Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-cd9895bd7-dk4vv Total loading time: 0 Render date: 2024-12-23T03:29:35.389Z Has data issue: false hasContentIssue false
Series:   Elements in Public and Nonprofit Administration

Retrofitting Collaboration into the New Public Management

Evidence from New Zealand

Published online by Cambridge University Press:  14 September 2021

Elizabeth Eppel  and
Rosemary O'Leary
Elizabeth Eppel
Affiliation:
Victoria University of Wellington
Rosemary O'Leary
Affiliation:
University of Kansas

Summary

This Element is about the challenges of working collaboratively in and with governments in countries with a strong New Public Management (NPM) influence. As the evidence from New Zealand analyzed in this study demonstrates, collaboration – working across organization boundaries and with the public – was not inherently a part of the NPM and was often discouraged or ignored. When the need for collaborative public management approaches became obvious, efforts centered around “retrofitting” collaboration into the NPM, with mixed results. This Element analyzes the impediments and catalysts to collaboration in strong NPM governments and concludes that significant modification of the standard NPM operational model is needed including: Alternative institutions for funding, design, delivery, monitoring and accountability; New performance indicators; Incentives and rewards for collaboration; Training public servants in collaboration; Collaboration champions, guardians, complexity translators, and stewards; and paradoxically, NPM governance processes designed to make collaborative decisions stick.
Get access

Keywords

collaborationnew public managementretrofitting collaborationpublic administration
Type
Element
Information
Series: Elements in Public and Nonprofit Administration
Online ISBN: 9781108906357
Publisher: Cambridge University Press
Print publication: 07 October 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Agranoff, R. and McGuire, M. (2001). Big Questions in Public Network Management Research. Journal of Public Administration Research and Theory, 11(3): pp. 295–326.Google Scholar
Agranoff, R. and McGuire, M. (2003a). Collaborative Public Management: New Strategies for Local Governments. Washington, DC: Georgetown University Press.Google Scholar
Agranoff, R. and McGuire, M. (2003b). Inside the Matrix: Integrating the Paradigms of Intergovernmental and Network Management. International Journal of Public Administration, 26(12), pp. 1401–1422.Google Scholar
Aldrich, H. E. (1979). Organizations and Environments. Englewood Cliffs, NJ: Prentice- Hall.Google Scholar
Allen, B., Eppel, E., and Allen, B. (2019). Holding on Tight – NPM and the New Zealand Performance Improvement Framework. Australian Journal of Public Administration. https://doi.org/10.1111/1467-8500.12405.Google Scholar
Alter, C. and Hage, J. (1993). Organizations Working Together. Newbury Park, CA: Sage.Google Scholar
Andrews, R. (2010). NPM and the Search for Efficiency. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 281–294.Google Scholar
Ansell, C. and Gash, A. (2008). Collaborative Governance in Theory and Practice. Journal of Public Administration Research and Theory, 18(4), pp. 543–571.CrossRefGoogle Scholar
Aucoin, P. (1990). Administrative Reform in Public Management: Paradigms, Principles, Paradoxes and Pendulums. Governance: An International Journal of Policy, Administration, and Institutions, 3(2), pp. 115–137.CrossRefGoogle Scholar
Aucoin, P. (2010). The Political-Administrative Design of NPM. In Christensen, T. and Lægreid, P, eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 33–46.Google Scholar
Bardach, E. (1998). Getting Agencies to Work Together: The Practice and Theory of Managerial Craftmanship. Washington, DC: Brookings Institution.Google Scholar
Berry, C., Krutz, G. S., Langner, B. E., and Budetti, P. (2008). Jump‐Starting Collaboration: the ABCD Initiative and the Provision of Child Development Services through Medicaid and Collaborators. Public Administration Review, 68(3), pp. 480–490.CrossRefGoogle Scholar
Bingham, L. B., Nabatchi, T., and O’Leary, R., (2005). The New Governance: Practices and Processes for Stakeholder and Citizen Participation in the Work of Government. Public Administration Review, 65(5), pp. 547–558.Google Scholar
