This book is a signiﬁcant contribution to the understanding of the eﬀects of new public management (NPM)-related reforms on the central civil service systems. It brings together 12 substantial contributions united by a coherent approach. The volume oﬀers theoretical and empirical chapters on the transformative eﬀects of NPM-based reforms, based on a comparison between Antipodean (New Zealand and Australia) and Scandinavian (Norway and Sweden) countries over the past two decades. As editors, in the two introductory and concluding chapters, Tom Christensen and Per Lægreid collaborate to take seriously a threefold dimension of NPM reforms: understanding the processes; analysing the real eﬀects of reforms beyond the managerial talks; and considering the theoretical inﬂuences of NPM on democratic theory. [First paragraph

Bezes, Philippe

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New Public Management. The Transformation of Ideas and Practice
Tom Christensen and Per Lægreid (Eds)
Ashgate, Aldershot, 2002, 353 pp., £21, ISBN 0-7546-3212-1 (pbk)
This book is a signiﬁcant contribution to the understanding of the eﬀects of new
public management (NPM)-related reforms on the central civil service systems. It
brings together 12 substantial contributions united by a coherent approach. The
volume oﬀers theoretical and empirical chapters on the transformative eﬀects of
NPM-based reforms, based on a comparison between Antipodean (New Zealand
and Australia) and Scandinavian (Norway and Sweden) countries over the past two
decades. As editors, in the two introductory and concluding chapters, Tom
Christensen and Per Lægreid collaborate to take seriously a threefold dimension
of NPM reforms: understanding the processes; analysing the real eﬀects of reforms
beyond the managerial talks; and considering the theoretical inﬂuences of NPM on
democratic theory.
Chapters discussing reform processes embark on a broad framework, introduced
by the editors, that defends a ‘transformative perspective on administrative reforms’
(chapter 2, p. 24) and takes into account ‘a complex mix of environmental
characteristics, polity features and historical–institutional context’ as the main
institutional dynamics of reform. They suggest that NPM reform initiatives should
be analysed by considering the inﬂuences of international environmental pressures
but also the ﬁltering roles of nationally based institutions such as political–
administrative history, styles of governance and political system features. These
constraining variables explain both the speciﬁc national managerial reforming ideas
and the way national administrative systems are transformed by NPM reforms.
Described in the introduction as a creolisation process, this pattern of analysis is
suﬃciently broad to be generally found in all empirical chapters, even if all of them
do not address fully its central elements. As a general approach, it allows to
dismantle the convergence hypothesis of a global NPM trend spreading all over the
world and producing the same eﬀects. Although it may appear to be insuﬃciently
tight to provide for systematic cross-case comparison, it convincingly emphasises the
speciﬁcity of the four countries adopting NPM reforms and oﬀers instruments to
overtake the limits of idiosyncratic national trajectory.
Other chapters on reform processes (John Halligan, Anders Forsell, Kerstin
Sahlin-Andersson) provide complementary perspectives. While agreeing with the
idea that NPM reforms do produce divergent eﬀects on national administrations
because of speciﬁc institutional arrangements, Kerstin Sahlin-Andersson provides,
for instance, some elements of processes of convergence. She identiﬁes the
importance of internationally formed NPM reforms through a process of imitation
between countries but also transnational processes where international organiza-
tions (such as the Organization for Economic Co-operation and Development, and
Puma) play a major role by elaborating and diﬀusing templates and prototypes.
While Halligan provides various frameworks to categorize types of reform and
processes, Anders Forsell discusses Brunsson and Olsen’s reform theory from The
Reforming Organisation (1993) and speciﬁcally the point that ‘the components of
administrative reform—talk, structure, processes, outcome—are loosely coupled’.
Resting on the story of Swedish NPM reforms and their complex and ambiguous
eﬀects, Forsell suggests that the idea of market reform dominates the process and
works as a selection mechanism which rejects all measures which are incompatible
with it.
The contributions on the eﬀects of NPM reforms provide the more convincing
pieces of the book and a wealth of analysis and results. On issues where theories are
repeatedly in search of precise empirical data, the immense merit of the contributions
is to oﬀer much evidence of complex, unexpected and paradoxical changes in several
dimensions of the administrative systems: political control, top civil servant systems,
policy capacities, state employees’ unions and ideological legitimization systems. I
