Introducing system contradiction to effect change in the public sector: A New Zealand case study

Abstract

The purpose of this paper is twofold. The first part introduces a theoretical argument from Giddens to help explain the way in which accounting systems and systems of accountability have changed abruptly in New Zealand’s health care sector. The changes are proceeding, surrounded by controversy and the second part used Habermas’s theory of communicative action to assess the benefits or otherwise of reform and restructuring of the public health of New Zealanders. What counts as valid evidence is contentious. The reforms have been socially divisive, and surrounded by ideology and rhetoric. There appears to be little evidence to demonstrate that the reforms have improved or will ever improve access to health care by those without personal wealth.

Citation

Lawrence, S. and Doolin, B. (1997), "Introducing system contradiction to effect change in the public sector: A New Zealand case study", International Journal of Public Sector Management, Vol. 10 No. 7, pp. 490-504. https://doi.org/10.1108/09513559710193327