Innovations in the Federal Government During the Post-new Public Management Era

Cavalcante, Pedro

doi:10.1590/1982-7849rac2018170391

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Brasil

Revista de Administração Contemporânea

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Brasil

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Artigos • Rev. adm. contemp. 22 (6) • Nov-Dec 2018 • https://doi.org/10.1590/1982-7849rac2018170391 copy

Innovations in the Federal Government During the Post-new Public Management Era

Inovações no Governo Federal Durante a Era pós Nova Gestão Pública

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

The main goal of this paper is to analyze whether innovations in the federal government follow public management trends, especially in the post-New Public Management (NPM) era. The article, based on exploratory descriptive research, investigates the most frequent trends in terms of principles and guidelines, their evolution in time and the relationship among the trends, and the thematic area of the innovations. To accomplish the goal, we initially conducted a comprehensive literature review to map the post-NPM trends. Next, we used content analysis to verify these initiatives based on the Federal Award of Public Management Innovation (FAPMI) from 2007 to 2015. The empirical findings confirm that more than 90% of these initiatives have at least one post-NPM principle/directive. The recurrent initiatives are collaboration/partnership, coordination/control, and participation/engagement with minor differences between the FAPMI runners-up and winners. A comparison of the trends according to innovation type, depicted by their thematic areas, revealed an overall heterogeneity among these trends. The most frequent type - new arrangement - is highly related to collaboration and partnership, while internal ends initiatives have less common post-NPM principles/directives, such as strengthening bureaucracy and leadership.

Keywords:
new public management; administrative reforms; management trends; innovation

