Case studies of New Public Management (NPM) in practice in the UK, exploring the enactment of NPM in its specific organizational contexts focusing on an NHS hospital trust. The meaning of NPM is negotiated and its impact on those working in the organization is explored. The book points to the complex, fluid and negotiated character of NPM, as well as its centrality in reconfiguring occupational identities and relations within public service organizations.
|Title of host publication||Questioning the New Public Management|
|Publication status||Published - 2004|
- public management
- public sector management
- change management
Howarth, C., Mueller, F., Harvey, C., Dent, M. (Ed.), Chandler, J. (Ed.), & Barry, J. (Ed.) (2004). Can the public sector learn? The importance of patient focussed care in a NHS hospital trust. In Questioning the New Public Management