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Article: Global reform meets local context: Cultural compatibility and practice adoption in public sector reform

TitleGlobal reform meets local context: Cultural compatibility and practice adoption in public sector reform
Authors
KeywordsAdoption
Agencification
Agency
Neo-institutionalism
Organizational culture
Issue Date2020
PublisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/info/journals/ijpsm/ijpsm.jsp
Citation
The International Journal of Public Sector Management, 2020, v. 34 n. 2, p. 224-240 How to Cite?
AbstractThe paper proposes that public sector organizations facing institutionalized reform pressure may not only integrate the reform into their operation when it fits, but also pace the integration while undergoing organizational cultural transformations to fit with the reform. The newly-cultivated cultural characteristics, nonetheless, need to be compatible externally with the ideational basis of the reform and internally with existing values and beliefs embodied by the organizations. Building on a neo-institutionalist perspective, the paper develops a model which considers the possibilities and conditions that local cultural change in the reforming organizations may facilitate reform integration. To test the model’s analytical potential, the paper analyzed reform responses of semi-autonomous agencies from Denmark, the Netherlands and Sweden under the NPM reform. OLS regression models were performed on the survey data collected from agency heads (or representative) during the peak of the reform trend. Analyzing this sample of later adopters whose government generally enjoyed high degrees of capacity and autonomy provided a preliminary test to the model’s potential. Significant statistical relations were found between the adoption of operation-level NPM practices and the extent that an agency's cultural characteristics fit with both the ideational basis of NPM and the exiting value-belief mix the agency embodied. Agency characteristics of “proactive responsiveness” and “goal-oriented cooperation” were found significantly related to adoption of NPM practices, showing the possibility of cultivating local cultural changes in reforming organizations. While compatible with neo-institutionalist emphasis on local continuity, the paper describes an alternative scenario of reform integration for public managers.
Persistent Identifierhttp://hdl.handle.net/10722/293596
ISSN
2023 Impact Factor: 2.5
2023 SCImago Journal Rankings: 0.706
ISI Accession Number ID

 

DC FieldValueLanguage
dc.contributor.authorYee, WH-
dc.contributor.authorvan Thiel, S-
dc.date.accessioned2020-11-23T08:19:04Z-
dc.date.available2020-11-23T08:19:04Z-
dc.date.issued2020-
dc.identifier.citationThe International Journal of Public Sector Management, 2020, v. 34 n. 2, p. 224-240-
dc.identifier.issn0951-3558-
dc.identifier.urihttp://hdl.handle.net/10722/293596-
dc.description.abstractThe paper proposes that public sector organizations facing institutionalized reform pressure may not only integrate the reform into their operation when it fits, but also pace the integration while undergoing organizational cultural transformations to fit with the reform. The newly-cultivated cultural characteristics, nonetheless, need to be compatible externally with the ideational basis of the reform and internally with existing values and beliefs embodied by the organizations. Building on a neo-institutionalist perspective, the paper develops a model which considers the possibilities and conditions that local cultural change in the reforming organizations may facilitate reform integration. To test the model’s analytical potential, the paper analyzed reform responses of semi-autonomous agencies from Denmark, the Netherlands and Sweden under the NPM reform. OLS regression models were performed on the survey data collected from agency heads (or representative) during the peak of the reform trend. Analyzing this sample of later adopters whose government generally enjoyed high degrees of capacity and autonomy provided a preliminary test to the model’s potential. Significant statistical relations were found between the adoption of operation-level NPM practices and the extent that an agency's cultural characteristics fit with both the ideational basis of NPM and the exiting value-belief mix the agency embodied. Agency characteristics of “proactive responsiveness” and “goal-oriented cooperation” were found significantly related to adoption of NPM practices, showing the possibility of cultivating local cultural changes in reforming organizations. While compatible with neo-institutionalist emphasis on local continuity, the paper describes an alternative scenario of reform integration for public managers.-
dc.languageeng-
dc.publisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/info/journals/ijpsm/ijpsm.jsp-
dc.relation.ispartofThe International Journal of Public Sector Management-
dc.rights© [insert the copyright line of the published article]. This AAM is provided for your own personal use only. It may not be used for resale, reprinting, systematic distribution, emailing, or for any other commercial purpose without the permission of the publisher.-
dc.subjectAdoption-
dc.subjectAgencification-
dc.subjectAgency-
dc.subjectNeo-institutionalism-
dc.subjectOrganizational culture-
dc.titleGlobal reform meets local context: Cultural compatibility and practice adoption in public sector reform-
dc.typeArticle-
dc.identifier.emailYee, WH: whyppa@hku.hk-
dc.identifier.authorityYee, WH=rp02121-
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1108/IJPSM-02-2020-0037-
dc.identifier.scopuseid_2-s2.0-85097175055-
dc.identifier.hkuros318954-
dc.identifier.volume34-
dc.identifier.issue2-
dc.identifier.spage224-
dc.identifier.epage240-
dc.identifier.isiWOS:000597831100001-
dc.publisher.placeUnited Kingdom-
dc.identifier.issnl0951-3558-

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