Principles and Guidelines	Meaning	Keywords	Authors
Collaboration and Partnership	Collaborative processes and partnerships in a variety of ways - within the public sector, with the private sector and third sector.	Collaboration; partnership/partner;	Christensen and Lægreid (2007)Christensen, T., & Lægreid, P. (2007). The whole‐of‐government approach to public sector reform. Public Administration Review, 67(6), 1059-1066. http://doi.org/10.1111/j.1540-6210.2007.00797.x http://doi.org/10.1111/j.1540-6210.2007.... ; Birrell (2008)Birrell, D. (2008). The final outcomes of the review of public administration in Northern Ireland. Tensions and compatibility with devolution, parity and modernization. Public Administration, 86(3), 779-793. http://doi.org/10.1111/j.1467-9299.2008.00725.x http://doi.org/10.1111/j.1467-9299.2008.... ; Evans (2009)Evans, M. (2009). Gordon brown and public management reform-a project in search of a ‘big idea’?. Policy studies, 30(1), 33-51. http://doi.org/10.1080/01442870802576181 http://doi.org/10.1080/01442870802576181... ; Currie, Grubnic and Hodges (2011)Currie, G., Grubnic, S., & Hodges, R. (2011). Leadership in public services networks: Antecedents, process and outcome. Public Administration, 89(2), 242-264. http://doi.org/10.1111/j.1467-9299.2011.01931.x http://doi.org/10.1111/j.1467-9299.2011.... ; Shaw (2013)Shaw, R. (2013). Another size fits all? Public value management and challenges for institutional design. Public Management Review, 15(4), 477-500. http://doi.org/10.1080/14719037.2012.664017 http://doi.org/10.1080/14719037.2012.664... Kippin, Stoker and Griffiths (2013)Kippin, H., Stoker, G., & Griffiths, S. (Eds.). (2013). Public services: A new reform agenda. London: Bloomsbury Academic.; Schiavo-Campo and McFerson (2014)Schiavo-Campo, S., & McFerson, H. M. (2014). Public management in global perspective. London: Routledge.; O'Flynn, Blackman and Halligan (2013)O'Flynn, J., Blackman, D., & Halligan, J. (Eds.). (2013). Crossing boundaries in public management and policy: The international experience(Vol. 15). London: Routledge.; Dubnick and Frederickson (2010)Dubnick, M. J., & Frederickson, H. G. (Eds.). (2010). Accountable governance: Problems and promises. New York: Routledge.; Fossestøl, Breit, Andreassen and Klemsdal (2015)Fossestøl, K., Breit, E., Andreassen, T. A., & Klemsdal, L. (2015). Managing institutional complexity in public sector reform: Hybridization in front‐line service organizations. Public Administration, 93(2), 290-306. http://doi.org/10.1111/padm.12144 http://doi.org/10.1111/padm.12144... ; Greve, Lægreid and Rykkja (2016)Greve, C., Lægreid, P., & Rykkja, L. H. (2016). The nordic model revisited: active reformers and high performing public administrations. In C. Greve, P. Lægreid, & L. H. Rykkja (Eds.), Nordic administrative reforms (pp. 189-212). London: Palgrave Macmillan., Menicucci & Gontijo (2016)Menicucci, T., & Gontijo, J. (2016). Gestão e políticas públicas no cenário contemporâneo: Tendências nacionais e internacionais. Rio de Janeiro: Fiocruz..
Network	Networking in the provision of public services (formulation, implementation, and control).	Networks; network management; network governance.	Christensen and Lægreid (2007)Christensen, T., & Lægreid, P. (2007). The whole‐of‐government approach to public sector reform. Public Administration Review, 67(6), 1059-1066. http://doi.org/10.1111/j.1540-6210.2007.00797.x http://doi.org/10.1111/j.1540-6210.2007.... ; Evans (2009)Evans, M. (2009). Gordon brown and public management reform-a project in search of a ‘big idea’?. Policy studies, 30(1), 33-51. http://doi.org/10.1080/01442870802576181 http://doi.org/10.1080/01442870802576181... ; Goldfinch and Wallis (2010)Goldfinch, S., & Wallis, J. (2010). Two myths of convergence in public management reform. Public Administration, 88(4), 1099-1115. http://doi.org/10.1111/j.1467-9299.2010.01848.x http://doi.org/10.1111/j.1467-9299.2010.... ; Lodge and Gill (2011)Lodge, M., & Gill, D. (2011). Toward a new era of administrative reform? The myth of post-npm in New Zealand. Governance, 24(1), 141-166. http://dx.doi.org/10.1111/j.1468-0491.2010.01508.x