000			01681pab a2200205 454500
008			180718b2013 xxu||||| |||| 00| 0 eng d
100			_aRahman, Mohammad Habibur
245			_aPublic sector reforms in Fiji: Examining policy implementation setting and administrative culture
260			_c2013
300			_ap.982-995.
362			_aOct-Dec
520			_aFor many years, public management reform has been an evolving concept. New Public Management (NPM) and Good Governance have been the two ground-breaking ideas, generating colossal discourse over the past three decades. Inspired by NPM-led policy changes in the developed world, many developing countries have lately joined the reform bandwagon but achieved limited success. Policy analysts observe that the policy planners in the developing world seem to have spent more resources in policymaking than addressing the policy implementation challenges. Also, the policy transfer effort ignored the issue of administrative culture. Focusing on Fiji, this article examines how the country's recent public sector reform initiatives have largely failed to bring about expected results. Based on the case studies of two organizations, it explains that the success and failure of policy change occurs in several ways, manifesting multiple challenges including a lack of well-prepared implementation framework and culture change. - Reproduced.
650			_aAdministrative reform - Fiji
650			_aAdministrative reform
700			_aNand, Alka
700			_aNaz, Rafia
773			_aInternational Journal of Public Administration
908			_aN
909			_a102547
999			_c102545 _d102545