This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Saint-Martin, D. Search for Related Content Social Bookmarking                         What's this?

Management Consultants, the State, and the Politics of Administrative Reform in Britain and Canada

Carleton University

Recent contributions to the literature on bureaucratic reform suggest that profit-seeking consultants from the private sector are one of the main driving forces behind the global spread of New Public Management (NPM) ideas. But contrary to what is expected, the growing role of consultants in the construction of the "post-bureaucratic state" in Britain and Canada did not lead to policy uniformity or convergence in the acceptance of NPM ideas. To explain these differences, the article focuses on the ways in which the differential access of consultants to decision-making centers inside the state influenced the application of the business management ideas that they bring to the policy process.

Administration & Society, Vol. 30, No. 5, 533-568 (1998)
DOI: 10.1177/0095399798305003


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				A. Peled Centralization or Diffusion?: Two Tales of Online Government Administration Society, January 1, 2001; 32(6): 686 - 709. [Abstract] [PDF]