http://dx.doi.org/10.1111/j.1468-0491.20... ; Currie et al. (2011)Currie, G., Grubnic, S., & Hodges, R. (2011). Leadership in public services networks: Antecedents, process and outcome. Public Administration, 89(2), 242-264. http://doi.org/10.1111/j.1467-9299.2011.01931.x http://doi.org/10.1111/j.1467-9299.2011.... ; Pérez-López, Prior and Zafra-Gómez (2015)Pérez-López, G., Prior, D., & Zafra-Gómez, J. (2015). Rethinking new public management delivery forms and efficiency: Long-term effects in spanish local government. Journal of Public Administration Research and Theory, 25(4), 1157-1183. https://doi.org/10.1093/jopart/muu088 https://doi.org/10.1093/jopart/muu088... ; Meynhardt and Diefenbach (2012)Meynhardt, T., & Diefenbach, F. E. (2012). What drives entrepreneurial orientation in the public sector? Evidence from Germany’s federal labor agency. Journal of Public Administration Research and Theory, 22(4), 761-792. https://doi.org/10.1093/jopart/mus013 https://doi.org/10.1093/jopart/mus013... ; O'Flynn et al. (2013)O'Flynn, J., Blackman, D., & Halligan, J. (Eds.). (2013). Crossing boundaries in public management and policy: The international experience(Vol. 15). London: Routledge.; Fossestøl et al. (2015)Fossestøl, K., Breit, E., Andreassen, T. A., & Klemsdal, L. (2015). Managing institutional complexity in public sector reform: Hybridization in front‐line service organizations. Public Administration, 93(2), 290-306. http://doi.org/10.1111/padm.12144 http://doi.org/10.1111/padm.12144... ; Greve et al. (2016)Greve, C., Lægreid, P., & Rykkja, L. H. (2016). The nordic model revisited: active reformers and high performing public administrations. In C. Greve, P. Lægreid, & L. H. Rykkja (Eds.), Nordic administrative reforms (pp. 189-212). London: Palgrave Macmillan..
Integrated and Holistic Approach of Public Management	The premise of integrated public services and administrative perspective of government as a whole, cohesive and coherent (not fragmented or competitive) - joined-up government and whole of government.	Integration; integrality; transversality; cross-cutting; government cohesion; government coherence; whole-of-government; joined-up government.	Dunleavy, Margetts, Bastow and Tinkler (2006)Dunleavy, P., Margetts, H., Bastow, S., & Tinkler, J. (2006). New public management is dead-long live digital-era governance. Journal of Public Administration Research and Theory, 16(3), 467-494. https://doi.org/10.1093/jopart/mui057 https://doi.org/10.1093/jopart/mui057... ; Christensen and Lægreid (2007)Christensen, T., & Lægreid, P. (2007). The whole‐of‐government approach to public sector reform. Public Administration Review, 67(6), 1059-1066. http://doi.org/10.1111/j.1540-6210.2007.00797.x http://doi.org/10.1111/j.1540-6210.2007.... ; Birrell (2008)Birrell, D. (2008). The final outcomes of the review of public administration in Northern Ireland. Tensions and compatibility with devolution, parity and modernization. Public Administration, 86(3), 779-793. http://doi.org/10.1111/j.1467-9299.2008.00725.x http://doi.org/10.1111/j.1467-9299.2008.... ; Goldfinch and Wallis (2010)Goldfinch, S., & Wallis, J. (2010). Two myths of convergence in public management reform. Public Administration, 88(4), 1099-1115. http://doi.org/10.1111/j.1467-9299.2010.01848.x http://doi.org/10.1111/j.1467-9299.2010.... ; Pierre and Ingraham (2010)Pierre, J., & Ingraham, P. W. (2010). Comparative administration change: Lessons learned. Montreal: McGill-Queen's Press-MQUP.; Lodge and Gill (2011)Lodge, M., & Gill, D. (2011). Toward a new era of administrative reform? The myth of post-npm in New Zealand. Governance, 24(1), 141-166. http://dx.doi.org/10.1111/j.1468-0491.2010.01508.x http://dx.doi.org/10.1111/j.1468-0491.20... , Pérez-López et al. (2015)Pérez-López, G., Prior, D., & Zafra-Gómez, J. (2015). Rethinking new public management delivery forms and efficiency: Long-term effects in spanish local government. Journal of Public Administration Research and Theory, 25(4), 1157-1183. https://doi.org/10.1093/jopart/muu088 https://doi.org/10.1093/jopart/muu088... ; Kippin et