Understanding and Improving Public Management Reforms

Summary: Why do top-down reforms to public services so often over-promise and under-deliver? Using five concepts from psychology, economics and organisational sociology and diverse examples of successes and failures, Thomas Elston addresses this pressing question of good governance.

Record details

ISBN: 9781447360902
ISBN: 1447360907
Physical Description: 1 online resource (173 p.)
remote
Computer data.
electronic resource
Publisher: Bristol : Policy Press, 2024.

Content descriptions

General Note:	CatMonthString:may.24 Description based upon print version of record. Multi-User.
Formatted Contents Note:	Reform as politicking -- Evaluating reforms -- Conclusion -- TWO Intuition, bias, and reform -- The micro-foundations of public management reform -- Bounded rationality, heuristics, and biases -- Heuristics and biases -- Confirmation bias -- Confirmation bias and public management reform -- Negativity bias -- Negativity bias 'institutionalised' -- Negativity bias and public management reform -- Conclusion: De-biasing public management reform -- THREE Efficiency, legitimacy, and reform -- Organisational legitimacy -- what, how, and why? -- Acquiring and maintaining legitimacy
Type of Computer File or Data Note:	Text (HTML), electronic book.
System Details Note:	Mode of access: Internet.
Terms Governing Use and Reproduction Note:	Access requires VIU IP addresses and is restricted to VIU students, faculty and staff. Access restricted by subscription.
Issuing Body Note:	Made available online by JSTOR.