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Structural change and public service performance: international lessons?

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  • Christopher Pollitt

Abstract

Large-scale structural reforms have been popular in a number of countries, including the UK. This article seeks to establish what we have learned from these recurrent reforms. Systematic learning actually seems to have been the exception rather than the rule. There are a number of reasons why conclusive evaluations very seldom get done. There is, however, a vast literature on change management, which appears to contain a number of useful prescriptions. Yet this, too, has significant limitations. Political parties in the UK are currently competing to offer the nth bout of restructuring in the past 20 years. It would be nice if they would also consider the case for local, smaller scale, more modular changes, rather than further programmatic upheavals.

Suggested Citation

  • Christopher Pollitt, 2009. "Structural change and public service performance: international lessons?," Public Money & Management, Taylor & Francis Journals, vol. 29(5), pages 285-291, September.
    • Handle: RePEc:taf:pubmmg:v:29:y:2009:i:5:p:285-291
    DOI: 10.1080/09540960903205907
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    References listed on IDEAS

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    1. Edoardo Ongaro, 2009. "Public Management Reform and Modernization," Books, Edward Elgar Publishing, number 13074.
    2. Pollitt, Christopher & Bouckaert, Geert, 2004. "Public Management Reform: A Comparative Analysis," OUP Catalogue, Oxford University Press, edition 2, number 9780199268498.
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    Cited by:

    1. Mark Callanan & Ronan Murphy & Aodh Quinlivan, 2014. "The Risks of Intuition: Size, Costs and Economies of Scale in Local Government," The Economic and Social Review, Economic and Social Studies, vol. 45(3), pages 371-403.
    2. Nakrošis Vitalis, 2015. "The Influence of Government Priorities on Public-Administration Reforms in Europe," NISPAcee Journal of Public Administration and Policy, Sciendo, vol. 8(1), pages 21-40, June.

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