Skip to main content
SpringerLink
Log in

Introduction

  • Chapter
  • First Online:
Public Sector Reform in Ireland

Part of the book series: Executive Politics and Governance ((EXPOLGOV))

  • 199 Accesses

Abstract

This chapter provides a context for book’s contents and identifies the academic literatures which they contribute to, namely executive politics, cutback management, public sector reform and Irish government and politics. The chapter also presents the theoretical influences derived from public policy and political science on the approach adopted in the study, as well as the methods used. A final section presents a summary of each chapter’s contents.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 99.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 129.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 129.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Aberbach, J. D., & Christensen, T. (2001). Radical reform in New Zealand. Crisis, windows of opportunity, and rational actors. Public Administration, 79(2), 403–422.

    Article  Google Scholar 

  • Adshead, M., & Millar, M. (Eds.). (2003). Public administration and public policy in Ireland: Theory and methods. London: Routledge.

    Google Scholar 

  • Adshead, M., & Tonge, J. (2009). Politics in Ireland: Convergence and divergence on a two-polity Island. Basingstoke: Palgrave.

    Book  Google Scholar 

  • Alesina, A & Perotti, R. (1995). Fiscal Expansions and Adjustments in OECD Countries. Economic Policy 10, 207–248.

    Google Scholar 

  • Bach, S. (2012). Shrinking the state or the big society? Public service employment relations in an era of austerity. Industrial Relations Journal, 43(5), 399–415.

    Article  Google Scholar 

  • Barrington, T. (1980). The Irish administrative system. Dublin: Institute of Public Administration.

    Google Scholar 

  • Barzelay, M. (2001). The new public management: Improving research and policy dialogue. Berkeley: University of California Press.

    Google Scholar 

  • Baumgartner, Frank R., & Jones, Bryan D. (1993). Agendas and instability in American politics. Chicago: University of Chicago Press.

    Google Scholar 

  • Behn, R. D. (1980). Leadership for cut-back management: The use of corporate strategy. Public Administration Review, 40(6), 613–620.

    Article  Google Scholar 

  • Bevir, M., & Rhodes, R. A. W. (Eds.). (2006). Governance stories. Oxford: Routledge.

    Google Scholar 

  • Bideleux, R. (2011). Contrasting responses to the international economic crisis of 2008–2010 in the 11 CIS countries and in the 10 post-communist EU member countries. Journal of Communist Studies and Transition Politics, 27(3–4), 338–363.

    Article  Google Scholar 

  • Biller, R. P. (1980). Leadership tactics for retrenchment. Public Administration Review, 40(6), 604–609.

    Article  Google Scholar 

  • Boston, J. (1987). Transforming New Zealand’s public sector: Labour’s quest for improved efficiency and accountability. Public Administration, 65(4), 423–442.

    Article  Google Scholar 

  • Boyle, R. (2016a). Public service reform. In W. K. Roche, P. J. O’Connell, & A. Prothero (Eds.), Austerity and recovery in Ireland: Europe’s poster child and the great recession (pp. 214–231). Oxford: Oxford University Press.

    Google Scholar 

  • Boyle, R. (2016b). Riding the roller coaster: Ireland’s reform of the public service at a time of fiscal crisis. In G. Hammerschmid, S. Van de Walle, R. Andrews, & P. Bezes (Eds.), Public administration reforms in Europe: The view from the top (pp. 140–150). Cheltenham: Edward Elgar.

    Google Scholar 

  • Bozeman, B. (2010). Hard lessons from hard times: Reconsidering and reorienting the ‘managing decline’ literature. Public Administration Review, 42(6), 509–515.

    Article  Google Scholar 

  • Bryson, A., & McConville, S. (2014). The Routledge guide to interviewing: Oral history, social enquiry and investigation. Oxford: Routledge.

    Google Scholar 

  • Cairney, P. (2012). Understanding public policy: Theories and issues. Basingstoke: Palgrave.

    Book  Google Scholar 

  • Callanan, M., & Keogan, J. (Eds.). (2003). Local government in Ireland: Inside out. Dublin: Institute of Public Administration.

    Google Scholar 

  • Cappocia, G. (2015). Critical junctures and institutional change. In J. Mahoney & K. Thelen (Eds.), Advances in comparative historical analysis (pp. 147–179). Cambridge: Cambridge University Press.

    Chapter  Google Scholar 

  • Cepiku, D., & Savignon, A. B. (2012). Governing cutback management. Is there a global strategy for public administrations? International Journal of Public Sector Management, 25(6/7), 428–436.

