Public administrators always seem to be looking for a fix to the field’s “big” problem of ineffective government. One popular solution was (and perhaps still is) New Public Management reforms based on market values. Collaborative Public Management and related suggestions emerged thereafter to return the field to its democratic roots. The problem is, though, that both these constructs are pegged as “new” when nothing particularly innovative exists. This article uses Baudrillard’s phases of the image to trace developments within two popular governance constructs, showing, chiefly, how phases can loop back when appropriate historical roots of the object (nostalgia) are revealed.
AgranoffR.McGuireM. (2003). Collaborative public management: New strategies for local governments. Washington, DC: Georgetown University Press.
2.
Arellano-GaultD. (2010). Economic-NPM and the need to bring justice and equity back to the debate on public organizations. Administration & Society, 42, 591-612.
3.
ArnoldP. E. (1995). Reform’s changing role. Public Administration Review, 55, 407-417.
4.
AucoinP. (1990). Administrative reform in public management: Paradigms, principles, paradoxes and pendulums. Governance, 3, 115-137.
5.
BarzelayM. (2000). The new public management: Improving research and policy dialogue. Berkeley: University of California Press.
6.
BarzelayM. (2002). Origins of the new public management: An international view from public administration/political science. In McLaughlinK.OsborneS. P.FerlieE. (Eds.), New public management: Current trends and future prospects (pp. 15-33). London, England: Routledge.
7.
BaudrillardJ. (1994). Simulacra and simulation. Ann Arbor: University of Michigan Press.
8.
BaudrillardJ. (1998). The consumer society. London, England: SAGE.
9.
BinghamL. B.O’LearyR. (2006). Conclusion: Parallel play, not collaboration: Missing questions, missing connections. Public Administration Review, 66(Suppl.), 161-167.
10.
BishopS. W. (2007). Linking nonprofit capacity to effectiveness in the new public management: The case of community action. State and Local Government Review, 39, 144-152.
11.
BotteryM. (1996). The challenge to professionals from the new public management: Implications for teaching the profession. Oxford Review of Education, 22, 179-197.
12.
BouckaertG. (1993). Measurement and meaningful management. Public Productivity & Management Review, 17, 31-43.
13.
BoxR. C.MarshallG. S.ReedB. J.ReedC M. (2001). New public management and substantive democracy. Public Administration Review, 61, 608-619.
14.
BozemanB. (2002). Public-value failure: When efficient markets may not do. Public Administration Review, 62, 145-161.
15.
BrainardL. A.Derrick-MillsT. (2011). Electronic commons, community policing, and communication: Online police-citizen discussion groups in Washington, D.C. Administrative Theory & Praxis, 33, 383-410.
16.
BryerT. A. (2009). Explaining responsiveness in collaboration: Administrator and citizen role perceptions. Public Administration Review, 69, 271-283.
17.
ChristensenT.LægreidP. (1999). New public management: Design, resistance, or transformation? A study of how modern reforms are received in a civil service system. Public Productivity & Management Review, 23, 169-193.
18.
ChristensenT.LægreidP. (2006). The whole-of-government approach to public sector reform. Public Administration Review, 67, 1059-1066.
19.
ChristensenT.LægreidP.RonessP. G.RøvikK. A. (2007). Organization theory and the public sector: Instrument, culture and myth. New York, NY: Routledge.
20.
CooperT. L.BryerT. A.MeekJ. W. (2006). Citizen-centered collaborative public management. Public Administration Review, 66(Suppl.), 76-88.
21.
deLeonL.DenhardtR. B. (2000). The political theory of reinvention. Public Administration Review, 60, 89-97.
22.
DenhardtR. B.DenhardtJ. V. (2000). The new public service: Serving rather than steering. Public Administration Review, 60, 549-559.
23.
DunleavyP.HoodC. (1994). From old public administration to new public management. Public Money & Management, 14, 9-16.
24.
FoxC. J. (1996). Reinventing government as postmodern symbolic politics. Public Administration Review, 56, 256-262.
25.
FoxC. J.MillerH. T. (1997). Can the toothpaste be pushed back into its tube? The return of foundationalism to public administration. Administrative Theory & Praxis, 19, 88-91.