al. (2013)Kippin, H., Stoker, G., & Griffiths, S. (Eds.). (2013). Public services: A new reform agenda. London: Bloomsbury Academic.; Schiavo-Campo and McFerson (2014)Schiavo-Campo, S., & McFerson, H. M. (2014). Public management in global perspective. London: Routledge.; O'Flynn et al. (2013)O'Flynn, J., Blackman, D., & Halligan, J. (Eds.). (2013). Crossing boundaries in public management and policy: The international experience(Vol. 15). London: Routledge.; Fossestøl et al. (2015)Fossestøl, K., Breit, E., Andreassen, T. A., & Klemsdal, L. (2015). Managing institutional complexity in public sector reform: Hybridization in front‐line service organizations. Public Administration, 93(2), 290-306. http://doi.org/10.1111/padm.12144 http://doi.org/10.1111/padm.12144... ; Greve et al. (2016)Greve, C., Lægreid, P., & Rykkja, L. H. (2016). The nordic model revisited: active reformers and high performing public administrations. In C. Greve, P. Lægreid, & L. H. Rykkja (Eds.), Nordic administrative reforms (pp. 189-212). London: Palgrave Macmillan..
Accountability	Processes of increasing accountability and responsiveness of public administration to society.	Accountability; responsiveness; transparency.	Dunleavy et al. (2006)Dunleavy, P., Margetts, H., Bastow, S., & Tinkler, J. (2006). New public management is dead-long live digital-era governance. Journal of Public Administration Research and Theory, 16(3), 467-494. https://doi.org/10.1093/jopart/mui057 https://doi.org/10.1093/jopart/mui057... ; Goldfinch and Wallis (2010)Goldfinch, S., & Wallis, J. (2010). Two myths of convergence in public management reform. Public Administration, 88(4), 1099-1115. http://doi.org/10.1111/j.1467-9299.2010.01848.x http://doi.org/10.1111/j.1467-9299.2010.... ; Pierre and Ingraham (2010)Pierre, J., & Ingraham, P. W. (2010). Comparative administration change: Lessons learned. Montreal: McGill-Queen's Press-MQUP.; Shaw (2013)Shaw, R. (2013). Another size fits all? Public value management and challenges for institutional design. Public Management Review, 15(4), 477-500. http://doi.org/10.1080/14719037.2012.664017 http://doi.org/10.1080/14719037.2012.664... Schiavo-Campo and McFerson (2014)Schiavo-Campo, S., & McFerson, H. M. (2014). Public management in global perspective. London: Routledge.; Dommett and Flinders (2015)Dommett, K., & Flinders, M. (2015). The politics of quangocide. Policy & Politics, 43(1), 3-25. https://doi.org/10.1332/030557314X13946412301792 https://doi.org/10.1332/030557314X139464... ; Dubnick and Frederickson (2010)Dubnick, M. J., & Frederickson, H. G. (Eds.). (2010). Accountable governance: Problems and promises. New York: Routledge.; Menicucci and Gontijo (2016)Menicucci, T., & Gontijo, J. (2016). Gestão e políticas públicas no cenário contemporâneo: Tendências nacionais e internacionais. Rio de Janeiro: Fiocruz..
Participation and Engagement	Expand social participation channels in policymaking and foster the involvement of society in public management as a value and source of legitimacy.	Social control; participation; engagement; social articulation; power sharing; participatory democracy; sharing; involvement; inclusion (in decision-making).	Goldfinch and Wallis (2010)Goldfinch, S., & Wallis, J. (2010). Two myths of convergence in public management reform. Public Administration, 88(4), 1099-1115. http://doi.org/10.1111/j.1467-9299.2010.01848.x http://doi.org/10.1111/j.1467-9299.2010.... ; Pierre and Ingraham (2010)Pierre, J., & Ingraham, P. W. (2010). Comparative administration change: Lessons learned. Montreal: McGill-Queen's Press-MQUP.; Pérez-López et al. (2015)Pérez-López, G., Prior, D., & Zafra-Gómez, J. (2015). Rethinking new public management delivery forms and efficiency: Long-term effects in spanish local government. Journal of Public Administration Research and Theory, 25(4), 1157-1183. https://doi.org/10.1093/jopart/muu088 https://doi.org/10.1093/jopart/muu088... ; Fenwick and McMillan (2012)Fenwick, J., & McMillan, J. (2012). Public participation and public service modernization: Learning from new labor?. International Journal of Public Administration, 35(6), 367-378. http://doi.org/10.1080/01900692.2012.655523 