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Since 2008, the world has experienced an enormous decrease of
wealth. By many measures the impact of the crisis was severe. The
fall in GDP, the collapse of world trade, the rise in unemployment,
and the credit slump reached bigger proportions than in any other
crisis since World War II. Although the economic figures seem to
improve in some countries, the crisis continues being a challenging
issue and is said to be one of the most important problems
governments face today. The crisis has put public finances under
ever increasing pressure, and governments have responded through
austerity measures such as new fiscal rules and budgeting
procedures and cutbacks of public spending. Public Management in
Times of Austerity seeks to explore the austerity policies adopted
by European governments and their consequences to public
management. It asks how governments have implemented new rules
leading to more stringency in public budgeting and financial
management, and how they have cut back public expenditure. These
questions are examined comparatively through case studies in
different parts of Europe, and variations across countries are
discussed and explained. Throughout the volume, the consequences of
the crisis and austerity policies for public management are
discussed. What is the relationship between crisis and
decision-making in the public sector, and how does austerity affect
public-sector organisation? As the previous crisis in the 1970s
resulted in a major reform movement, which was later referred to as
New Public Management, Public Management in Times of Austerity look
to understand whether the current crisis also leads to a wave of
public management reform, and if so what is the content of this?
Since 2008, the world has experienced an enormous decrease of
wealth. By many measures the impact of the crisis was severe. The
fall in GDP, the collapse of world trade, the rise in unemployment,
and the credit slump reached bigger proportions than in any other
crisis since World War II. Although the economic figures seem to
improve in some countries, the crisis continues being a challenging
issue and is said to be one of the most important problems
governments face today. The crisis has put public finances under
ever increasing pressure, and governments have responded through
austerity measures such as new fiscal rules and budgeting
procedures and cutbacks of public spending. Public Management in
Times of Austerity seeks to explore the austerity policies adopted
by European governments and their consequences to public
management. It asks how governments have implemented new rules
leading to more stringency in public budgeting and financial
management, and how they have cut back public expenditure. These
questions are examined comparatively through case studies in
different parts of Europe, and variations across countries are
discussed and explained. Throughout the volume, the consequences of
the crisis and austerity policies for public management are
discussed. What is the relationship between crisis and
decision-making in the public sector, and how does austerity affect
public-sector organisation? As the previous crisis in the 1970s
resulted in a major reform movement, which was later referred to as
New Public Management, Public Management in Times of Austerity look
to understand whether the current crisis also leads to a wave of
public management reform, and if so what is the content of this?
This open access book investigates the effects of changes in
leadership and managerial structures of Nordic universities
resulting from reforms in the last decade. It builds on a rich,
comparative dataset across a multiplicity of system-wide (macro)
and organisational (meso and micro) dimensions, namely: reform or
policy initiatives; drivers, aims, instruments and actors;
structural changes within universities; strategic and performance
management; the rise of accountability regimes; incentive and
evaluative systems; and perceived changes/effects by the key actors
involved, at various levels. The volume provides critical insights
to the larger phenomenon of change and adaptation within the public
sector. Its findings and implications are of relevance to social
science researchers, policy makers, managers/administrators, and
external stakeholders.
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