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Movement and change in the public sector

Author

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  • Jim Barry
  • Elisabeth Berg
  • John Chandler

Abstract

This essay seeks to develop a theoretical framework for public-sector managerial change that draws on social movement theory, an approach located within the domain of political sociology. The essay opens with a brief examination of the literature on the New Public Management and governance which, it is argued, draws on a neo-liberal agenda, displays a tendency to de-centre or marginalize considerations of democracy and politics and offers abstract, top -- down, descriptions of change. Approaches to social movement theory are considered, with particular attention paid to two dominant schools: the political process approach and new social movement theory which account for ‘how’ and ‘why’ change occurs. By operating through grass-roots networks, and offering symbolic challenges to the dominant neo-liberal order, social movements help us to see more clearly the limitations of conventional wisdom on public-sector managerial change, and consider resistances, accommodations and messy compromises. The essay seeks to use such insights to re-conceptualize public-sector managerial change.

Suggested Citation

  • Jim Barry & Elisabeth Berg & John Chandler, 2006. "Movement and change in the public sector," Public Management Review, Taylor & Francis Journals, vol. 8(3), pages 433-448, September.
  • Handle: RePEc:taf:pubmgr:v:8:y:2006:i:3:p:433-448
    DOI: 10.1080/14719030600853329
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