Bingham, L. B. and O’Leary, R. (2006). Conclusion: Parallel Play, Not Collaboration: Missing Questions, Missing Connections. Public Administration Review, 66, pp. 161–167.CrossRefGoogle Scholar
Bingham, L. B. and O’Leary, R., eds. (2008). Big Ideas in Collaborative Public Management. New York: ME Sharpe, Inc.Google Scholar
Bisley, A. (2010). The Land and Water Forum: Making Progress. Paper presented at the EDS Conference.Google Scholar
Bisley, A. (2013). Speech to the Bluegreen Conference, Tatum Park, March 9. www.landandwater.org.nz/Site/Resources.aspx.Google Scholar
Boston, J. (2010). Basic NPM Ideas and Their Development. In Christensen, T. and Lægreid, P, eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 17–32.Google Scholar
Boston, J. (2012). The Eighties: A Retrospective View. Speech accessed January 15, 2020 from www.ipanz.org.nz/Event?Action=View&Event_id=71Google Scholar
Boston, J. (2016). Anticipatory Governance: How Well Is New Zealand Safeguarding the Future? Policy Quarterly, 12(3), pp. 11–24.Google Scholar
Boston, J. and Eichbaum, C. (2007). State Sector Reform and Renewal in New Zealand: Lessons for Governance. In Caiden, G. E. and Sup., T. T., eds., The Repositioning of Public Governance: Global Experiences and Challenges. Taipei: Taiwan National University, pp. 127–179.Google Scholar
Boston, J., Martin, J., Pallot, J., and Walsh, P. (1991). Reshaping the State: New Zealand’s Bureaucratic Revolution. Victoria University of Wellington Print.Google Scholar
Boston, J., Martin, J., Pallot, J., and Walsh, P. (1996). Public Management: The New Zealand Model. Auckland: Oxford University Press.Google Scholar
Bouckaert, G. and Halligan, J. (2008). Comparing Performance across Public Sectors. Performance Information in the Public Sector. London: Palgrave Macmillan, pp. 72–93.Google Scholar
Boulton, A. (2019). Whānau Ora: A Culturally-Informed, Social Policy Innovation. New Zealand Sociology, 34(2), pp. 23–48.Google Scholar
Boulton, A., Cumming, J., Moore, C., and Smith, V. (2019). Whānau Ora: Indigenous Policy Success Story. In Luetjens, J., Mintrom, M., and t’Hart, P, eds., Successful Policy Lessons from Australia and New Zealand. Canberra: ANU Press, pp. 505–529.Google Scholar
Brunsson, N. (2010). New Public Organizations: A Revivalist Movement. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 65–82.Google Scholar
Bryson, J. M., Crosby, B. C., and Stone, M. M. (2006). The Design and Implementation of Cross-Sector Collaborations: Propositions from the Literature. Public Administration Review, 66, pp. 44–55.CrossRefGoogle Scholar
Bryson, J. M., Crosby, B. C., and Stone, M. M. (2015). Designing and Implementing Cross- Sector Collaborations: Needed and Challenging. Public Administration Review, 75(5), pp. 647–663.Google Scholar
Burkett, I. (2017). The Southern Initiative: Reviewing Strengths & Opportunities. TACSI, The Australian Centre for Social Innovation.Google Scholar
Butterworth, G. V. and Butterworth, S. (1998). Reforming Education: The New Zealand Experience, 1984–1996. Palmerston North: Dunmore Press.Google Scholar
Byrkjeflot, H. (2010). Healthcare States and Medical Professions: The Challenges from NPM. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 147–160.Google Scholar
Cheung, A. B. L. (2010). NPM in Asian Countries. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 131–146.Google Scholar
Chiarello, E. (2015). The War on Drugs Comes to the Pharmacy Counter: Frontline Work in the Shadow of Discrepant Institutional Logics. Law & Social Inquiry, 40(1), pp. 82–122.Google Scholar
Choi, I. and Moynihan, D. (2019). How to Foster Collaborative Performance Management? Key Factors in the US Federal Agencies. Public Management Review, pp. 1–22.CrossRefGoogle Scholar
Christensen, T. and Lægreid, P. (2001). New Public Management: The Transformation of Ideas and Practice. Aldershot: Ashgate.Google Scholar
Christensen, T. and Lægreid, P. (2010a). The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited.Google Scholar
Christensen, T. and Lægreid, P. (2010b). Beyond NPM? Some Development Features. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 391–404.Google Scholar
Christensen, T. and Lægreid, P. (2011). Complexity and Hybrid Public Administration – Theoretical and Empirical Challenges. Public Organization Review, 11(4), pp. 407–423.Google Scholar
Christensen, T. and Lægreid, P. (2012). Governance and Administrative Reforms. In Levi-Faur, D., ed., The Oxford Handbook of Governance. Oxford: Oxford University Press, pp. 255–267.Google Scholar
