Abstract
This chapter addresses the diffusion of public management within Anglo-American countries. In examining public sector change, one can focus on internal and external explanations, the nature and efficacy of the communication processes or interpretations of the meaning of the consequent change. For the purposes of this chapter, the focus is on diffusion, and alternative explanations do not figure much. The nature of the processes is also somewhat incidental except for its role in facilitating change and enforcing the identity of this group of countries. There are several types of diffusion relationship — between levels of government, private and public sectors and between countries, the focus here (Halligan, 1996).
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Aucoin, P., The New Public Management: Canada in Comparative Perspective (Montreal: Institute for Research on Public Policy, 1995).
Aucoin, P., Corporate Governance for the Public Sector: The Canadian Perspective. Presentation to the Conference, Corporate Governance in the Public Sector -from Theory to Practice, Canberra, 8–10 March 2006.
Bekke, H., J.L. Perry and T.A.J. Toonen (eds), Civil Services in Comparative Perspective (Bloomington: Indiana University Press, 1996).
Blöndal, J.R., International Experience Using Outsourcing, Public-Private Partnerships, and Vouchers (Washington, DC: IBM Centre for the Business of Government, 2005).
Boston, J. and C. Eichbaum, State Sector Reform and Renewal in New Zealand: Lessons for Governance. In G.E. Caiden and T.-T. Su (eds), The Repositioning of Public Governance: Global Experience and Challenges (Taipei: Taiwan National University, forthcoming 2007).
Bouckaert, G. and J. Halligan, Performance: Its Measurement, Management, and Policy. In B.G. Peters and J. Pierre (eds), Handbook on Public Policy (London: Sage, 2006).
Breul, J.D., ‘How “the Government Performance and Results Act” Borrowed from the Experience of OECD Countries’, International Public Management Review, 7 (2006), 1–14.
Gregory, R., Theoretical Faith and Practical Works: De-Autonomizing and Joining-Up in the New Zealand State Sector. In Christensen and Laegreid (2006), pp. 137–61.
Halligan, J., The Diffusion of Civil Service Reform. In Bekke et al. (1996), pp. 288–317.
Halligan, J. (ed.), Civil Service Systems in Anglo-American Countries (Cheltenham: Edward Elgar, 2003a).
Halligan, J. (2003b), Anglo-American Civil Service Systems: Comparative Perspectives. In Halligan (2003a), pp. 1–9.
Halligan, J., The Reassertion of the Centre in a First Generation NPM System. In T. Christensen and Laegreid P. (eds), Autonomy and Regulation: Coping With Agencies in the Modern State (Cheltenham: Edward Elgar, 2006), pp. 162–80.
Halligan, J., Reintegrating Government in Third Generation Reforms of Australia and New Zealand, Public Policy and Administration, 22 (2007).
Hood, C., Exploring Variations in 1980s Public Management Reform. In Bekke et al. (1996), pp. 268–87.
Ingraham, P.W. and D.P. Moynihan, Civil Service and Administrative Reform in the United States. In Halligan (2003a), pp. 174–94.
Kettl, D.F., The Global Public Management Revolution (Washington, DC: Brookings Institution, 2005).
Lijphart, A., Democracies: Patterns of Majoritarian and Consensus Government in Twenty-one Countries (New Haven: Yale University Press, 1984).
Organization for Economic Co-operation and Development, Governance in Transition: Public Management Reforms in OECD Countries (Paris: OECD, 1995).
OECD, Issues and Developments in Public Management; Survey1996–1997 (Paris: Organization for Economic Co-operation and Development, 1997).
Patapan, H., J. Wanna and P. Weiler, Westminster Legacies: Democracy and Responsible Government on Asia and the Pacific (Sydney: UNSW Press, 2005).
Peters, B.G., Comparative Politics: Theory and Methods (Basingstoke: Macmillan, 1998).
Peters, B.G. (2003), Administrative Traditions and the Anglo-American Democracies. In Halligan (2003a), pp. 10–26.
Pollitt, C., Managerialism and the Public Services: The Anglo-American Experience (Oxford: Blackwell, 1990).
Pollitt, C. and G. Bouckaert, Public Management Reform: A Comparative Analysis (2nd edn, Oxford: Oxford University Press, 2004).
Richards, D., The Civil Service in Britain: A Case Study in Path Dependency. In Halligan (2003a), pp. 27–69.
Richards, D. and M. Smith, The Tensions of Political Control and Administrative Autonomy: from NPM to a Reconstituted Westminster Model. In T. Christensen and Laegreid P. (eds), Autonomy and Regulation: Coping With Agencies in the Modern State (Cheltenham: Edward Elgar, 2006), pp. 181–200.
Savoie, D.J., Thatcher, Reagan, Mulroney: In Search of a New Bureaucracy (Pittsburgh: University of Pittsburgh Press, 1994).
Wilson, G.K., Only in America: The Politics of the United States in Comparative Perspective (Chatham, NJ: Chatham House, 1998).
Editor information
Editors and Affiliations
Copyright information
© 2007 John Halligan
About this chapter
Cite this chapter
Halligan, J. (2007). Anglo-American Systems: Easy Diffusion. In: Raadschelders, J.C.N., Toonen, T.A.J., Van der Meer, F.M. (eds) The Civil Service in the 21st Century. Palgrave Macmillan, London. https://doi.org/10.1057/9780230593084_4
Download citation
DOI: https://doi.org/10.1057/9780230593084_4
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-54620-6
Online ISBN: 978-0-230-59308-4
eBook Packages: Palgrave Political & Intern. Studies CollectionPolitical Science and International Studies (R0)