Based on an executive survey this article analyses the extent to which a new managerial logic has replaced traditional administrative values and identity in Austria. We do not find any strong evidence of a new managerial logic but rather modifications, local translations and the emergence of a hybrid identity.
Get full access to this article
View all access options for this article.
References
1.
Aberbach, J. and Christensen, T. (2003), ‘Translating Theoretical Ideas into Modem State Reform. Economic-Inspired Reforms and Competing Models of Govemance’ , Administration and Society, Vol 35, No 5, pp. 491-509 .
2.
Brunnsson, N. and Sahlin-Andersson, K. (2000), ‘Constructing Organizations: The Example of Public Sector Reform’ , Organization Studies, Vol 21, No 4, pp. 721-746 .
3.
Crozier, M. (1964), The Bureaucratic Phenomenon, ( Chicago: University of Chicago Press ).
4.
Czamiawska, B. and Gendell K. (2002), ‘Gone shopping? Universities on their way to the market’ , Scandinavian Journal of Management Studies, Vol 18, No 4, pp. 455-477 .
du Gay, P. (1996), Consumption and Identity at Work, ( London: Sage ).
7.
du Gay, P. (2000), In Praise of Bureaucracy, ( London: Sage ).
8.
Farmham, D. and Horton, S. (eds) (2000), Human Resource Flexibilities in the Public Services: International Perspectives, ( London: Macmillan ).
9.
Friedland, R. and Alford, R. (1991), ‘Bringing Society Back In: Symbols, Practices, and Institutional Contradictions’, in Powell W. and DiMaggio, P. (eds), The New Institutionalism in Organizational Analysis, ( Chicago: The University of Chicago Press ), pp.232-263.
10.
Hammerschmid, G. and Meyer, R. (2005a), ‘New Public Management in Austria - Local Variation of a Global Theme?’ , Public Administration, Vol 83, No 3, pp. 709-734 .
11.
Hammerschmid, G. and Meyer, R. (2005b), ‘Austria: The Dynamics of Public Management Reform and Staff Participation’, in Farnham, D. , Hondeghem A. and Horton S. (eds), Staff Participation and Public Management Reform, ( Basingstoke: Palgrave ), pp.83-99.
12.
Haveman, H. and Rao, H. (1997), ‘Structuring a Theory of Moral Sentiments: Institutional-Organizational Co Evolution in the Early Thrift Industry’ , American Journal of Sociology, Vol 102, pp. 1606-1651 .
13.
Hood, C. (1991), ‘A Public Management for All Seasons?’ , Public Administration, Vol 69, Spring, pp. 3-19 .
14.
James, W. (1968), ‘The Self’, in Gordon, C. and Gergen, K. (eds), The Self in Social Interaction. Volume I: Classic and Contemporary Perspectives, ( New York: John Wiley ), pp.41-50.
15.
Kettl, D. (2000), The Global Public Management Revolution. A Report on the Transformation of Governance, ( Washington, DC: Brookings Institution Press ).
16.
Kitchener, M. (2002), ‘Mobilizing the Logic of Managerialism in Professional Fields: The Case of Academic Health Centre Mergers’ , Organization Studies, Vol 23, No 3, pp. 391-420 .
17.
Llewellyn, N. (2004), ‘In Search of Modernization: The Negotiation of Social Identity in Organizational Reform’ , Organization Studies, Vol 25, No 6, pp. 947-968 .
18.
March, J. and Olsen, J. (1989), Rediscovering Institutions, ( New York: Free Press ).
19.
Mayntz, R. (1997), Soziologie der Offentlichen Verwaltung, ( Heidelberg: C.F. Muller Verlag ).
20.
Meyer, R.E. (2004), Globale Managementkozepte und Lokaler Kontext, ( WUV: Wien ).
21.
Naschold, F. (1996), New Frontiers in Public Sector Management: Trends and Issues in State and Local Government in Europe, ( Berlin: de Gruyter ).