26.
FredericksonH. G. (1996). Comparing the reinventing government movement with the new public administration. Public Administration Review, 56, 263-270.
27.
FredericksonH. G.SmithK. (2003). Public administration theory primer. Boulder, CO: Westview.
28.
FungA.WrightE. O. (2001). Deepening democracy: Innovations in empowered participatory governance. Politics & Society, 29, 5-41.
29.
GarrettT. M. (2010). Interorganizational collaboration and the transition to the department of homeland security: A knowledge analytic interpretation. Administration & Society, 42, 343-360.
30.
GoreA. (1993). From red tape to results: Creating a government that works better and costs less. Washington, DC: U.S. Government Printing Office.
31.
GreenR. T.HubbellL. (1996). On governance and reinventing government. In WamsleyG.WolfJ. F. (Eds.), Refounding democratic public administration (pp. 38-67). Thousand Oaks, CA: SAGE.
32.
GrueningG. (2001). Origin and theoretical basis of new public management. International Public Management Journal, 4, 1-25.
33.
HandL. C.ChingB. D. (2011). You have one friend request: An exploration of power and citizen engagement in local governments’ use of social media. Administrative Theory & Praxis, 33, 362-382.
34.
HerzogR. J.AbelC. F. (2009). Rational techniques as myth-based rituals: The role of reflective practitioners in remunerative justice. Public Personnel Management, 38, 1-18.
35.
HoodC. (1991). A public management for all seasons?Public Administration, 69, 3-19.
36.
HoodC. (1995). The “new public management” in the 1980s: Variations on a theme. Accounting, Organizations and Society, 20, 93-109.
37.
HoodC.PetersG. (2004). The middle aging of New Public Management: Into the age of paradox?Journal of Public Administration Research & Theory, 14, 267-282.
38.
HoodC.ScottC. (1996). Bureaucratic regulation and new public management in the United Kingdom: Mirror-image developments?Journal of Law and Society, 23, 321-345.
39.
ImperialM. T. (2005). Using collaboration as a governance strategy: Lessons from six watershed management programs. Administration & Society, 37, 281-320.
40.
IngrahamP.W.RosenbloomD.H. (1990). Political foundations of American federal service: Rebuilding a crumbling base. Public Administration Review, 50, 210-219.
41.
JonesC.HesterlyW. S.BorgattiS. P. (1997). A general theory of network governance: Exchange conditions and social mechanisms. Academy of Management Review, 22, 911-945.
42.
KarasekR. A.Jr. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 24, 285-308.
43.
KellyJ. M. (2005). The dilemma of the unsatisfied customer in a market model of public administration. Public Administration Review, 65, 76-84.
44.
LapsleyI. (2008). The NPM agenda: Back to the future. Financial Accountability & Management, 24, 77-96.
45.
LeeW. (1995). Political science, public administration, and the rise of the American administrative state. Public Administration Review, 55, 538-546.
46.
LippmannW. (2009). The phantom public. New Brunswick, NJ: Transaction Publishers. (Original work published 1927)
47.
LockeE. A. (1982). The ideas of Frederick W. Taylor. Academy of Management Review, 7, 14-24.
48.
LynnL. E. (1998a). A critical analysis of the new public management. International Public Management Journal, 1, 107-123.
49.
LynnL. E. (1998b). The new public management: How to transform a theme into a legacy. Public Administration Review, 58, 231-237.
50.
MaJ. (2003). New public management in the early modern period: Lessons from tax farming history. Administrative Theory & Praxis, 25, 435-456.
51.
ManningN. (2001). The legacy of the new public management in developing countries. International Review of Administrative Sciences, 67, 297-312.
52.
McGuireM. (2006). Collaborative public management: Assessing what we know and how we know it. Public Administration Review, 66, 33-43.
53.
McSwiteO. C. (1996). Postmodernism, public administration and the public interest. In WamsleyG.WolfJ. F. (Eds.), Refounding democratic public administration (pp. 198-224). Thousand Oaks, CA: SAGE.
54.
MillerH. T.FoxC. J. (2007). Postmodern public administration (Rev. ed.). Armonk, NY: M. E. Sharpe.