Christensen, T. and Lægreid, P. (2015). Performance and Accountability – A Theoretical Discussion and an Empirical Assessment. Public Organization Review, 15(2), pp.207–225.Google Scholar
Connelly, D., Faerman, S., and Zhang, J. (2008). The Paradoxical Nature of Collaboration. In Bingham, L. B and O’Leary, R, eds., Big Ideas in Collaborative Public Management, New York: ME Sharpe, Inc., pp. 17–35.Google Scholar
Controller and Auditor General. (2015). Whānau Ora: The First Four Years. Wellington: Office of the Auditor General.Google Scholar
Cosgrave, R., Bishop, F., and Bennie, N. (2003). Attendance and Absence in New Zealand Schools. Ministry of Education, Research Division.Google Scholar
Crosby, B. and Bryson, J. (1992; 2005). Leadership for the Common Good. San Francisco: Jossey-Bass.Google Scholar
Diefenbach, T. (2009). New Public Management in Public Sector Organizations: The Dark Sides of Managerialistic “Enlightenment.” Public Administration, 87(4), pp. 892–909.CrossRefGoogle Scholar
Dingfelder, J. (2017). Wicked Water Problems: Can Network Governance Deliver? Integrated Water Management Case Studies from New Zealand and Oregon, USA. Portland, OR: Portland State University.Google Scholar
Dormer, R. (2014). Whānau Ora and the Collaborative Turn. International Journal of Public Administration, 27(12), pp. 835–845.Google Scholar
Dorrell, S. (1993). Public Sector Change is a World-Wide Movement. Speech by the Financial Secretary to the Treasury, Stephen Dorrell, to the Chartered Institute of Public Finance and Accountancy. London, September 23.Google Scholar
Drath, McCauley, W. H., Palus, C. D., C. J., et al. (2008). Direction, Alignment, Commitment: Toward a More Interactive Ontology of Leadership. The Leadership Quarterly 10(6), pp. 635–563.Google Scholar
Dunleavy, P., Margetts, H., Tinkler, J., and Bastow, S. (2006). Digital Era Governance: IT Corporations, the State, and E-Government. Oxford University Press.CrossRefGoogle Scholar
Edwards, B. (2013). Submission on “Improving Our Resource Management System.” Wellington: Fish & Game.Google Scholar
Elliott, O. V. and Salamon, L. M. (2002). The Tools of Government: A Guide to the New Governance. Oxford University Press.Google Scholar
Emerson, K., Nabatchi, T., and Balogh, S. (2012). An Integrative Framework for Collaborative Governance. Journal of Public Administration Research and Theory, 22(1), pp. 1–29.Google Scholar
Environment Canterbury. (2017). Canterbury Water Management Strategy Targets Report.Google Scholar
Eppel, E. (2013). Collaborative Governance Case Studies: The Land and Water Forum. Wellington: Institute for Governance and Policy Studies. https://www.wgtn.ac.nz/__data/assets/pdf_file/0011/1286282/WP13-05-Collaborative-governance-case-studies.pdf.Google Scholar
Eppel, E., Gill, D., Lips, A. M. B., and Ryan, B. (2013). The Cross-organization Collaboration Solution? Conditions, Roles and Dynamics in New Zealand, in O’Flynn, J, Blackman, D and Halligan, J (eds.), Crossing Boundaries in Public Management and Policy: The International Experience. Abingdon, UK, pp. 47–63.Google Scholar
Eppel, E. (2015). Canterbury Water Management Strategy: “A Better Way?” Policy Quarterly, 11(4), pp. 49–57.Google Scholar
Eppel, E., Gill, D., Lips, M., and Ryan, B. (2008). Better Connected Services for Kiwis: A Discussion Document for Managers and Front Line Staff on Better Joining up the Horizontal and the Vertical. Wellington: Institute of Policy Studies, School of Government, Victoria University of Wellington.Google Scholar
Eppel, E., Gill, D., Lips, M., and Ryan, B. (2013). The Cross-Organization Collaboration Solution? Conditions, Roles and Dynamics in New Zealand. In J. O’Flynn, D. Blackman, and J. Halligan, eds., Crossing Boundaries in Public Management and Policy: The International Experience. New York: Routledge, pp. 47–63.Google Scholar
Eppel, E. and Lips, M. (2016). Unpacking the Black Box of Successful ICT-Enabled Service Transformation: How to Join up the Vertical, the Horizontal and the Technical. Public Money and Management, 36(1), pp. 39–46.CrossRefGoogle Scholar
Eppel, E. and Lips, M. (2021). MyACC for Business: A Successful Digital Government Case Study. www.wgtn.ac.nz/egovt/research/case-studies.Google Scholar