    Article  Google Scholar 

  • Chapman, J., & Duncan, G. (2007). Is there now a new ‘New Zealand model’? Public Management Review, 9(1), 1–25.

    Article  Google Scholar 

  • Christensen, T., & Lægreid, P. (2007). The whole-of-government approach to public sector reform. Public Administration Review, 67(6), 1059–1066.

    Article  Google Scholar 

  • Christensen, T., & Lægreid, P. (2011). Post-NPM: Whole-of-government approaches as a new trend. In S. Groeneveld & S. Van De Walle (Eds.), New steering concepts in public management (pp. 11–24). Bingley: Emerald.

    Chapter  Google Scholar 

  • Chubb, B. (1970/ 1982/ 1992). The government and politics of Ireland. London: Longman.

    Google Scholar 

  • Coakley, J. (2010). Appendices. In J. Coakley & M. Gallagher (Eds.), Politics in the republic of Ireland (pp. 434–470). London: Routledge/PSAI.

    Google Scholar 

  • Coakley, J. and Gallagher, M. (Eds.). (2010). Politics in the republic of Ireland. London: Routledge/PSAI.

    Google Scholar 

  • Coen, D., & Roberts, A. (2012). A new age of uncertainty. Governance, 25(1), 5–9.

    Article  Google Scholar 

  • Collins, N., Cradden, T., & Butler, P. (2007). Modernising Irish government. Dublin: Institute of Public Administration.

    Google Scholar 

  • Connaughton, B. (2010). ‘Glorified gofers, policy experts or good generalists’: A classification of the roles of the Irish ministerial adviser’. Irish Political Studies, 25 (3):347–369.

    Google Scholar 

  • Connaughton, B. (2012). Ministers and their departments: Inside the ‘Black Box’ of the policy making process. In E. O’Malley & M. MacCarthaigh (Eds.), Governing Ireland: From cabinet government to delegated governance. Dublin: Institute of Public Administration.

    Google Scholar 

  • Connaughton, B. (2015). Navigating the borderlines of politics and administration: Reflections on the role of ministerial advisers. International Journal Of Public Administration, 38, 1–9.

    Google Scholar 

  • Daly, M. E. (1997). The buffer state: The historical roots of the department of the environment. Dublin: Institute of Public Administration.

    Google Scholar 

  • Daly, M. E. (2002). The first department: A history of the department of agriculture. Dublin: Institute of Public Administration.

    Google Scholar 

  • De Vries, M., & Nemec, J. (2013). Public sector reform: An overview of recent literature and research on NPM and alternative paths. International Journal of Public Sector Management, 26(1), 4–16.

    Article  Google Scholar 

  • Delaney, E. (2001). An accidental diplomat: My years in the Irish foreign service 1987–1995. Dublin: New Island Books.

    Google Scholar 

  • Dodds, A. (2013). Comparative public policy. Basingstoke: Palgrave Macmillan.

    Book  Google Scholar 

  • Dommett, K, MacCarthaigh, M., & Hardiman, N. (2016). Reforming the westminster model of agency governance: Britain and Ireland after the crisis. Governance, 29(4), 535–552. 10.1111/gove.12227.

  • Donovan, D., & Murphy, A. E. (2013). The fall of the celtic tiger: Ireland and the Euro debt crisis. Oxford: Oxford University Press.

    Book  Google Scholar 

  • Dooney, S. (1976). The Irish civil service. Dublin: Institute of Public Administration.

    Google Scholar 

  • Dooney, S., & O’Toole. (1992, 1998, 2009). Irish government today. Dublin: Gill and Macmillan.

    Google Scholar 

  • Dougherty, M. J., & Klase, K. A. (2009). Fiscal retrenchment in state budgeting. Revisiting cutback management in a new era. International Journal of Public Administration, 32(7), 593–619.

    Article  Google Scholar 

  • Dunsire, A., & Hood, C. (1989). Cutback management in public Bureaucracies: Popular theories and observed outcomes in Whitehall. Cambridge: Cambridge University Press.

    Google Scholar 

  • Fanning, R. (1978). The Irish department of finance, 1922–1958. Dublin: Institute of Public Administration.

    Google Scholar 

  • Flinders, M. (2008). Delegated governance and the British state: Walking without order. Oxford: Oxford University Press.

