000			01544pab a2200169 454500
008			180718b2008 xxu||||| |||| 00| 0 eng d
100			_aPillay, Soma
245			_aA cultural ecology of New Public Management
260			_c2008
300			_ap.373-94.
362			_aSep
520			_aDuring the 1980s, new public management (NPM) evolved as a universal model of reform and governance in public sector management. However, in practice, there have been significant differences between countries that have been successful in NPM reform and those that have not. Drawing on institutional theory and frameworks of national culture, this article is aimed at exploring the applicability of NPM in a particular cultural context. In particular, the study analyses the applicability of NPM in the developing economy of South Africa. Using Hofstede's construct of national culture and institutional theory, social units within South Africa are explained. A cultural theory is presented whereby NPM is depicted as a culturally dependent strategy. The present study proposes a cultural theory that takes into account the differences that exist among the cultures of various countries. It is suggested that the successful implementation of NPM requires complementarities between the reform strategies that are adopted and the particular cultural characteristics of the country in which they are implemented. - Reproduced.
650			_aPublic administration
773			_aInternational Review of Administrative Sciences
908			_aN
909			_a80035
999			_c80035 _d80035