'Joined-up' Local Governments? Restructuring and Reorganising Internal Management

This volume aims to conduct a comparative analysis on both implementation and effects of joined-up reform initiatives on local government level in about eight countries, using the Pollitt and Bouckaert (2011) model of public management reform as the conceptual basis for comparison. Reforms inspired by New Public Management have raised many challenges to governments in various countries and on various levels, such as path dependencies, long time lags between implementation and results, co-ordination among different levels of government and mediocre support from public sector stakeholders. Negative effects such as fragmentation, disintegration, anomalies and paradoxes have been discussed extensively in the literature. Today we find that "Joined-up government" (JUG) modernization programs (as one strand of Post-New Public Management reforms) are increasingly implemented, and this idea can be seen to a large extent as a reaction to the effects of NPM measures (6 2004).