55.
MillerH. T.NunemakerJ. R. (1999). “Citizen governance” as image management in postmodern context. Administrative Theory & Praxis, 21, 302-308.
56.
MillerH. T.SimmonsJ. R. (1998). The irony of privatization. Administration & Society, 30, 513-532.
57.
MoeR. C.GilmourR. S. (1995). Rediscovering principles of public administration: The neglected foundation of public law. Public Administration Review, 55, 135-146.
58.
NickelP. M. (2007). Network governance and the new constitutionalism. Administrative Theory & Praxis, 29, 198-224.
59.
O’LearyR.GerardC.BinghamL. B. (2006). Introduction to the symposium on collaborative public management. Public Administration Review, 66, 6-9.
ProvanK. G.KenisP. (2008). Modes of network governance: Structure, management and effectiveness. Journal of Public Administration Research and Theory, 18, 229-252.
63.
RamosA. G. (1972). Models of man and administrative theory. Public Administration Review, 32, 241-246.
64.
RamosA. G. (1978). Misplacement of concepts and administrative theory. Public Administration Review, 38, 550-557.
65.
RiccucciN. M. (2001). The “old” public management versus the “new” public management: Where does public administration fit in?Public Administration Review, 61, 172-175.
66.
RishelN. M. (2011). Digitizing deliberation: Normative concerns for the use of social media in deliberative democracy. Administrative Theory & Praxis, 33, 411-432.
67.
RittellH. W. J.WebberM. M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4, 155-169.
68.
RosenbloomD. H. (1987). Public administrators and the judiciary: The “new partnership.”Public Administration Review, 47, 75-83.
69.
RosenbloomD. H. (1993). Have an administrative Rx? Don’t forget the politics!Public Administration Review, 53, 503-507.
70.
RutgersM. R.van der MeerH. (2010). The origins and restriction of efficiency in public administration: Regaining efficiency as the core value of public administration. Administration & Society, 42, 755-779.
71.
SchachterH. L. (2007). Does Frederick Taylor’s ghost still haunt the halls of government? A look at the concept of governmental efficiency in our time. Public Administration Review, 67, 800-810.
72.
SpicerM. (2004). Public administration, the history of ideas, and the reinventing government movement. Public Administration Review, 64, 353-362.
73.
SpicerM.TerryL. D. (1993). Legitimacy, history and logic: Public administration and the constitution. Public Administration Review, 53, 239-246.
74.
StoutM. (2006). A Samurai’s lineage: Theoretical traditions in public administration. Administrative Theory & Praxis, 28, 618-630.
75.
TaylorF. (2010). Scientific management. Charleston, SC: Nobu. (Original work published 1911)
76.
TerryL. D. (1998). Administrative leadership, neo-managerialism, and the public management movement. Public Administration Review, 58, 194-200.
77.
TerryL. D. (2005). The thinning of administrative institutions in the hollow state. Administration & Society, 37, 426-444.
78.
ThurmaierK. (2006). High-intensity interlocal collaboration in three Iowa cities. Public Administration Review, 66, 144-146.
79.
VentrissC. (2000). New public management: An examination of its influence on contemporary public affairs and its impact on shaping the intellectual agenda of the field. Administrative Theory & Praxis, 22, 500-518.
80.
VigodaE. (2002). From responsiveness to collaboration: Governance, citizens and the next generation of public administration. Public Administration Review, 62, 527-540.
81.
WaldoD. (2007). The administrative state: A study of the political theory of American public administration. New Brunswick, NJ: Transaction Publishers. (Original work published 1948)
82.
WilsonW. (1887). The study of administration. Political Science Quarterly, 2, 197-222.
83.
WittgensteinL. (2001). Philosophical investigations. Malden, MA: Blackwell. (Original work published 1953)
84.
YangK.HsiehJ. Y. (2007). Managerial effectiveness of government performance measurement: Testing a middle-range model. Public Administration Review, 67, 861-879.
85.
ZavattaroS. M. (2010). Municipalities as public relations and marketing firms. Administrative Theory & Praxis, 32, 191-211.