    Book  Google Scholar 

  • Flyvberg, B. (2006). Five misunderstandings about case-study research. Qualitative Inquiry, 12(2), 219–245.

    Article  Google Scholar 

  • Gilmore, E. (2015). Inside the room: The untold story of Ireland’s crisis government. Dublin: Irish Academic Press.

    Google Scholar 

  • Goldfinch, S., & Wallis, J. (2010). Two myths of convergence in public management reform. Public Administration, 88(4), 1099–1115.

    Google Scholar 

  • Hall, P., & Taylor, R. (1996). Political science and the three new institutionalisms. Political Studies, 44(5), 936–957.

    Article  Google Scholar 

  • Halligan, J. (2015). Anglophone systems: Diffusion and policy transfer within an administrative tradition. In F. Van der Meer, J. Raadschelders, & T. Toonen (Eds.), Comparative civil service systems in the 21st century (2nd ed., pp. 57–76). Basingstoke: Palgrave.

    Google Scholar 

  • Hammerschmid, G., Ven de Walle, S., Andrews, R., & Bezes, P. (Eds.). (2016). Public administration reforms in Europe: The view from the top. Cheltenham: Edward Elgar.

    Google Scholar 

  • Hardiman, Niamh. (2012). Introduction: Profiling Irish governance. In Niamh Hardiman (Ed.), Irish governance in crisis (pp. 1–22). Manchester: Manchester University Press.

    Google Scholar 

  • Hardiman, N., & Scott, C. (2010). Governance as polity: An institutional approach to the evolution of state functions in Ireland. Public Administration, 88(1), 170–189.

    Article  Google Scholar 

  • Hardiman, N. & MacCarthaigh, M. (2016). State retrenchment and administrative reform in Ireland: Comparing policy paradigms. Journal of Comparative Policy Analysis. doi: http://dx.doi.org/10.1080/13876988.2015.1103432 .

  • Hardiman, N., & MacCarthaigh, M. (2010). Organising for growth: Irish state administration 1958–2008. The Economic and Social Review, 41(3), 367–393.

    Google Scholar 

  • Hardiman, N., MacCarthaigh, M., & Scott, C. (2016). The Irish state administration database. www.isad.ie. Accessed 20 Nov.

  • Hay, C. (2006) ‘Constructivist Institutionalism’ in Rhodes, R.A.W.; Binder, S.A. and Rockman, B.A. (eds.) The Oxford Handbook of Political Institutions. Oxford: Oxford University Press, 56–74.

    Google Scholar 

  • Heclo, H., & Wildavsky, A. (1974). The private government of public money. London: Macmillan Press.

    Google Scholar 

  • Herweg, N., Huβ, C., & Zohlnhöfer, R. (2015). Straightening the three streams: Theorising extensions of the multiple streams framework. European Journal of Political Research, 54, 435–449.

    Article  Google Scholar 

  • Honohan, P. (2010). The Irish banking crisis: Regulatory and financial stability policy 2003–2008. Report to the Minister for Finance by the Governor of the Central Bank: Dublin.

    Google Scholar 

  • Hood, C., & Wright, M. (1981). From decrementalism to quantum cuts? In C. Hood & M. Wright (Eds.), Big governments in hard times (pp. 199–227). Oxford: Martin Robertson.

    Google Scholar 

  • Hood, C. (1991). A public management for all seasons? Public Administration, 69(1), 3–19.

    Article  Google Scholar 

  • Hood, C. (2011). The blame game. Spin, bureaucracy, and self-preservation in government. Princeton: Princeton University Press.

    Google Scholar 

  • Hood, C., Heald, D., & Himaz, R. (Eds.). (2014). When the party’s over: The politics of fiscal squeeze in perspective. Oxford: OUP/British Academy.

    Google Scholar 

  • Hood, C., Scott, C., James, O., Jones, G., & Travers, T. (1999). Regulation inside government. Oxford: Oxford University Press.

    Book  Google Scholar 

  • Houses of the Oireachtas. (2016). Report of the joint committee of inquiry into the banking crisis. Dublin: Houses of the Oireachtas.

    Google Scholar 

  • Independent Review Panel (2011) Strengthening the Capacity of the Department of Finance Dublin: Department of Finance.

    Google Scholar 

  • Institute of Public Administration. (2014). Public sector reform in Ireland: Views and experiences from senior executives (Research Paper No.13). Dublin: Institute of Public Administration State of the Public Service Series.

    Google Scholar 

  • John, P. (2012). Analyzing public policy. Oxford: Routledge.

