Do NPM-type reforms lead to a cultural revolution within public sector organizations?

Jan Wynen*, Koen Verhoest

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

16 Citations (Scopus)

Abstract

Agencification and granting public sector organizations managerial autonomy in particular is believed to change organizational cultures, away from traditional compliance- and detail-oriented bureaucratic cultures and towards organizational cultures which are more oriented towards external customers. There is however very little empirical information on the relationship between managerial autonomy and organizational culture. Using a unique data set on public agencies in Flanders, we not only test how managerial autonomy affects the strength of a customer-oriented culture within public sectors but also examine whether this culture becomes dominant over traditional public administration culture. Analysis shows that managerial autonomy positively affects a customer-oriented culture; however, it does not make it a dominant culture.

Original languageEnglish
Pages (from-to)356-379
JournalPublic Management Review
Volume17
Issue number3
DOIs
Publication statusPublished - 16 Mar 2015
Externally publishedYes

Keywords

  • New public management
  • organizational culture
  • autonomous agencies
  • AUTONOMY
  • AGENCIFICATION
  • PERFORMANCE
  • INNOVATION
  • AGENCIES
  • STRATEGIES
  • BEHAVIOR
  • MODELS
  • FIRM

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