Journal
INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES
Volume 79, Issue 1, Pages 29-48Publisher
SAGE PUBLICATIONS LTD
DOI: 10.1177/0020852312467550
Keywords
case studies; horizontal coordination; interdepartmental coordination; international comparative analysis; new public management; public service bargain; top civil servants
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In this article we are interested in how the coordinating role of top civil servants is related to the argument that country-level differences in the adoption of New Public Management significantly alter the Public Service Bargains of top civil servants and consequently their capacity to accomplish interdepartmental coordination. A managerial PSB limits top civil servants' role in interdepartmental coordination, as their focus will be on achieving goals set for their specific departments, rather than for the central government as a collective. We test our argument with empirical insights from a comparative analysis of five countries: Belgium, Canada, Denmark, the Netherlands and the United Kingdom. We find that our argument is only partly valid and discuss the theoretical and empirical implications of the analysis.
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