'Pushing the boundaries': The limits and limitations of new public management
Luke, Belinda G., Kearins, Kate , & Verreynne, Martie-Louise (2008) 'Pushing the boundaries': The limits and limitations of new public management. In Australian and New Zealand Academy of Management Conference, 2-5 December 2008, Auckland, New Zealand.
This paper considers the limitations and boundaries of new public management (NPM) through a case study on activity within Transpower, a New Zealand state-owned enterprise (SOE). The case highlights complexities of NPM in practice, and reveals inconsistencies between structured theoretical principles and less structured reality on the fringes of NPM. An assessment of NPM reveals blurred lines and boundaries within NPM frameworks, with implications for public sector organisations such as SOEs, government, and other external stakeholders. Despite regulations and guidelines, the reality of NPM is such that SOE managers may push the boundaries beyond the point where the shareholders and public are comfortable. Thus, a key challenge of NPM involves finding a balance between commercial freedom and external stakeholder acceptability.
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|Item Type:||Conference Paper|
|Additional Information:||Awarded best paper in the Public sector and non-profit stream.|
|Keywords:||state-owned enterprises, new public management, boundaries|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School|
Current > Schools > School of Accountancy
|Copyright Owner:||Copyright 2008 (please consult author)|
|Deposited On:||04 Feb 2009 14:07|
|Last Modified:||29 Feb 2012 23:52|
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