New public management in Dutch local government

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    This article investigates the adoption of New Public Management (NPM) in Dutch local government. According to Hood's concept of NPM, it will show the extent to which Dutch municipalities have adopted businesslike instruments and styles. Following Pollitt's framework on studying public management changes, a distinction will be made between changes in ideology, instruments, practices and impacts. The article concludes that, unlike ideological and instrumental innovations' the evidence for NPM-like practices and impacts is limited. To put it crudely, a lot of apparent changes in Dutch local government seem to be only skin-deep.

    Originele taal-2English
    Pagina's (van-tot)68-88
    Aantal pagina's21
    TijdschriftLocal Government Studies
    Nummer van het tijdschrift2
    StatusPublished - 2003

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