http://doi.org/10.1080/01900692.2012.655... ; Shaw (2013)Shaw, R. (2013). Another size fits all? Public value management and challenges for institutional design. Public Management Review, 15(4), 477-500. http://doi.org/10.1080/14719037.2012.664017 http://doi.org/10.1080/14719037.2012.664... ; Dommett and Flinders (2015)Dommett, K., & Flinders, M. (2015). The politics of quangocide. Policy & Politics, 43(1), 3-25. https://doi.org/10.1332/030557314X13946412301792 https://doi.org/10.1332/030557314X139464... ; Greve et al. (2016)Greve, C., Lægreid, P., & Rykkja, L. H. (2016). The nordic model revisited: active reformers and high performing public administrations. In C. Greve, P. Lægreid, & L. H. Rykkja (Eds.), Nordic administrative reforms (pp. 189-212). London: Palgrave Macmillan.; Menicucci and Gontijo (2016)Menicucci, T., & Gontijo, J. (2016). Gestão e políticas públicas no cenário contemporâneo: Tendências nacionais e internacionais. Rio de Janeiro: Fiocruz..
Leadership	Importance of the leader (political, administrative or citizen) in public management, especially in entrepreneurial processes.	Manager; boss; direction; leader; leadership; political conduction; strategic direction; entrepreneurship; technical direction.	Goldfinch e Wallis (2009Goldfinch, S., & Wallis, J. (Eds.). (2009). International handbook of public management reform. Northampton: Edward Elgar Publishing., 2010)Goldfinch, S., & Wallis, J. (2010). Two myths of convergence in public management reform. Public Administration, 88(4), 1099-1115. http://doi.org/10.1111/j.1467-9299.2010.01848.x http://doi.org/10.1111/j.1467-9299.2010.... ; Pierre e Ingraham (2010)Pierre, J., & Ingraham, P. W. (2010). Comparative administration change: Lessons learned. Montreal: McGill-Queen's Press-MQUP.; O'reilly e Reed (2010)O'Reilly, D., & Reed, M. (2010). ‘Leaderism’: An evolution of managerialism in UK public service reform. Public Administration, 88(4), 960-978. https://doi.org/10.1111/j.1467-9299.2010.01864.x https://doi.org/10.1111/j.1467-9299.2010... ; Currie et al. (2011)Currie, G., Grubnic, S., & Hodges, R. (2011). Leadership in public services networks: Antecedents, process and outcome. Public Administration, 89(2), 242-264. http://doi.org/10.1111/j.1467-9299.2011.01931.x http://doi.org/10.1111/j.1467-9299.2011.... ; O'Flynn et al. (2013)O'Flynn, J., Blackman, D., & Halligan, J. (Eds.). (2013). Crossing boundaries in public management and policy: The international experience(Vol. 15). London: Routledge.; Menicucci e Gontijo (2016)Menicucci, T., & Gontijo, J. (2016). Gestão e políticas públicas no cenário contemporâneo: Tendências nacionais e internacionais. Rio de Janeiro: Fiocruz..
Coordination and Control	Strengthening the coordination and control capacities to generate coherence and cohesion in public services.	Coordination; control; management; direction; command; supervision; articulation; arrangement; monitoring.	Christensen and Lægreid (2007)Christensen, T., & Lægreid, P. (2007). The whole‐of‐government approach to public sector reform. Public Administration Review, 67(6), 1059-1066. http://doi.org/10.1111/j.1540-6210.2007.00797.x http://doi.org/10.1111/j.1540-6210.2007.... ; Goldfinch and Wallis (2010)Goldfinch, S., & Wallis, J. (2010). Two myths of convergence in public management reform. Public Administration, 88(4), 1099-1115. http://doi.org/10.1111/j.1467-9299.2010.01848.x http://doi.org/10.1111/j.1467-9299.2010.... ; Lodge and Gill (2011)Lodge, M., & Gill, D. (2011). Toward a new era of administrative reform? The myth of post-npm in New Zealand. Governance, 24(1), 141-166. http://dx.doi.org/10.1111/j.1468-0491.2010.01508.x http://dx.doi.org/10.1111/j.1468-0491.20... ; Pérez-López et al. (2015)Pérez-López, G., Prior, D., & Zafra-Gómez, J. (2015). Rethinking new public management delivery forms and efficiency: Long-term effects in spanish local government. Journal of Public Administration Research and Theory, 25(4), 1157-1183. https://doi.org/10.1093/jopart/muu088 https://doi.org/10.1093/jopart/muu088... ; Dommett and Flinders (2015)Dommett, K., & Flinders, M. (2015). The politics of quangocide. Policy & Politics, 43(1), 3-25. https://doi.org/10.1332/030557314X13946412301792 https://doi.org/10.1332/030557314X139464... ; Greve et al. (2016)Greve, C., Lægreid, P., & Rykkja, L. H. (2016). The nordic model revisited: active reformers and high performing public administrations. In C. Greve, P. Lægreid, & L. H. Rykkja (Eds.), Nordic administrative reforms (pp. 189-212). London: Palgrave Macmillan..
