Many of the principles and indeed the rhetoric of New Public Management proved attractive to both politicians and senior bureaucrats across the developed world as a remedy for problems in policy processes. Ireland shares many features of its constitutional structures and political practices with Britain, Canada, Australia, New Zealand, all of them early and enthusiastic adopters of NPM. Some of the organizational and procedural changes in Irish public administration do indeed bear similarities to those we would expect to see as a result of adopting principles of NPM. However, we contend that surface impressions are misleading. Drawing on a time-series database of Irish state institutions, we show that organizational changes were not necessarily driven by NPM. The absence of strong political drivers meant that reform initiatives did not fundamentally alter the configuration of the Irish public administration. Many of the problems that NPM was intended to address are only now coming under scrutiny.
|Title of host publication||Administrative Reforms and Democratic Governance|
|Editors||Jon Pierre, Jean-Michel Emeri-Douzans|
|Place of Publication||London|
|Number of pages||13|
|Publication status||Published - 16 Mar 2011|
|Name||Routledge/ECPR Studies in European Political Science|
Hardiman, N., & MacCarthaigh, M. (2011). The Un-Politics of New Public Management in Ireland. In J. Pierre, & J-M. Emeri-Douzans (Eds.), Administrative Reforms and Democratic Governance (pp. 55-67). (Routledge/ECPR Studies in European Political Science). Routledge.