Eppel, E. and Allen, B. (forthcoming). Social Services Fragmentation. In Baehler, K., ed., Oxford Handbook on Governance and Management for Social Policy. Oxford: Oxford University Press.Google Scholar
Fleishman, R. (2009). To Participate or Not to Participate? Incentives and Obstacles for Collaboration. In Bingham, L. B. and O’Leary, R. eds., The Collaborative Public Manager. Washington, DC: Georgetown University Press, pp. 31–52.Google Scholar
Foster, M. K. and Meinhard, A. G. (2002). A Regression Model Explaining Predisposition to Collaborate. Nonprofit and Voluntary Sector Quarterly, 31(4), pp. 549–564.Google Scholar
Galaskiewicz, J. (1985). Interorganizational Relations. Annual Review of Sociology (11), pp. 281–304.Google Scholar
Gazley, B. and Brudney, J. L. (2007). The Purpose and (Perils) of Government-Nonprofit Partnership. Nonprofit and Voluntary Sector Quarterly, 36(3), pp. 389–415.CrossRefGoogle Scholar
Gill, D. ed. (2011). The Iron Cage Recreated: The Performance Management of State Organizations in New Zealand. Wellington: Institute of Policy Studies.Google Scholar
Gill, D., Eppel, E., Lips, M., and Ryan, B. (2007). Managing for Outcomes: The Breakthrough from the Front Line. Policy Quarterly, 3(4), pp. 39–43.Google Scholar
Goldsmith, S. and Kettl, D. F. eds. (2009). Unlocking the Power of Networks: Keys to High-Performance Government. Brookings Institution Press.Google Scholar
Goldratt, E. M. (1990). Theory of Constraints: What Is This Thing Called Theory of Constraints and How Should It Be Implemented. Great Barrington, MA: North River Press.Google Scholar
Goldratt, E. M. (1997). Critical Chain. Great Barrington, MA: North River Press.Google Scholar
Goldratt, E. M., & Cox, J. (1992). The Goal: A Process of Ongoing Improvement. (2nd ed.)Great Barrington, MA: North River Press.Google Scholar
Graddy, E. A. and Chen, B. (2006). Influences on the Size and Scope of Networks for Social Service Delivery. Journal of Public Administration Research and Theory, 16(40), pp. 522–533.Google Scholar
Graddy, E. A. and Chen, B. (2009). Partner Selection and the Effectiveness of Interorganizational Collaboration. In Bingham, L. B. and O’Leary, R., eds., The Collaborative Public Manager: New Ideas for the Twenty-First Century. Washington, DC: Georgetown University Press, pp. 53–70.Google Scholar
Gray, B. (1989). Collaborating: Finding Common Ground for Multiparty Problems. San Francisco: Jossey-Bass.Google Scholar
Halligan, J. (2010). NPM in Anglo-Saxon Countries. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 83–96.Google Scholar
Halligan, J., Sarrico, C. S., and Rhodes, M. L. (2012). On the Road to Performance Governance in the Public Domain? International Journal of Productivity and Performance Management. 61(3), pp. 224–234.Google Scholar
Hansen, H. F. (2010). NPM in Scandinavia. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 113–130.Google Scholar
Heclo, H. (1978). Issue Networks and the Executive Establishment. In King, A., ed., The New American Political System. Washington, DC: American Enterprise Institute, pp. 87–124.Google Scholar
Hicklin, A., O’Toole, Jr., L. J. , Meier, K. , and Robinson, S. E. (2009). Calming the Storms: Collaborative Public Management, Hurricanes Katrina and Rita, and Disaster Response. In Blomgren Bingham, L. and O’Leary, R., eds., The Collaborative Public Manager: New Ideas for the Twenty-First Century. Washington, DC: Georgetown University Press, pp. 95–114.Google Scholar
Hood, C. (1991). A Public Management for All Seasons? Public Administration, 69(1), pp. 3–19.Google Scholar
Hood, C. (1995). Contemporary Public Management: A New Global Paradigm? Public policy and Administration, 10(2), pp. 104–117.Google Scholar
Hood, C. (1996). Exploring Variations in Public Management Reform of the 1980s. In Bekke, H., Perry, J., and Toonen, T. A. J., eds., Civil Service Systems in Comparative Perspective. Bloomington, IN: Indiana University Press, pp. 268–287.Google Scholar
Hood, C., & Peters, G. (2004). The Middle Aging of New Public Management: Into the Age of Paradox? Journal of Public Administration Research and Theory, 14(3), pp. 267–282.Google Scholar
Howard-Williams, C., Bisley, A., and Taylor, K. (2013). New Approaches to Planning and Decision-Making for Fresh Water: Cooperative Water Management in New Zealand. In Director General UNESCO, ed., Free Flow: Researching Water Security Through Cooperation, pp. 178–181.Google Scholar
