000			01434pab a2200169 454500
008			180718b2001 xxu||||| |||| 00| 0 eng d
100			_aGeri, Laurance R.
245			_aNew public management and the reform of international organizations
260			_c2001
300			_ap.445-60
362			_aSep
520			_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.
650			_aInternational organizations
650			_aPublic administration
773			_aInternational Review of Administrative Sciences
909			_a51239
999			_c51239 _d51239