    Google Scholar 

  • Jun, J. S. (2009). The limits of post-new public management and beyond. Public Administration Review, 69(1), 161–165.

    Article  Google Scholar 

  • Kickert, W. (2012). State responses to the fiscal crisis in Britain, Germany and the Netherlands. Public Management Review, 14(3), 299–309.

    Article  Google Scholar 

  • Kickert, W., & Randma-Liiv, T. (2015). Europe managing the crisis: The politics of fiscal consolidation. London: Routledge/Taylor and Francis.

    Google Scholar 

  • Kickert, W., Randma-Liiv, T., & Savi, R. (2015). Politics of fiscal consolidation in Europe: A comparative analysis. International Review of Administrative Sciences, 81(3), 562–584.

    Article  Google Scholar 

  • King, G., Keohane, R., & Verba, S. (1994). Designing social inquiry. Princeton, NJ: Princeton University Press.

    Google Scholar 

  • Kingdon, J. W. (1984/1995). Agendas, alternatives and public policies. London: Longman.

    Google Scholar 

  • Kingdon, J. W. (1995) Agendas, Alternatives and Public Policies. London: Longman.

    Google Scholar 

  • Krasner, S. D. (1988) Sovereignty: an Institutional Perspective. Political Studies, 21, 66–94.

    Google Scholar 

  • Knill, C., & Tosun, J. (2012). Public policy: A new introduction. Basingstoke: Palgrave.

    Book  Google Scholar 

  • Laeven, L., & Valencia, F. (2012). Systemic banking crises database: An update. Washington, DC: IMF. WP/12/163.

    Google Scholar 

  • Leahy, P. (2013). The price of power: Inside Ireland’s crisis coalition. Dublin: Penguin.

    Google Scholar 

  • Larch, M. and Turrini, A. (2008). Received Wisdom and Beyond: Lessons from Fiscal Consolidation in the EU. European Economy (Economic Paper 320).

    Google Scholar 

  • Leonard, M. (2003). Interviews. In R. L. Miller & J. D. Brewer (Eds.), The A-Z of social research (pp. 166–171). London: Sage.

    Google Scholar 

  • Levine, C. H. (1978). Organizational decline and cutback management. Public Administration Review, 38(4), 316–325.

    Article  Google Scholar 

  • Levine, C. H. (1979). More on cutback management: Hard questions for hard times. Public Administration Review, 39(2), 179–183.

    Article  Google Scholar 

  • Levine, C. H. (1985). Police management in the (1980s): From decrementalism to strategic thinking. Public Administration Review, 45, 691–700.

    Article  Google Scholar 

  • Levy, D., & Scully, M. (2007). The institutional entrepreneur as modern prince: The strategic face of power in contested fields’. Organization Studies, 28(7), 971–991.

    Article  Google Scholar 

  • Lipsky, M. (1980). Street-level bureaucracy: Dilemmas of the individual in public services. New York: Russell Sage foundation.

    Google Scholar 

  • Lodge, M., & Gill, D. (2011). Toward a new era of administrative reform? The myth of post-NPM in New Zealand, Governance, 24(1), 141–166.

    Google Scholar 

  • Lodge, M., & Hood, C. (2012). Into an age of multiple austerities? Public management and public service bargains across OECD countries. Governance, 25(1), 79–101.

    Article  Google Scholar 

  • Lodge, M., & Wegrich, K. (Eds.). (2012). Executive politics in times of crisis. Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • MacCarthaigh, M. (2008). Government in modern Ireland. Dublin: Institute of Public Administration.

    Google Scholar 

  • MacCarthaigh, M. (2010) ‘Parliamentary Scrutiny of Departments and Agencies’ in MacCarthaigh, M. and Manning, M. (eds), The Houses of the Oireachtas: Parliament in Ireland. Dublin: Institute of Public Administration, 358–376.

    Google Scholar 

  • MacCarthaigh, M. (2012a). Politics, policy preferences and the evolution of Irish bureaucracy: A framework for analysis. Irish Political Studies, 27(1), 23–47. doi:10.1080/07907184.2012.636180.

    Article  Google Scholar 

  • MacCarthaigh, M. (2012b). Mapping and understanding organizational change: Ireland 1922–2010. International Journal of Public Administration, 35(12), 795–807.

    Article  Google Scholar 

  • MacCarthaigh, M. (2014) Agency termination in Ireland: Culls and bonfires, or life after death? Public Administration, 92(4), 1017–1037.

