The right turn in U. S. politics has increased conflict over
both ends and means in government budgeting and financial
management. Overlapping and competing views of the way the world
works drive finance officials' practice. Taking a new look at
public financial management that acknowledges the multiple,
competing realities, Government Budgeting and Financial Management
in Practice: Logics to Make Sense of Ambiguity examines transaction
cost economics and other small government, managed-by-the-market
techniques as the latest reincarnation of public budgeting and
financial management orthodoxy. Gerald J. Miller reviews new
research on the continuing validity of the political dimension of
government finance decisions and the multiple, intensely argued
constructions of reality the finance official must make sense
of.
Miller discusses major advances in interpretive approaches to
budgeting and finance and how they dominate writing in the broader
field of public administration. He also examines the effects of the
explosion of information systems, new budget techniques,
nonconventional ways of spending, and new technologies. The book
uses a question as the motivating force to understand some facets
of today's government budgeting, finance, and financial management:
where do the critical assumptions come from to drive financial
management? Miller takes the history of reform, developments in the
field and the logics finance officials say they use as sources for
these assumptions and examines what they reveal about constructions
of the government finance world.
Exploring new avenues of financial management thinking, the book
discusses ambiguity and interpretations that move the unclear
preferences, ends, and goals toward consensus. The author
identifies an alternative approach to research that explains
important facets of financial management. This approach is drawn
directly from practice, events and problems in public organizations
and from the creedal bent of many political actors in
competition.
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