E-government and Information and Communications Technology (ICT)	Frequent incorporation of ICT to increase transparency in the public sector and enable citizen access and involvement.	ICT; e-government; information technology; digital government; electronic government; e-gov; information system; transparency.	Dunleavy et al. (2006)Dunleavy, P., Margetts, H., Bastow, S., & Tinkler, J. (2006). New public management is dead-long live digital-era governance. Journal of Public Administration Research and Theory, 16(3), 467-494. https://doi.org/10.1093/jopart/mui057 https://doi.org/10.1093/jopart/mui057... ; Goldfinch and Wallis (2009Goldfinch, S., & Wallis, J. (Eds.). (2009). International handbook of public management reform. Northampton: Edward Elgar Publishing., 2010)Goldfinch, S., & Wallis, J. (2010). Two myths of convergence in public management reform. Public Administration, 88(4), 1099-1115. http://doi.org/10.1111/j.1467-9299.2010.01848.x http://doi.org/10.1111/j.1467-9299.2010.... ; Dubnick and Frederickson (2010)Dubnick, M. J., & Frederickson, H. G. (Eds.). (2010). Accountable governance: Problems and promises. New York: Routledge.; Greve et al. (2016)Greve, C., Lægreid, P., & Rykkja, L. H. (2016). The nordic model revisited: active reformers and high performing public administrations. In C. Greve, P. Lægreid, & L. H. Rykkja (Eds.), Nordic administrative reforms (pp. 189-212). London: Palgrave Macmillan..
Strengthening Public Bureaucracy	Professionalization and appreciation of the state's staff, with a more efficient and interdisciplinary bureaucracy that is responsive to society.	Training; improvement; professionalism; specialization; qualification; appreciation; recognition; empowerment (bureaucracy).	Dunleavy et al. (2006)Dunleavy, P., Margetts, H., Bastow, S., & Tinkler, J. (2006). New public management is dead-long live digital-era governance. Journal of Public Administration Research and Theory, 16(3), 467-494. https://doi.org/10.1093/jopart/mui057 https://doi.org/10.1093/jopart/mui057... ; Goldfinch and Wallis (2009)Goldfinch, S., & Wallis, J. (Eds.). (2009). International handbook of public management reform. Northampton: Edward Elgar Publishing.; Lodge and Gill (2011)Lodge, M., & Gill, D. (2011). Toward a new era of administrative reform? The myth of post-npm in New Zealand. Governance, 24(1), 141-166. http://dx.doi.org/10.1111/j.1468-0491.2010.01508.x http://dx.doi.org/10.1111/j.1468-0491.20... ; Pérez-López et al. (2015)Pérez-López, G., Prior, D., & Zafra-Gómez, J. (2015). Rethinking new public management delivery forms and efficiency: Long-term effects in spanish local government. Journal of Public Administration Research and Theory, 25(4), 1157-1183. https://doi.org/10.1093/jopart/muu088 https://doi.org/10.1093/jopart/muu088... ; Kippin et al. (2013)Kippin, H., Stoker, G., & Griffiths, S. (Eds.). (2013). Public services: A new reform agenda. London: Bloomsbury Academic..

	New Arrangements (46)	Process Improvement (37)	Information Management (35)	Citizen Service (23)	Monitoring and Evaluation (15)	Planning and Budgeting (15)	Human Resources Management (9)
Collaboration and Partnership	93%	46%	60%	78%	73%	33%	33%
Network	17%	11%	14%	17%	13%	7%	11%
Integrated/Holistic Approach	46%	11%	29%	22%	27%	33%	0%
Coordination and Control	24%	38%	43%	13%	67%	53%	0%
Participation and Engagement	48%	27%	46%	22%	20%	7%	22%
Accountability	20%	22%	37%	30%	47%	7%	22%
Leadership	9%	14%	17%	13%	7%	20%	44%
E-government and ICT	28%	30%	43%	30%	33%	13%	0%
Strengthening Public Bureaucracy	20%	27%	31%	35%	47%	27%	33%

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[1] Pedro Cavalcante SBS Qd. 1, Bloco J, Sala 1211, 70076-900, Brasília, DF, Brasil. E-mail: cavalcante.pedro@gmail.com