The Resilience of New Public Management

The Resilience of New Public Management examines the role and significance of New Public Management (NPM) in contemporary society, and explores its emergence and resilience.

Eminent scholars have said that NPM only existed from 1980-2000, and that we now live in a post-NPM world. This book tells a very different story. Evidence is presented in this book of 40 years of continuous NPM in public services, including government agencies, universities, and health care. NPM has diffused across sectors and globally since the 1980s, and in the process mutated to become modernization. It also coexists with alternative models of managing public services, including models such as digital era governance and network governance which were considered replacements for NPM. The capacity of NPM to mutate has caught many of its critics by surprise. This capacity for NPM to reinvent itself includes the adoption of Lean Management, the Toyota Production System. Early NPM adopter countries engaged with the use of Lean Management techniques, but late NPM adopters did not. The most recent alternative to NPM is Trust-based management, which has made significant advances in Scandinavian countries. However, Trust-based management is closely linked to proto-NPM and NPM practices and it has itself mutated to present itself as a friendlier and more supportive version of NPM, which at the very least deserves close scrutiny. The above trends are indicative of the resilience of NPM, and its intuitive appeal for policymakers. Its advocates argue that NPM has the capacity to deliver policy outcomes, but this book shows that such claims and aspirations are not always matched by the evidence of NPM in action.

Irvine Lapsley, Professor of Accounting Emeritus, University of Edinburgh Business School,Peter Miller, Professor of Management Accounting, London School of Economics & Political Science

Professor Irvine Lapsley is Professor of Accounting Emeritus and Director of IPSAR at the University of Edinburgh Business School, Honorary Professor at Queen`s University Belfast, and visiting Professor NTNU at the School of Management Trondheim. He has lectured in Japan, Australia, New Zealand, USA, Canada, and across Europe, and is a member of EIASM Faculty.

Professor Peter Miller is Professor of Management Accounting at the London School of Economics and Political Science, and a Senior Research Associate of the Centre for Analysis of Risk and Regulation. Originally trained as a sociologist, he has been central to the development of sociological and historical analyses of accounting and related forms of quantification. He is a Consulting Editor of Accounting, Organizations and Society, a member of the Editorial Board of The British Accounting Review, and has published in a wide range of accounting, management, and sociology journals. He was awarded honorary doctorates from Copenhagen Business School and the University of Paris, Dauphine in 2014 and 2015 respectively, and elected a Fellow of the British Academy in 2018 for his contribution to humanities and social sciences.

Part 1: MATURE NPM1. The Emergence and Resilience of NPM, Irvine Lapsley and Peter Miller2. Mature NPM: Metrics, 'Gaming and What Limits It, Christopher Hood and Barbara Piotrowska3. Twenty-Five Years of the Audit Society: A Personal Reflection, Michael PowerPart 2 : NPM IN ACTION4. Lean in Public Services: Promotion, Critique and 'Alternative Facts', Leo McCann5. Four Decades of NPM and Australian universities : A Revolution by Stealth, Ann Martin-Sardesai, James Guthrie, and Lee Parker6. Forty years of NPM in Dutch local government: more accounting and efficiency, less democratic control?, Henk ter Bogt7. Tackling austerity: reconsidering the relevance of governmental capacities for resilience, Carmen Barbera and Ileana Steccolini8. Hard and Soft NPM, Irvine LapsleyPart 3 : ALTERNATIVE MODELS TO NPM9. NPM? No thanks -We want bureaucracy!, Mikael Hellstrom and Ulf Ramberg10. Co-Existence ? NPM in a Network World, Deborah Agostino and Michela Arnaboldi11. Trust-based management in the City of Oslo: Implementing a new managerial super-standard?, Åge Johnsen12. Co-Production-An ethnographic analysis of local services with renewed “traditional” methods?, Hiroko Kudo13. Value creation and public service delivery, Kirsty Strokosch and Stephen OsbornePart 4: FINALE14. Accounting change in the UK Public Sector: was it all worth it?, Noel Hyndman, Mariannunziata Liguori15. NPM (2.0) - A Blast from the Past, Tom S. Karlsson