How the reinventing government movement in public administration was exported from the US to other countries
By: Saint-Martin, Denis.
Material type:
ArticlePublisher: 2001Description: p.573-604.Subject(s): Public administration - United States | Public administration
In:
International Journal of Public AdministrationSummary: From an academic point of view, Reinventing Government (RG) is a weak book. But the judgment of the academic community leaves with an interesting problem. How can we account for the relative influence that RG ideas have acquired over public management practices and for the enthusiasm with which those ideas have often been received by bureaucratic reformers in many countries? To answer this question, the article develops an analysis that proceeds in two stages. In the first section, I show how RG ideas gained ascendancy in political circles because they altered the terms of discourse about government management and made new kinds of coalitions possible. The second part looks at the structure of the global management consulting industry to show how the consultants who advised the Clinton administration were able to rely on already existing international network of American-based consulting organizations through which they could preach their Reinvention gospel around the globe. The American domination of the world management consulting market; coupled with the growing use by states of external consulting services as a source of advice on management issues, allowed consultants to carry RG ideas into the heart of the policy process. - Reproduced
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Articles
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Indian Institute of Public Administration | Volume no: 24, Issue no: 6 | Available | AR50164 |
From an academic point of view, Reinventing Government (RG) is a weak book. But the judgment of the academic community leaves with an interesting problem. How can we account for the relative influence that RG ideas have acquired over public management practices and for the enthusiasm with which those ideas have often been received by bureaucratic reformers in many countries? To answer this question, the article develops an analysis that proceeds in two stages. In the first section, I show how RG ideas gained ascendancy in political circles because they altered the terms of discourse about government management and made new kinds of coalitions possible. The second part looks at the structure of the global management consulting industry to show how the consultants who advised the Clinton administration were able to rely on already existing international network of American-based consulting organizations through which they could preach their Reinvention gospel around the globe. The American domination of the world management consulting market; coupled with the growing use by states of external consulting services as a source of advice on management issues, allowed consultants to carry RG ideas into the heart of the policy process. - Reproduced
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