Post-NPM-style service integration: partnership-based brokerage in elderly care

Anttiroiko, Ari-Veikko; Valkama, Pekka

doi:10.1108/ijpsm-12-2015-0220

Cited by 15 publications

(14 citation statements)

References 47 publications

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“…Unlike some interorganizational concepts (Addicott, McGivern and Ferlie, 2007), but similar to others (Bryson, Crosby and Stone, 2015), a service approach includes collaboration across the service system, which includes not only PSOs but also citizens/users, their families and communities, as well as private and third‐sector organizations (Osborne, 2010; Osborne et al ., 2015). The empirical material suggests that involvement of citizens/users goes beyond NPM's choosing among providers, which is believed to indirectly lead to improved services (Anttiroiko and Valkama, 2016). Rather, their involvement concerns the direct efforts to improve/design services.…”

Section: Discussionmentioning

confidence: 99%

Multi‐actor Resource Integration: A Service Approach in Public Management

Eriksson

Hellström

2020

British J of Management

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This paper addresses a service approach in public management by highlighting the insufficiently explored concept of resource integration. Specifically, we identify the actors who contribute to such integration, as well as the kind of resources they bring. The empirical material draws from two action research cases in cancer care, suggesting that, for complex challenges, resource-integrating actors may represent public, private and third-sector organizations, citizens/service users, as well as their private spheres. Moreover, resources may be both tangible and, more importantly, intangible. Because all actors in the system are doing the same thing -integrating resources -multi-actor resource integration frames interorganizational collaboration and citizen/user co-production. In contrast to the private sector's foci on profit and customer satisfaction, the gain herein concerns better usage of common resources and addressing public interests -such as access to services that meet the needs of disregarded groups. In the complex realities of contemporary societies, actors from all sectors should help meet such needs through collaborative resource integration rather than competition.

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Section: Discussionmentioning

confidence: 99%

Multi‐actor Resource Integration: A Service Approach in Public Management

Eriksson

Hellström

2020

British J of Management

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“…The second reading of the post-NPM approach suggests the (re-)emergence of a ‘strong state’ with a government that aims at regaining control over public service provision and public administration (Anttiroiko and Valkama, 2016: 678; Bumgarner and Newswander, 2012: 554). In this version, the state acts as the main facilitator of solutions to new problems.…”

Section: Discussionmentioning

confidence: 99%

“…Re-centralization and functional integration are thought of as alternatives to the classical NPM ideas of ‘structural devolution’ and ‘vertical specialization’ (Christensen and Lægreid, 2011a: 408). Re-centralization and functional integration should help to overcome the strong fragmentation of the public sector that has been created by NPM reforms (Anttiroiko and Valkama, 2016: 676; Zafra-Goméz et al., 2012: 715). In this context, some authors refer to ‘whole-of-government’ as the model that expresses the essential organizational idea of post-NPM (Aulich et al., 2010: 223; Christensen and Lægreid, 2007; Zafra-Gómez et al., 2012).…”

Section: The Understanding Of Post-npm In the Public Administration Literaturementioning

confidence: 99%

“…In a similar vein, the NPM trend to create ‘single-purpose units’ and agencies, that is, half-autonomous public bodies under the arm’s-length control of central executive offices and politicians, is heavily criticized since it leads to coordinating the activities of single public sector organizations being more challenging (Christensen, 2012: 646; Christensen and Lægreid, 2011a: 408; Egeberg and Trondal, 2016). Moreover, NPM measures have had a negative impact on the communicative capacity of public administration and have caused informational deficiencies (Anttiroiko and Valkama, 2016: 677–679; Aulich et al., 2010: 222–223).…”

Section: The Understanding Of Post-npm In the Public Administration Literaturementioning

confidence: 99%

“…Another way of dealing with control deficits can be by establishing politically accountable public officers who systematically gather information ‘from below’ and act as intermediaries between the level of executive political leaders and the administration (Anttiroiko and Valkama, 2016; Bumgarner and Newswander, 2012). Furthermore, some authors suggest strengthening bargaining systems between the political and the administrative spheres in order to foster bureaucrats’ political sensitivity of political issues (Althaus and Vakil, 2013: 480).…”

Section: The Understanding Of Post-npm In the Public Administration Literaturementioning

confidence: 99%

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The manifold meanings of ‘post-New Public Management’ – a systematic literature review

Reiter

Klenk

2018

International Review of Administrative Sciences

117

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For more than 30 years, New Public Management has been the most popular label for public sector reform. For more than 15 years, however, New Public Management has also been heavily criticized. There is a growing trend to consider New Public Management as ‘dead’ and claim the evolution of a new reform trend, called post-New Public Management. Like New Public Management, post-New Public Management is an umbrella term that is used to prescribe and/or describe different reform trends. The aim of this article is to give a state of the art of recent post-New Public Management literature by discerning the manifold meanings of this label. For this purpose, a systematic review of 84 articles published in peer-reviewed high-quality journals has been conducted. The article shows that, so far, the post-New Public Management idea has been very influential as an ‘ideational weapon’ to indicate a crisis of the New Public Management model. The use of the post-New Public Management idea as a blueprint for future reform, however, still needs further treatment. Points for practitioners Since the 1980s, New Public Management has served as a toolbox for the reform of public administrations all over the Organisation for Economic Co-operation and Development and beyond. In the course of its ‘pick and choose’ application, New Public Management has become an object of manifold criticism. In order to overcome the New Public Management ‘leftovers’, reformers of public management have reintroduced old concepts or invented new reform tools since the late 1990s. Systematically reviewing both theoretical and empirical academic works on this ‘post-New Public Management’ movement, we – inter alia – shed light on the question of whether ‘post-New Public Management’ can be considered a (new) model for practitioners of public management reform.

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Climate Adaptation and Citizens’ Participation in Denmark: Experiences from Copenhagen

Engberg¹

2017

The Urban Book Series

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In the United States, the absence of federal leadership on climate change and a strong tradition of localism has created a system in which many greenhouse gas reduction efforts fall to the discretion of municipalities. This often leads to uncoordinated action across jurisdictional boundaries. Despite the widespread notion that cities can lead on climate policy from the bottom-up, I find, using a logistic regression analysis of data from 1837 municipalities, that local governments are more likely to enact climate change policies in an environment where higher levels of government have acted rather than in a decentralized one. Smaller municipalities, in particular, have increased odds of action when their states act. Using existing regional, state-based initiatives, I present options for a coordination and capacity building framework.

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Post-NPM-style service integration: partnership-based brokerage in elderly care

Cited by 15 publications

References 47 publications

Multi‐actor Resource Integration: A Service Approach in Public Management

Multi‐actor Resource Integration: A Service Approach in Public Management

The manifold meanings of ‘post-New Public Management’ – a systematic literature review

Climate Adaptation and Citizens’ Participation in Denmark: Experiences from Copenhagen

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