Hudson, B., Hardy, B., Henwood, M., and Winstow, G. (1999). In Pursuit of Inter-Agency Collaboration in the Public Sector: What Is the Contribution of Theory and Research? Public Management, 1(2), pp. 235–260.Google Scholar
Hughes, P. (2019). Public Service Legislation and Public Service Reform. Policy Quarterly, 14(4), pp. 3–7. https://doi.org/10.26686/pq.v15i4.5918Google Scholar
Humpage, L. (2017). Does Having an Indigenous Political Party in Government Make a Difference to Social Policy? The Maori Party in New Zealand. Journal of Social Policy, 46(3), pp. 475–494.CrossRefGoogle Scholar
Huxham, C. (1993). Pursuing Collaborative Advantage. The Journal of the Operational Research Society, 44(6), pp. 599–611.Google Scholar
Huxham, C. (2003). Theorizing Collaboration Practice. Public Management Review, 5(3), pp. 401–423.Google Scholar
Imperial, M. T. (2005). Using Collaboration as a Governance Strategy: Lessons from Six Watershed Management Programs. Administration and Society, 37(3), pp. 281–320.Google Scholar
Imperial, M. T., Ospina, S., Johnston, E., O’Leary, R., Thomsen, J., Williams, P., and Johnson, S. (2016). Understanding Leadership in a World of Shared Problems: Advancing Network Governance in Large Landscape Conservation. Frontiers in Ecology and the Environment, 14(3), pp. 126–134.Google Scholar
Isett, K. R., Mergel, I. A., LeRoux, K., Mischen, A., and Rethemeyer, R. K. (2011). Networks in Public Administration Scholarship: Understanding Where We Are and Where We Need to Go. Journal of Public Administration Research and Theory, 21 (suppl_1), pp. i157–i173.Google Scholar
Johnston, E. W., Hicks, D., Nan, N. and Auer, J. C. (2011). Managing the Inclusion Process in Collaborative Governance. Journal of Public Administration Research and Theory, 21(4), pp. 699–721.Google Scholar
Kettl, D. F. (2000). The Transformation of Governance: Globalization, Devolution, and the Role of Government. Public Administration Review, 60(6), pp. 488–497.Google Scholar
Kettl, D. F. (2006). Managing Boundaries in American Administration: The Collaboration Imperative. Special issue, Public Administration Review, 66, pp. 10–19.Google Scholar
Kettl, D. F. (2016). Politics of the Administrative Process. Washington, DC: CQ Press.Google Scholar
Kickert, W. J. M. (2010). Public Management Reform in Continental Europe: National Distinctiveness. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 97–112.Google Scholar
Kickert, W. J. M., Klijn, E.-H., and Koppenjan, J. F. M., eds. (1997). Managing Complex Networks: Strategies for the Public Sector. Sage.Google Scholar
Kingdon, J. W. (2010). Agendas, Alternatives, and Public Policies. 2nd ed. New York: Pearson.Google Scholar
Kirk, N. A. (2015). Local Government Authority and Autonomy in Canterbury’s Freshwater Politics Between 1989 and 2010. Lincoln, NZ: Lincoln University.Google Scholar
Knight, C. (2019). A Potted History of Freshwater Management in New Zealand. Policy Quarterly, 15(3), pp. 3–7.CrossRefGoogle Scholar
Land and Water Forum. (2010). Report of the Land and Water Forum: A Fresh Start for Freshwater. Wellington: Land and Water Forum.Google Scholar
Land and Water Forum. (2012a). Second Report of the Land and Water Forum: Setting Limits for Water Quality and Quantity a Freshwater Policy- and Plan-Making through Collaboration. Wellington: Land and Water Forum.Google Scholar
Land and Water Forum. (2012b). Third Report of the Land and Water Forum: Managing Water Quality and Allocating Water Cover. Wellington: Land and Water ForumGoogle Scholar
Land and Water Forum. (2015). Fourth Report of the Land and Water Forum. Wellington: Land and Water Forum.Google Scholar
Lane, J. E. (2000). New Public Management. London: Routledge.Google Scholar
Levine, S., & White, P. E. (1961). Exchange as a conceptual framework for the study of interorganizational relationships. Administrative Science Quarterly, 5(4), 583–601. doi:10.2307/2390622Google Scholar
Lewis, E. (1980). Public Entrepreneurship: Toward a Theory of Bureaucratic Political Power. Bloomington: Indiana University Press.Google Scholar
Lips, A. M. B., O’Neil, R. R., and Eppel, E. A. (2011). Cross-Agency Collaboration in New Zealand: An Empirical Study of Information Sharing Practices, Enablers and Barriers in Managing for Shared Social Outcomes. International Journal of Public Administration 34(4) pp. 255–266.Google Scholar
