Trajectories, institutions and stakeholders in public management reform

Sylvia Horton

Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)peer-review


Not all countries have embarked upon root-and-branch reforms of their political and administrative systems, despite some convergence among them, although environmental forces and trends facing them are similar. The aim of this chapter is to explore the reasons for this, arguing that the actions of governments are path dependent and context specific. Superficial similarities and a common rhetoric often conceal very different actions and responses to comon problems. So despite a great deal of mimetic isomorphism, there is a lot of variance 'in how political systems have interpreted the ideas and responded to the demands or opportunities for introducing administrative change'. In line with a neo-institutionalist approach, this chapter stresses the impact of institutions as shaping, facilitating or constraining effect on reforms, which are the result of actions taken by individuals or groups and their responses to the pressures acting upon them.
Original languageEnglish
Title of host publicationStaff participation and public management reform
EditorsDavid Farnham, Annie Hondeghem, Sylvia Horton
Place of PublicationBasingstoke
PublisherPalgrave Macmillan
ISBN (Print)9781403935069
Publication statusPublished - 2005


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