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Managing Reforms: The Politics of Organizing Reform Work

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  • Bidhya Bowornwathana
  • Ora-orn Poocharoen

Abstract

Literature in the field of New Public Administration has focused mainly on individual countries especially the successes and failures of public sector reform efforts. This article introduces a more comparative perspective by looking at the different ways governments are managing public sector reforms without judging the successes and failures. The authors take an inductive approach by first introducing descriptions of reform works in six countries: Thailand, United Kingdom, New Zealand, Malaysia, the United States, and Japan. Then all the cases are synthesized into a framework for comparison. Findings from the study show that there are no distinct patterns. Thus, there is no one golden rule for organizing reform work. Copyright Springer Science + Business Media, Inc. 2005

Suggested Citation

  • Bidhya Bowornwathana & Ora-orn Poocharoen, 2005. "Managing Reforms: The Politics of Organizing Reform Work," Public Organization Review, Springer, vol. 5(3), pages 233-247, September.
    • Handle: RePEc:kap:porgrv:v:5:y:2005:i:3:p:233-247
    DOI: 10.1007/s11115-005-0950-z
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    References listed on IDEAS

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    1. Graham Scott & Ian Ball & Tony Dale, 1997. "New Zealand's public sector management reform: Implications for the United States," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 16(3), pages 357-381.
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    Cited by:

    1. Bidhya Bowornwathana & Ora-orn Poocharoen, 2010. "Bureaucratic Politics and Administrative Reform: Why Politics Matters," Public Organization Review, Springer, vol. 10(4), pages 303-321, December.

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