Movement and change in the public sector
<title>Abstract</title> This essay seeks to develop a theoretical framework for public-sector managerial change that draws on social movement theory, an approach located within the domain of political sociology. The essay opens with a brief examination of the literature on the New Public Management and governance which, it is argued, draws on a neo-liberal agenda, displays a tendency to de-centre or marginalize considerations of democracy and politics and offers abstract, top -- down, descriptions of change. Approaches to social movement theory are considered, with particular attention paid to two dominant schools: the <italic>political process approach</italic> and <italic>new social movement theory</italic> which account for ‘how’ and ‘why’ change occurs. By operating through grass-roots networks, and offering symbolic challenges to the dominant neo-liberal order, social movements help us to see more clearly the limitations of conventional wisdom on public-sector managerial change, and consider resistances, accommodations and messy compromises. The essay seeks to use such insights to re-conceptualize public-sector managerial change.
Year of publication: |
2006
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Authors: | Barry, Jim ; Berg, Elisabeth ; Chandler, John |
Published in: |
Public Management Review. - Taylor & Francis Journals, ISSN 1471-9037. - Vol. 8.2006, 3, p. 433-448
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Publisher: |
Taylor & Francis Journals |
Saved in:
Online Resource
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