New Public Management (NPM) reforms have been adopted worldwide since the mid-1970s to improve government effectiveness and efficiency. The basic premise of NPM reforms is that market orientation... Show moreNew Public Management (NPM) reforms have been adopted worldwide since the mid-1970s to improve government effectiveness and efficiency. The basic premise of NPM reforms is that market orientation and management focus in the public sector will enhance effectiveness and efficiency of service delivery (Christensen and Lægreid 2010). Although NPM reforms have existed for a quarter century, we still have limited understanding of whether NPM reforms fulfill their expectations. Most importantly, very few empirical studies have been conducted that actually assess the impact of NPM reforms on performance (Alonso, Clifton, and Díaz-Fuentes 2015, Dahlström, Nistotskaya, and Tyrberg 2016, Hammerschmid and Van de Walle 2011). This study helps fill this gap by examining the effect of different NPM-type reforms on municipal performance. In particular, we assess the impact of NPM reforms on three dimensions of municipal performance – gender equity, efficiency and effectiveness – by using a data set of 810 city-level Japanese municipalities. Findings show that municipalities’ overall effort to create NPM reforms is not associated with gender equity and effectiveness in revenue expansion. However, findings suggest that municipalities with a higher commitment to various NPM- type reforms are likely to operate with lower administrative overhead costs. Results also suggest that municipalities’ efforts supporting individual reform, including outsourcing and municipal assets and debt management reform, are associated with higher efficiency in overhead costs and increased revenues from selling municipal assets. This study tests the impacts of NPM-type reforms on municipal performance in an understudied Asian developed setting. Show less
This paper suggests a new argument to explain gender differences in public management: the “prudent entrepreneur theory.” We hypothesize that male and female public managers have three differences... Show moreThis paper suggests a new argument to explain gender differences in public management: the “prudent entrepreneur theory.” We hypothesize that male and female public managers have three differences in their attitudes towards innovation. Firstly, female managers are more motivated to achieve results – instead of following rules – and to do something useful for society. Secondly, female public managers are open to new ideas and creativity, and more willing to challenge the status quo. Yet, thirdly, female leaders are less eager to take risks when would-be innovations may put their organizations in peril. That is, women in public sector leadership positions are both more entrepreneurial and more prudent. A multilevel analysis – based on the responses by 5,909 senior public managers from 20 countries of the COCOPS Executive Survey on Public Sector Reform and data of national public administrations from the Quality of Government Expert Survey – shows support for these hypotheses. Show less
A profound structural change is municipal merger. This come about through absorption of small units or merge of units to create a new entity. Both are intended to improve efficiency by taking... Show moreA profound structural change is municipal merger. This come about through absorption of small units or merge of units to create a new entity. Both are intended to improve efficiency by taking advantage of economies of scale and scope. However, consolidation may temporarily and negatively affect other dimensions of performance. Nevertheless, experienced chief executives should mitigate the transitional challenges. This study tests the moderating effect of chief executive’s public experience on the consolidation-performance relationship. This proposition is tested using data for all the 807 city-level Japanese municipalities for the 2006-2010 period. Two dimensions of performance are studied: efficiency in operational costs, and effectiveness in revenue collection. Findings reveal that merger through municipal absorption increases efficiency in operational costs but reduces revenue expansion. Merger through creation of a new municipality reduces municipal own revenue collection. Chief executive’s past experience neither mitigate nor accelerate the effects of municipal consolidation on performance. Show less