    Google Scholar 

  • MacCarthaigh, M. (2014a). Agency termination in Ireland: Culls and bonfires, or life after death? Public Administration, 92(4), 1017–1037.

    Article  Google Scholar 

  • MacCarthaigh, M. (2014b). Shared services in Ireland. In P. Laegreid, K. Sarapuu, L. Rykkja, & T. Randma-Liiv (Eds.), Organising for coordination in the public sector: Practices and lessons from 12 countries (pp. 54–65). Basingstoke: Palgrave.

    Google Scholar 

  • MacCormaic, A. (2016). Modes of politicization in the Irish civil service: Ministers and the politico-administrative relationship in Ireland. Basingstoke: Palgrave.

    Book  Google Scholar 

  • March, J. G., & Olsen, J. P. (1989). Rediscovering institutions: The organizational basis of politics. New York: The Free Press.

    Google Scholar 

  • Massey, A. (2011). Nonsense on stilts: United Kingdom perspectives on the global financial crisis and governance. Public Organization Review, 11, 61–75.

    Article  Google Scholar 

  • McGauran, A.-M., Verhoest, K. & Humphreys, P. (2005). The corporate governance of agencies in Ireland: Non-commercial national agencies (Committee for Public Management Research Report No. 6). Dublin: Institute of Public Administration. Available at http://www.cpmr.gov.ie/Documents/The%20Corporate%20Governance%20of%20Agencies%20in%20Ireland.pdf.

  • Murray, C. H. (1990). The civil service observed. Dublin: Institute of Public Administration.

    Google Scholar 

  • Ó Riain, S. (2014). The rise and fall of Ireland’s celtic tiger. Cambridge: Cambridge University Press.

    Google Scholar 

  • OECD. (2010). Making reform happen: Lessons from OECD countries. Paris: OECD.

    Google Scholar 

  • OECD. (2012). Restoring public finances, 2012 update. Paris: OECD.

    Google Scholar 

  • O’Malley, E., & MacCarthaigh, M. (Eds.). (2012). Governing Ireland: From cabinet government to delegated governance. Dublin: Institute of Public Administration.

    Google Scholar 

  • Osborne, S. (2006). The new public governance? Public Management Review, 8(3), 377–387.

    Article  Google Scholar 

  • Osborne, D., & Gaebler, T. (1992). Reinventing government: How the entrepreneurial spirit is transforming the public sector. Reading, MA: Addison-Wesley.

    Google Scholar 

  • Peters, B. G., Pierre, J., & Randma-Liiv, T. (2011). Economic crisis, public administration and governance—Do new problems require new solutions? Public Organization Review, 11(1), 13–28.

    Google Scholar 

  • Peters, B. G. (2011). Governance responses to the fiscal crisis: Comparative perspectives. Public Money & Management, 31(1), 75–80.

    Article  Google Scholar 

  • Pierson, P. (2000). Increasing returns, path dependence, and the study of politics. American Political Science Review, 94(2), 251–267.

    Article  Google Scholar 

  • Pierson, P. (2004). Politics in time: History, institutions, and social analysis. Princeton, NJ: Princeton University Press.

    Book  Google Scholar 

  • Pollitt, C. (2008). Time, policy, management: Governing with the past. Oxford: Oxford University Press.

    Google Scholar 

  • Pollitt, C. (2010a). Cuts and reforms—public services as we move into a new era. Society and Economy, 32(1), 17–31.

    Article  Google Scholar 

  • Pollitt, C. (2010b). Simply the best? The international benchmarking of reform and good governance. In J. Pierre & P. Ingraham (Eds.), Comparative administrative change and reform: Lessons learned (pp. 91–113). Montreal: McGill-Queen’s University Press.

    Google Scholar 

  • Pollitt, C., & Bouckaert, G. (2011). Public management reform (3rd ed.). Oxford: Oxford University Press.

    Google Scholar 

  • Raudla, R., Savi, R., & Randma-Liiv, T. (2015). Cutback management literature in the 1970s and 1980s: Taking stock. International Review of Administrative Sciences, 81(3), 433–456.

    Article  Google Scholar 

  • Regling, K., & Watson, M. (2010). A preliminary report on the sources of Ireland’s banking crisis. Dublin: Government Publications.

    Google Scholar 

  • Reinhart, C. M. & Rogoff, K.S. (2010) Growth in a Time of Debt, American Economic Review, 100(2), 573–578.

