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Implementing the third way

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  • David Clark

Abstract

This article compares Quebec and the UK as instances of 'Third Way' public management reform. It aims to show that despite drawing on similar discourse, reform has played out differently in the two contexts. The article identifies the tensions that have arisen in the implementation of reform, with particular reference to performance/results-based management and the restructuring of local governance. It is argued that the outcome of reform in Quebec is likely to be the obverse of the UK case, with weaker institutionalization of performance management and a correspondingly stronger renewal of local governance. These outcomes are related to the different political contexts and strategies of reform and to differences in the structure and operation of organizational networks. In conclusion, some lessons are drawn concerning the importance of conceptualizing the Third Way as a reconfiguration of existing modes of organizational control and co-ordination rather than as a new form of networked governance.

Suggested Citation

  • David Clark, 2004. "Implementing the third way," Public Management Review, Taylor & Francis Journals, vol. 6(4), pages 493-510, December.
    • Handle: RePEc:taf:pubmgr:v:6:y:2004:i:4:p:493-510
    DOI: 10.1080/1471903042000303300
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    Cited by:

    1. A. H. M. Kamrul Ahsan & Peter Walters & Md. Adil Khan, 2021. "Service Delivery and Accountability of Urban Officials: Evidence from Urban-based Local Government in Bangladesh," South Asian Survey, , vol. 28(2), pages 222-242, September.
    2. Stuart Cooper & Graham Pearce, 2011. "Climate change performance measurement, control and accountability in English local authority areas," Accounting, Auditing & Accountability Journal, Emerald Group Publishing Limited, vol. 24(8), pages 1097-1118, October.

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