01383pab a2200145 454500008004000000100002200040245007200062260000900134300001300143362000800156520096300164650003201127650002601159773005201185180718b2001   xxu||||| |||| 00| 0 eng d  aGeri, Laurance R.  aNew public management and the reform of international organizations  c2001  ap.445-60  aSep  aThis article will posit a model of NPM and use it to analyze the operations of a small number of leading international organizations.  Have international organizations implemented NPM reforms similar to those of their member states?  If so, did this occur as a result of autonomous action or as a result of pressure applied by those states?  I hypothesize that the complexity of international operations and policy-making, and the multinational nature of international administration, will act to insulate the administrationof IOS from implementing NPM in its totality.  Funding is likely to be a critical mediating variable; organizations reliant on contributions from states that have been strong supporters of NPM reforms.  Exploring this issue will provide a useful test of the alleged universality of NPM, and help to identify the particular attributes of IOS that may make them resistant to the  charms of market-based management reforms. - Reproduced.  aInternational organizations  aPublic administration  aInternational Review of Administrative Sciences