Privatization and Public Management
- New public management
Process in which business principles and private sector management techniques are transferred into the public sector in correspondence with, and based on, a neoliberal understanding of the economy and the State (Drechsler 2005, p. 95).
Any action that transfers some or all of the ownership and/or control of state-owned enterprises to the private sector (Zahra et al. 2000, p. 511).
- Public management
The merger of a normative orientation of traditional public administration and the instrumental orientation of general management (Perry and Kraemer 1983, p. x).
Since the late 1970s early 1980s, Western governments have made attempts to reform the organization and management of the public sector. They do so by adopting a business-like approach as promoted by reform...
KeywordsPublic Sector Service Quality Public Management Privatization Strategy Public Service Delivery
- Bozeman B, Bretschneider S (1994) The “publicness puzzle” in organization theory: a test of alternative explanations of differences between public and private organizations. J Public Adm Res Theory 4(2):197–224Google Scholar
- Drechsler W (2005) The re-emergence of ‘Weberian’ public administration after the fall of new public management: the Central Eastern European perspective. Halduskultuur 6:94–108Google Scholar
- Osborne D, Gaebler T (1992) Reinventing government: how the entrepreneurial spirit is transforming government. Addison Wesley, ReadingGoogle Scholar
- Perry J, Kraemer K (1983) Public management: public and private perspectives. Mayfield Publishing, Palo AltoGoogle Scholar
- Pollitt C, Bouckaert G (2011) Public management reform. A comparative analysis: new public management, governance, and the neo-Weberian State. Oxford University Press, Oxford/New YorkGoogle Scholar
- Zahra SA, Ireland RD, Gutierrez I, Hitt MA (2000) Introduction to special topic forum privatization and entrepreneurial transformation: emerging issues and a future research Agenda. Acad Manage Rev 25(3):509–524Google Scholar