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Challenges and Barriers in Planning and Implementing Public Sector Reforms: A New Institutionalism Framework

The international experience in the area of public sector reforms raises several broad questions that also reflect on our understanding of policy practice. A major question concerns the pace and timing of reforms. Are public sector reforms radical, one-time changes or gradual and incremental? Regardless of the current situation, we must determine which is the preferred approach (Pollitt and Bouckaert 2004, 2009; Streek and Thelen 2005). These questions also concern the depth and impact of learning, and the diffusion of ideas in the reform process. Another theoretical dilemma is the role of institutions and individual players in reform processes as well as the interaction between them (Moynihan et al. 2011). The literature offers contradictory depictions and recommendations that must be synthesized. Broadly speaking, the dispute revolves around whether structural factors and institutions explain policy outcomes better than individual entrepreneurship and leadership do (Weingast 2005). An important factor in this debate concerns the role of culture and national characteristics in explaining such dynamics. In addition, are there categorical differences between the dynamics of institutional change in developed countries as compared to developing countries?

In order to address these questions in general and regarding performance management reforms in particular, we present the core components of the new institutionalism framework and the analysis ofinstitutional change that arises from the use of this framework.

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Practices and Challenges of Embedding Public Sector Reforms in Australia
Accountability In our societies, some citizens are vulnerable, underprivileged, disadvantaged, sick, and elderly who need extraordinary support. The NPM reforms that embed managerialism and cost efficiency may undervalue the importance of such social services and wicked problems (Jacobs and Cuganesan...
(Public Sector Reform and Performance Management in Developed Economies: Outcomes-Based Approaches in Practice)
A New Institutionalism Framework of Public Sector Reforms
Many scholars refer to recent reforms in terms of the New Public Management (NPM) approach, which emerged in the 1980s and 1990s as part of a reform movement in the public sector (Barzelay 2001; Caiden 1991). Public management reforms are usually studied through international comparisons or single case...
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Public Sector Reform and Performance Management in Developed Economies: Outcomes-based Approaches in Practice: An Overview
Zahirul Hoque Over the past two decades, governments worldwide are increasingly focusing on being community-centric and outcomes-based (Hood 2002; Rana et al. 2019). Consequently, they are starting to move toward outcomes-based approaches to financial and management control systems in government...
(Public Sector Reform and Performance Management in Developed Economies: Outcomes-Based Approaches in Practice)
Public Sector Reforms for Governance, Performance, and Accountability
Much of the work that has been done in accounting and public administration literature concerning NPM reform, the themes of governance, performance, and accountability keep re-occurring. While the term NPM is both established and reified in accounting literature (Broadbent and Laughlin 2013; Humphrey...
(Public Sector Reform and Performance Management in Developed Economies: Outcomes-Based Approaches in Practice)
A Risk-management Framework for Embedding Public Sector Reforms
The most recent reforms in Australia, the PGPA Act and CRM Policy guide APA agencies to develop an organizational risk management framework (PGPA Act 2013; CRM Policy 2014). However, ANAO reports indicate that despite the clear guidance from the Act and Policy, the risk management framework has not fully...
(Public Sector Reform and Performance Management in Developed Economies: Outcomes-Based Approaches in Practice)
A Review of Major Public Sector Reforms in Australia
Year Major reforms 1976 • The Royal Commission on Australian Government Administration (the Coombs Commission) 1983 • Hawke Government Statement - APS Efficiency, Effectiveness, Equity, Responsiveness 1984 • Public Service Reform Act 1984 • Creation of Senior Executive Service...
(Public Sector Reform and Performance Management in Developed Economies: Outcomes-Based Approaches in Practice)
Metagovernance, public sector reform, coherence promotion and capacity building
The world is littered with examples of innovations that led either to few, if any, improvements, or which had unintended consequences (for example high-rise housing and out-of-town supermarkets). - Hartley, 2005 In this chapter vve discuss four themes. Firstly, why is public sector modernization is so...
(Metagovernance for Sustainability: A Framework for Implementing the Sustainable Development Goals)
Reform to perform: a new public sector reform agenda
In the early 2000s, most public sector reform programmes (of the United Kingdom, the Netherlands, Germany, the European Commission and the OECD, for example) promoted market governance and network governance, and aimed also at restoring elements of hierarchical governance. These were considered as having...
(Metagovernance for Sustainability: A Framework for Implementing the Sustainable Development Goals)
Public Sector Reform Policies/Global Trends
Like other post-colonial societies, Fiji relied on its public sector for nation-building and socio-economic development. The public enterprises offer essential products and services to Fiji: water, electricity, telephone facilities, and ports of entry. It was during the 1980s that the government began...
(Public Sector Reformand Performance Management in Emerging Economies:Outcomes-Based Approaches in Practice)