Chapter 4 Reforms of Central Government Coordination in OECD-Countries: Culture as Counterforce For Cross-National Unifying Processes?

Abstract

A well-coordinated public sector is often considered to be of major importance, but at the same time it appears to be a huge challenge. Public sector reforms struggling with the coordination conundrum are numerous and countries display a certain dynamic in their adoption of coordination instruments throughout time. On the one hand, it is sensible to presume that – to a certain extent – countries are stimulated to adopt similar coordination instruments, because of isomorphic processes induced by factors such as the spread of the new public management line of thought or the multiplication of exchanges of good practices at an international level. On the other hand, culture-linked elements might have an important role to play in explaining idiosyncrasies. By examining the conceptual link between coordination and culture through an empirical analysis for four counties (UK, New Zealand, France, and Sweden), it is the aim of this chapter to explore the relevance of culture for understanding coordination trajectories of individual countries.

Citation

Beuselinck, E., Verhoest, K. and Bouckaert, G. (2007), "Chapter 4 Reforms of Central Government Coordination in OECD-Countries: Culture as Counterforce For Cross-National Unifying Processes?", Schedler, K. and Proeller, I. (Ed.) Cultural Aspects of Public Management Reform (Research in Public Policy Analysis and Management, Vol. 16), Emerald Group Publishing Limited, Leeds, pp. 77-115. https://doi.org/10.1016/S0732-1317(07)16004-8