find this resource: Lambert, R. (2003). The NPM system allows "the expert manager to have a greater discretion". Public Policy and Administration, 28(1), 66–89.Find this resource: Ferlie, E. (2016).

Extensive key performance indicator (KPI) data on core agency targets (e.g., on examination results in schools or waiting times in hospitals) were routinely collected and passed up to the surveying national central regulator for evaluation, classification, and publication, a process that was facilitated by the rapidly growing technological power of information technology systems (Zuboff, 1988). The NPM should be construed as an intellectual and ideological movement, as well as a political one, notably so in New Zealand (Halligan, 2011; Boston, 2011; Boston et al., 1996), whose reform process was heavily influenced by its national treasury, which drew on the ideas were extremely clear and guided by public choice and agency theory. Staff and student representation at board level was weak, as was the academic board supposed to provide advice on academic matters. Oxford: Oxford University Press.Find this resource: Raisch, S., & Birkinshaw, J. For instance, Germany is seen as being on a neo-Weberian track and remains largely NPM resistant. Nevertheless, some high-impact NPM jurisdictions are apparent (e.g., the United Kingdom, New Zealand, Sweden, and the state of Alberta in Canada). Eckerd, Adam; Heidelberg, Roy L. (YEAR). The case of managed networks in healthcare. This concept suggests that an ambidextrous organization needs to achieve a balance between short-term exploitation activity and longer-term, more creative exploration activity. For example, management by objectives (MBO) emphasizes clearly defined objectives for individual managers, whereas management by results (MBR) emphasizes the use of past results as indicators of future ones, and total quality management (TQM) emphasizes awareness of quality in all organizational processes. Tacit and professionally dominated forms of self-regulation gave way to externally produced and explicit forms of performance measurement systems.
These reforms may reflect wider societal values that have become less deferential and more consumerist. Seasonal cycles in public management: Disaggregation and re-aggregation.

Scholars like Patrick Dunleavy believe New Public Management is phasing out because of disconnect with “customers” and their institutions. Government activities should be adequate.
Efficiency drives by themselves can be seen as relatively crude and as predating NPM. Neo-charismatic leadership: A new theory for effective leadership in higher education.


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