Lips, M., and Eppel, E. (2021). Effects of Covid-19 on Digital Public Services. Chair in Digital Government, Victoria University of Wellington. www.wgtn.ac.nz/egovt/news/2020/1921356-effects-of-covid-19-on-digital-public-services.Google Scholar
Lodge, M. , and Gill, D. (2011). Toward a New Era of Administrative Reform? The Myth of Post‐NPM in New Zealand. Governance, 24(1), pp. 141–166.Google Scholar
Logan, H. (2013). Inside the Black Box: The Influence of Government Executive Forces on Environmental Policy Effectiveness in New Zealand. (PhD doctoral thesis). Lincoln University, New Zealand.Google Scholar
Lorenz, C. (2012). If You’re So Smart, Why Are You Under Surveillance? Universities, Neoliberalism, and New Public Management. Critical Inquiry, 38 (3), pp. 599–629.Google Scholar
Mandell, M. and Steelman, T. A. (2003). Understanding What Can Be Accomplished through Interorganizational Innovations: The Importance of Typologies, Context and Management Strategies. Public Management Review, 5(2), pp. 197–224.Google Scholar
Mayne, J. W. and Zapico-Goii, E., eds. (2017). Monitoring Performance in the Public Sector: Future Directions from International Experience. Routledge.Google Scholar
Mergel, I. A., Ganapati, S., & Whitford, A. (2021). Agile: A New Way of Governing. Public Administration Review, 81(1), pp. 161–165. https://doi.org/0.1111/puar.13202CrossRefGoogle Scholar
McGuire, M. (2009). The New Professionalism and Collaborative Activity in Local Emergency Management. In Blomgren-Bingham, L. and O’Leary, R., eds., The Collaborative Public Manager: New ideas for the Twenty-First Century. Washington, DC: Georgetown University Press, pp. 71–94.Google Scholar
Ministry for the Environment. (2013). Freshwater Reform 2013 and Beyond. Wellington: Ministry for the Environment.Google Scholar
Ministry of Social Development (MSD). (2013). Social Sector Trials – Trialing New Approaches to Social Sector Change: Final Evaluation Report. Wellington: Ministry of Social Development.Google Scholar
Mitchell, G. E., O’Leary, R., and Gerard, C. (2015). Collaboration and Performance: Perspectives from Public Managers and NGO Leaders. Public Performance & Management Review, 38(4), pp. 684–716.Google Scholar
Mizrahi, S. (2017). Public Policy and Performance Management in Democratic Systems: Theory and Practice. Springer.Google Scholar
Morrison, A. (2014). Picking Up the Pace in Public Services. Policy Quarterly, May, pp. 43–48.Google Scholar
Moynihan, D. (2008). The Dynamics of Performance Management: Constructing Information and Reform. Georgetown University Press.Google Scholar
Nabatchi, T., Gastil, J., Leighninger, M., and Weiksner, G. M. eds. (2012). Democracy in Motion: Evaluating the Practice and Impact of Deliberative Civic Engagement. Oxford University Press.Google Scholar
New Zealand Productivity Commission. (2015). More Effective Social Services. Wellington: New Zealand Productivity Commission.Google Scholar
New Zealand. (2019). Public Service Legislation Bill. Accessed July 20, 2020 from https://www.legislation.govt.nz/bill/government/2019/0189/latest/d795037e2.html P. 1–2Google Scholar
Norman, E. J. R. (2003). Obedient Servants?: Management Freedoms and Accountabilities in the New Zealand Public Sector. Victoria University Press.Google Scholar
O’Leary, R. (2014). Collaborative Governance in New Zealand: Important Choices Ahead. Wellington, NZ: Fulbright New Zealand.Google Scholar
O’Leary, R., and Bingham, L. B. (2007). A Manager’s Guide to Resolving Conflicts in Collaborative Networks. Washington, DC: Center for the Business of Government.Google Scholar
O’Leary, R., Choi, Y., and Gerard, C. M. (2012). The Skill Set of the Successful Collaborator. Public Administration Review, 72 (s1), pp. 70–83.Google Scholar
O’Leary, R., Gerard, C., and Bingham, L. B. (2006). Introduction to the Symposium on Collaborative Public Management. Public Administration Review, 66, pp. 6–9.Google Scholar
O’Leary, R. and Vij, N. (2012). Collaborative Public Management: Where Have We Been and Where Are We Going? The American Review of Public Administration, 42(5), pp. 507–522.CrossRefGoogle Scholar
Osborne, D., and Gaebler, T. (1992). Reinventing Government: How the Entrepreneurial Spirit Is Transforming the Public Sector. Reading, MA: Addison Wesley.Google Scholar
Osborne, S. (2010). Delivering Public Services: Time for a New Theory. Public Management Review, 12(1), pp. 1–10.Google Scholar