    Google Scholar 

  • Rhodes, R. A. W. (2011). Everyday life in British government. Oxford: Oxford University Press.

    Google Scholar 

  • Roche, D. (1987). Local government in Ireland. Dublin: Institute of Public Administration.

    Google Scholar 

  • Roche, W. K. (2017). Workplaces. In W. K. Roche, P. J. O’Connell, & A. Prothero (Eds.), Austerity and recovery in Ireland: Europe’s poster child and the great recession (pp. 194–213). Oxford: Oxford University Press.

    Google Scholar 

  • Sabatier, P. A. (1988). An advocacy coalition framework of policy change and the role of policy-oriented learning therein. Policy Sciences, 21(2–3), 129–168.

    Article  Google Scholar 

  • Sabatier, P. A., & Weible, C. (2007). The advocacy coalition framework: Innovations and clarifications. In P. A. Sbatier (Ed.), Theories of the policy process (pp. 189–222). Boulder, CO: Westview Press.

    Google Scholar 

  • Savi, R., & Randma-Liiv, T. (2015). Decision-making in time of crisis: Cutback management in Estonia. International Review of Administrative Sciences, 81(3), 479–497.

    Article  Google Scholar 

  • Schick, A. (1983). Incremental budgeting in a decremental age. Policy Sciences, 16(1), 1–25.

    Article  Google Scholar 

  • Schmidt, V. A. (2010) Taking Ideas and Discourse Seriously: Explaining Change through Discursive Institutionalism as the Fourth New Institutionalism, European Political Science Review, 2(1): 1–25.

    Google Scholar 

  • Shore, C., & Nugent, S. (2002). Elite cultures: Anthropological perspectives. London: Routledge.

    Google Scholar 

  • Simon, H. A. (1957). Models of man: Social and rational. New York: Wiley.

    Google Scholar 

  • Streek, W., & Thelen, K. (2005). Introduction: Institutional change in advanced political economies. In W. Streek & K. Thelen (Eds.), Beyond continuity: Institutional change in advanced political economies. Oxford: Oxford University Press.

    Google Scholar 

  • Lindquist, E. A. (1996). On the cutting edge: Program review, governmental restructuring and the treasury board of Canada. In G. Swimmer (Ed.), How Ottowa spends, 1996-1997: Life under the knife (pp. 205–252). Ottawa: MacGill-Queen’s University Press.

    Google Scholar 

  • Tarschys, D. (1981). Rational decremental budgeting: Elements of an expenditure policy for the 1980s. Policy Sciences,14(1): 49–58.

    Google Scholar 

  • Thain, C., & Wright, M. (1995). The treasury and Whitehall: The planning and control of public expenditure, 1976–1993. Oxford: Clarendon Press.

    Book  Google Scholar 

  • Thynne, I. (2011). Ownership as an instrument of policy and understanding in the public sphere: trends and research agenda. Policy Studies, 32(3), 183–197.

    Google Scholar 

  • Van de Walle, S. Hammerschmid, G. Andrews, R. & Bezes, P. (2016) ‘Introduction: public administration reforms in Europe’ in Hammerschmid, G., Van de Walle, S., Andrews, R. & Bezes, P. (eds) Public administration reforms in Europe. The view from the top. Cheltenham: Edward Elgar, 1–11.

    Google Scholar 

  • Walshe, J. (2014). An education: How an outsider became an insider—and learned what really goes on in Irish government. Dublin: Penguin.

    Google Scholar 

  • Wood, E. J. (2007). Field Research. In C. Boix & S. C. Stokes (Eds.), The Oxford handbook of comparative politics (pp. 123–146). Oxford: Oxford University Press.

    Google Scholar 

  • Wright, M. (1981). Big governments in hard times. The restraint of public expenditure. In C. Hood & M. Wright (Eds.), Big governments in hard times (pp. 3–31). Oxford: Martin Robertson.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. School of History, Anthropology, Philosophy and Politics, Queen’s University Belfast, Belfast, UK

    Muiris MacCarthaigh

Authors
  1. Muiris MacCarthaigh
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Muiris MacCarthaigh .

Rights and permissions

Reprints and permissions

Copyright information

© 2017 The Author(s)

About this chapter

Cite this chapter

MacCarthaigh, M. (2017). Introduction. In: Public Sector Reform in Ireland. Executive Politics and Governance. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-57460-8_1

Download citation

Publish with us

Policies and ethics

Search

Navigation