Inovações no Governo Federal Durante a Era pós Nova Gestão Pública

Cavalcante, Pedro

doi:10.1590/1982-7849rac2018170391

Acessibilidade / Reportar erro

Brasil

Revista de Administração Contemporânea

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Brasil

Español English

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Sumário

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

Inovações no Governo Federal Durante a Era pós Nova Gestão Pública

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

O principal objetivo do artigo é analisar se as inovações no governo federal seguem as tendências internacionais da administração pública, especialmente, na Era pós Nova Gestão Pública (NGP). O artigo, como uma pesquisa exploratória descritiva, investiga quais são as tendências, em termos de princípios e diretrizes de gestão mais presentes, evolução no tempo e relacionamento entre elas e as áreas temáticas de inovação. Para tanto, o artigo parte de uma revisão de literatura que mapeia essas tendências. Em seguida, análise de conteúdo é aplicada para verificar essas relações com base as iniciativas finalistas do Prêmio Federal de Inovação de Gestão Pública (PFIGP) de 2007 a 2015. Os resultados empíricos confirmam que 90% delas possuem ao menos um princípio/diretriz do pós-NGP, sendo as mais recorrentes colaboração/parceria; coordenação/controle e participação/engajamento, com poucas diferenças entre finalistas e vencedores do prêmio. Ao comparar as tendências de acordo com os tipos de inovação (áreas temáticas), nota-se que a heterogeneidade entre elas é a regra. O tipo mais frequente, novo arranjo institucional, está relacionado à colaboração e parceria, enquanto as iniciativas da área meio, como orçamento e avaliação e monitoramento, apresentam princípios/diretrizes menos comuns, como fortalecimento da burocracia e liderança.

Palavras-chave:
nova gestão pública; reformas administrativas; tendências de gestão; inovação

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