Osborne, S., Radnor, Z., and Nasi, G. (2013). A New Theory for Public Service Management? Toward a (public) Service-Dominant Approach. The American Review of Public Administration, 43(2), pp. 135–158.Google Scholar
Ostrom, E. (1990). Governing the Commons: The Evolution of Institutions for Collective Action. Cambridge University Press.Google Scholar
Page, S. (2004). Measuring Accountability for Results in Interagency Collaboratives. Public Administration Review, 64(5), pp. 591–606.Google Scholar
Pallesen, T. (2010). Privatization. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 251–264.Google Scholar
Parliamentary Commissioner for the Environment. (2015). Managing Water Quality: Examining the 2014 National Policy Statement. Wellington.Google Scholar
Peters, B. G. (2010). Responses to NPM: From Input Democracy to Output Democracy. In Christensen, T. and Lægreid, P., eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 362–374.Google Scholar
Peters, B. G. and Savoie, D. J., eds. (1998). Taking Stock: Assessing public Sector Reforms. Canada: Canadian Centre for Management Development.Google Scholar
Pfeffer, J. and Salancik, G. R. (1978). The External Control of Organizations: A Resource Dependence Perspective. Stanford, CA: Stanford University Press.Google Scholar
Policy Toolbox (n.d.) https://dpmc.govt.nz/our-programmes/policy-project/policy-methods-toolbox/start-right accessed March 30, 2021.Google Scholar
Pollitt, C. (1990). Performance Indicators: Root and Branch. In Cave, M., Kogan, M., and Smith, R., eds., Output and Performance Measurement in Government: The State of the Art. London, Jessica Kingsley: pp. 167–178.Google Scholar
Pollitt, C. (1993). Managerialism and the Public Services: Cuts or Cultural Change in the 1990s? 2nd ed. Oxford: Blackwell.Google Scholar
Pollitt, C. (1993). Managerialism and the Public Services. 2nd ed. Hoboken, NJ: Wiley-Blackwell.Google Scholar
Pollitt, C. (1995). Justification by Works or by Faith? Justifying the New Public Management, Evaluation, 1(2), pp. 133–154.Google Scholar
Pollitt, C. (2002). Clarifying Convergence: Striking Similarities and Durable Differences in Public Management Reform. Public Management Review, 4(1), pp. 471–492.Google Scholar
Pollitt, C. (2003). The Essential Public Manager. Buckingham: Open University Press/McGraw Hill.Google Scholar
Pollitt, C. (2016). Managerialism Redux? Financial Accountability and Management, 32(4), pp. 429–447.Google Scholar
Pollitt, C. and Bouckaert, G. (2017). Public Management Reform: A Comparative Analysis – into the Age of Austerity. 4th ed. Oxford: Oxford University Press.Google Scholar
Public Service Legislation Bill. (2019) P. 1–2. https://www.legislation.govt.nz/bill/government/2019/0189/latest/d795037e2.htmlGoogle Scholar
Public Service Act 2020. (2020). https://legislation.govt.nz.Google Scholar
Rahman, S. (1998). Theory of Constraints: A Review of the Philosophy and Its Applications. International Journal of Operations & Production Management, 18(4), pp. 336–355.Google Scholar
Rogers, D. L. and Whetten, D. A. (1982). Interorganizational Coordination: Theory, Research and Implementation. Ames, IA: Iowa State University Press.Google Scholar
Room, G. (2016). Agile Actors on Complex Terrains. Transformative Realism and Public Policy. London: Routledge.Google Scholar
Sabatier, P. (1993). Policy Change over a Decade or More. In Jenkins-Smith, H. and Sabatier, P, eds., Policy Change and Learning: An Advocacy Coalition Approach. Boulder, CO: Westview Press, pp. 13–40.Google Scholar
Salmon, G. (2008). Governance of the Rural Environment – Are Existing Approaches Working? Paper presented at the Conflict in Paradise: The Transformation of Rural New Zealand. Environmental Defence Society Conference. Auckland.Google Scholar
Salmon, G. (2012). Canterbury Water Management Strategy: A Case Study in Collaborative Governance. Report prepared for the Ministry for the Environment. Wellington: Ministry for the Environment.Google Scholar
Scott, G. C. (2001). Public Sector Management in New Zealand: Lessons and Challenges. Centre for Law and Economics, Australian National University.Google Scholar
Scott, R. J. and Macaulay, M. (2020). Making Sense of New Zealand’s “Spirit of Service”: Social Identity and the Civil Service. Public Money & Management, 40(8), pp.579–588.Google Scholar