will limit myself to the key messages.
In their empirical contribution, Christensen and Lægreid shed light on a ﬁrst
paradoxical result: while the reform process in New Zealand and Australia, based on
diverse forms of devolution and contracting, was strongly under political control, the
eﬀects of the reform have been in practice to produce a dividing line between
management and politics and to weaken political control in favour of administrative
autonomy. Paradoxically, Norway, which chose a more moderate reform path, did
not radically alter relations between the administration and politics and has kept
political control at the centre. Top civil servant systems themselves have also been
changed by the development of contractual arrangements even if the content and
eﬀects of reforms diverge between Norway and New Zealand as analysed in
Lægreid’s own contribution. In both countries, however, formal contracts for top
bureaucrats are not viewed as the main contributor to higher operational eﬃciency
and all present a number of disadvantages: diﬃculties in specifying the objectives,
high transaction costs to negotiate and enforce contracts, persistent accountability
problems or just a ‘basic’ incapacity to oﬀer higher salaries.
Defending a sharp ‘sceptical view’ of NPM, Robert Gregory oﬀers a welcome
non-heroic view of the New Zealand experience. He points out that state sector
reforms ‘have created a troublesome disjunction between the democratic dimensions
of good governance and the corporate imperatives of eﬀective management’ (p. 255).
Speciﬁcally, he argues that the numerous managerial initiatives, defending the
reinforcement of managers’ autonomy, bring about more ‘politicisation’, i.e. ‘the
blurring of political and managerial responsibility’ (p. 243) and a culture of distrust
in the integrity of government oﬃcials.
Paul G. Roness’s chapter on state employees’ unions is of great interest because it
oﬀers a detailed, original and unfortunately too rare focus on the extent to which
organised state groups have responded to, had an impact on or have been aﬀected by
NPM reforms. By considering the historical legacy of civil servants’ unions, union–
party relationships and their institutional characteristics, he analyses their capacity
to participate in, to orientate, to block or to be excluded from reforms. This chapter
provides new institutional factors and information to explain divergences between
countries. While the unions in New Zealand were excluded from the reforms of the
1980s and were very weak in the 1990s, unions in Norway (and to a lesser extent in
Sweden or in Australia) assumed a more prominent role, had a larger impact and
inﬂuenced reforms, in particular when it came to wage determination, personnel
policy and devolution.
Another interesting perspective is suggested by Martin Painter’s chapter about the
eﬀects of NPM reforms on policy capacity. Based on a case study of the Australian
social housing policy in the 1990s, he suggests that NPM reforms reinforced ancient
policy-coordinating tools by providing the political and bureaucratic elites in the
1990s with a set of instruments and structures capable of ‘enhancing strategic control
over policy development and innovation’.
The third aim of the book is both very stimulating and probably a bit deceptive.
The editors emphasise the importance of discussing the eﬀects of NPM-related
reforms on democratic systems. Because NPM—in practice and as doctrine—is
associated with a change in administration–politics relationships, its ‘application’
transforms the role of the bureaucracy and the democratic channels of responsibility
and accountability. In their diversity, NPM ideas provide several alternative and
contradictory views of democracy (supermarket state, forum perspective) which
aﬀect the classic paradigm of the sovereign state and the ‘parliamentary chain’ of
responsibility. The two last chapters of the book (by Synnove Jenssen and by the
editors) address such normative concerns. Here, however, the theoretical discussion
comes to a sudden halt, mainly because the content of NPM related ideas is
insuﬃciently discussed with a political theory perspective and because the results
provided by the empirical chapters are not systematically used and articulated to
discuss the changes in the democratic process. To some extent, this is another book
and project.
The research design proposed by Christensen and Lægreid focuses on the need for
both comparative and institutional approaches. As a ﬁrst empirical and coherent
step in this direction, New Public Management is a very useful and illuminating
enterprise. Although it may not fulﬁl equally the three ambitious aims it targets, the
book succeeds in providing a number of perspectives and frameworks that re-
establish the cardinal character of the issues involved in administrative reforms and
put them in their right place: reﬂections in between the ‘art of the state’ and
democratic governance.
Philippe Bezes
CERSA-CNRS, Paris


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