22.
OECD . (1995), Governance in Transition: Public Management Reforms in OECD Countries, ( Paris: OECD ).
23.
Pollitt, C. and Bouckaert, G. (2004), Public Management Reform. A Comparative Analysis, 2nd edn ( Oxford: Oxford University Press ).
24.
Pollitt, C. (2003), The Essential Public Manager, ( Milton Keynes: Open University Press ).
25.
Rao, H. , Monin, P. and Durand, R. (2003), ‘Institutional Change in Toque Ville: Nouvelle Cuisine as an Identity Movement in French Gastronomy’ , American Journal of Sociology, Vol 108, No 4, pp. 795-843 .
26.
Reay, T. and Hinings, C. (2005), ‘The Re-composition of an Organizational Field: Health Care in Alberta’ , Organization Studies, Vol 26, No 3, pp. 351-384 .
27.
Sahlin-Andersson, K. (1996), ‘Imitating by Editing Success: The Construction of Organization Fields’, in Czarniawska, B. and Sevón, G. (eds), Translating Organizational Change, ( Berlin: de Gruyter ), pp.69-92.
28.
Scott, M. and Lyman, S. (1968), ‘Accounts’ , American Sociological Review, Vol 33, pp. 46-62 .
29.
Scott, W. , Ruef, M. and Caronna, C.A. (2000), Institutional Change and Health Care Organizations. From Professional Dominance to Managed Care, ( New York: Prentice-Hall ).
30.
Scully, M. , Creed, W. and Austin, J.R. (2002), ‘Clothes make the person? The tailoring of legitimating accounts and the social construction of identity’ , Organization Science, Vol 13, No 5, pp. 475-496 .
31.
Snow, D. and Bendford, R. (1988), ‘Ideology, frame resonance, and participant mobilization’, in Klandermans, B. et al. (eds), From Structure to Action: Comparing Social Movement Research Across Cultures, ( Greenwich, CT/London: JAI Press ), pp.197-217.
32.
Snow, D. , Rochford, B. , Worden, S. and Bendford, R. (1986), ‘Frame Alignment Processes, Micromobilization and Movement Participation’ , American Sociological Review, Vol 51, pp. 464-481 .
33.
Strang, D. and Meyer, J. (1993), ‘Institutional conditions for diffusion’ , Theory and Society, Vol 22, pp. 487-511 .
34.
Suddaby, R. and Greenwood, R. (2005), ‘Rhetorical Strategies of Legitimacy’ , Administrative Science Quarterly, Vol 50, pp. 35-67 .
35.
Tajfel, H. (1982), ‘Social Psychology of Intergroup Relations’ , Annual Review of Psychology, Vol 33, pp. 1-39 .
36.
Thomas, R. and Davis, A. (2005), ‘Theorizing the Micro-politics of Resistance: new Public Management and Managerial Identities in the UK Public Services’ , Organization Studies, Vol 26, No 5, pp. 683-706 .
37.
Thomton, P.H. (2002), ‘The Rise of the Corporation in a Craft Industry: Conflict and Conformity in Institutional Logics’ , Academy of Management Journal, Vol 45, No 1, pp. 81-101 .
38.
Thomton, P and Ocasio, W . (1999), ‘Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession in the Higher Education Publishing Industry, 1958-1990’ , American Journal of Sociology, Vol 105, No 3, pp. 801-843 .
39.
Townley, B. (1997), ‘The Institutional Logic of Performance Appraisal’ , Organization Studies, Vol 18, No 2, pp. 261-285 .
40.
Townley, B. (2002), ‘The Role of Competing Rationalities in Institutional Change’ , Academy of Management Journal, Vol 45, No 1, pp. 163-179 .
41.
Ziller, J. (2003), ‘The Continental System of Administrative Legality’ in Peters, B.G. and Pierre, J. (eds), Handbook of Public Administration, ( London: Sage ), pp.260-268.
