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Far Away, So Close? Examining the Growth Potential of Greece Through the Lens of New Zealand’s Paradigm

In: Public Management as Corporate Social Responsibility

Author

Listed:
  • Athanasios Chymis

    (Centre of Planning and Economic Research (KEPE))

  • Antonis Skouloudis

    (University of the Aegean)

Abstract

The purpose of this comparative case analysis is to illustrate how macroeconomic policy and management can count for substantial difference between sustainable vs. unsustainable growth. The article focuses on the Agri-Food sector due to the interesting geomorphological and economic similarities between two countries; Greece and New Zealand. At the same time we point out a critical point for policy design: an economic crisis no matter how severe it may be it can always present an opportunity for a paradigm shift, for a deep change of unsustainable – and ultimately irresponsible – growth models. New Zealand suffered from such a crisis back in 1984–1995 which called for drastic reforms in its growth policy design. Infusing transparency, accountability and more competition in all (public and private) organizations New Zealand managed to transform its national economy and eventually to become a highly competitive and powerful player in the international market of agricultural products. With this in mind, focusing on the agricultural sector and given that the two countries share an array of resembling characteristics, we aim to illustrate lessons learned from the New Zealand case that could prove to be useful for the upturn of the Greek economy.

Suggested Citation

  • Athanasios Chymis & Antonis Skouloudis, 2015. "Far Away, So Close? Examining the Growth Potential of Greece Through the Lens of New Zealand’s Paradigm," CSR, Sustainability, Ethics & Governance, in: Massimiliano Di Bitetto & Athanasios Chymis & Paolo D'Anselmi (ed.), Public Management as Corporate Social Responsibility, edition 127, pages 55-72, Springer.
    • Handle: RePEc:spr:csrchp:978-3-319-07037-7_5
    DOI: 10.1007/978-3-319-07037-7_5
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