Schick, A. (1996). The Spirit of the Reform: Managing the New Zealand State Sector in a Time of Change. Wellington, NZ: State Services Commission and The Treasury. Accessed January 15, 2020 from www.ssc.govt.nz/spirit-of-reform.Google Scholar
Scott, G., Bushnell, P., and Sallee, N. (1990). Reform of the Core Public Sector: New Zealand Experience. Governance, 3(2), pp. 138–167.Google Scholar
Scott, R. (2018). Interagency Collaboration to Reduce Crime. ANZOG Case Study 2018-198.1.Google Scholar
Smith, V., Moore, C., Cumming, J., and Boulton, A. (2019). In Luetjens, J., Mintrom, M., and `t Hart, P, eds., Whānau Ora: Indigenous Policy Success Story. Successful Public Policy: Lessons from Australia and New Zealand, pp. 505–529.Google Scholar
Sowa, J. E. (2008). Implementing Interagency Collaborations: Exploring Variation in Collaborative Ventures in Human Service Organizations. Administration and Society, 40(3), pp. 298–323.Google Scholar
Sowa, J. E. (2009). The Collaboration Decision in Nonprofit Organizations: Views from the Front Line. Nonprofit and Voluntary Sector Quarterly, 38(6), pp. 1003–1025.Google Scholar
State Services Commission. (2002). The Review of the Centre – One Year on: Getting Better Results for Citizens, Ministers and Staff. Wellington, NZ: State Services Commission.Google Scholar
Talbot, C. (2010). Theories of Performance: Organizational and Service Improvement in the Public Domain. Oxford University Press.Google Scholar
Taskforce on Whanau-centered Initiatives (TWCI). (2010). Report of the Taskforce on Whanau-Centered Initiatives. Wellington: Ministry of Social Development.Google Scholar
The Southern Initiative. (2018). The Year in Review 2017. Auckland.Google Scholar
The Southern Initiative. (2019). The Year in Review 2018. Auckland.Google Scholar
Thomson, A. M., Perry, J. K., and Miller, T. K. (2008). Linking Collaborative Performance: Aligning Policy Intent, Design, and Impact. In Bingham, L. and O’Leary, R., eds., Big Ideas in Collaborative Public Management. New York, NY: ME Sharpe, pp. 97–120.Google Scholar
The Treasury. (1984). Economic Management. Wellington, NZ: Government Printer.Google Scholar
The Treasury. (1987). Government Management. Wellington, NZ: Government Printer.Google Scholar
Tyson, J. (2005). ANZSOG Case Studies: A Voluntary Environmental Accord for the Diary Industry. Parts A and B. In: ANZSOG Case Library www.anzsog.edu.au/resource-library/case-libraryGoogle Scholar
Tyson, J. (2014). ANZSOG Case Studies: Responsibility without Regulation: A Dilemma for the Dairy Industry. Parts A and B. In: ANZSOG Case Library www.anzsog.edu.au/resource-library/case-libraryGoogle Scholar
Van de Ven, A. H., Emmett, D. C., and Koenig Jr, R. (1975). Frameworks for Interorganizational Analysis. Interorganizational Theory, pp. 19–38.Google Scholar
Van Dooren, W. and Van de Walle, S. (2008). Introduction: Using Public Sector Performance Information. Performance Information in the Public Sector. London: Palgrave Macmillan, pp. 1–8.Google Scholar
Vangen, S. and Huxham, C. (2012). The Tangled Web: Unraveling the Principle of Common Goals in Collaborations. Journal of Public Administration Research and Theory, 22(4), pp. 731–760.Google Scholar
Verhoest, K. (2010). The Relevance of Culture for NPM. In Christensen, T. and Lægreid, P, eds., The Ashgate Research Companion in New Public Management. Surrey: Ashgate Publishing Limited, pp. 47–64.Google Scholar
Vigoda, E. (2002). From Responsiveness to Collaboration: Governance, Citizens, and the Next Generation of Public Administration. Public Administration Review, 62(5), pp. 527–540.Google Scholar
Wood, D. J. and Gray, B. (1991). Collaborative Alliances: Moving from Practice to Theory. The Journal of Applied Behavioral Science, 23(3), pp. 3–22.Google Scholar
Xialong, T., & Christensen, T. (2019). Beyond NPM to Post NPM? A Study of China’s Government Reforms over the Past 40 Years. American Review of Public Administration, 49(7), 855–865. doi:10.1177/0275074019849122Google Scholar

Save element to Kindle

To save this element to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Retrofitting Collaboration into the New Public Management
Available formats
×

Save element to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Retrofitting Collaboration into the New Public Management
Available formats
×

Save element to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Retrofitting Collaboration into the New Public Management
Available formats
×