System Performance and Measurable Results (Source: Author’s elaboration based on Hood, 1991, Groot and Budding, 2008, and De Vries and Nemec, 2013)
| Study | Country | Outcome Measure | Pre-Reform | Post-Reform |
|---|---|---|---|---|
| Barnett, et al., 2009 | New Zealand | Structure accountability, and governance | Not mentioned | Hierarchical governance, statutory organizations, and modified accountability |
| Mays, et al., 2000 | The United Kingdom | Efficiency, excellence, fairness, and accountability | Not mentioned | Not much discernible change |
| Carryer, et al., 2010 | New Zealand | 20 negative patient outcomes | Low rates (1989–1993) | Fast reform (1993–2000), slow down (2000–2006) |
| Pollitt and Bouckaert, 2004 | Multiple (Europe, North America, Australasia) | Analyses with multi-dimensions | Not mentioned | Not mentioned |
| Fougere, 2001 | New Zealand | Organizational forms, unexpected outcomes, structure and continuity | ||
| Ashton, et al., 2005 | New Zealand | Structure and continuity | Not mentioned | New forms appearing and unexpected consequences |
| Mulgan, 2008 | New Zealand | Efficiency, responsibility, and financial administration | Not mentioned | Maintaining essential elements, structural cycling, increased productivity, but little increase in accountability |
| Hoare, et al., 2012 | The United Kingdom, New Zealand, Australia | Development of care | The United Kingdom advanced, New Zealand/Australia | The United Kingdom: clinical leadership; New Zealand/Australia: minimal alteration |
| Duncan and Chapman, 2010 | New Zealand | NPM, coherence, and structural change | Market-driven New Public Management (1986–1996) | Modifications made gradually and pragmatically (1999-2008) |
| Cangiano, 1996 | New Zealand | Financial Management corporate governance | Not mentioned | Accrual accounting and performance based |
Characteristics of Included Studies (Source: Compiled by the authors based on Williamson, 2000; North, 2005, Ostrom, 2010; Pollitt and Bouckaert, 2011)
| Study | Country/Region | Reform Period | Study Design | Primary Focus | Full text retrieved |
|---|---|---|---|---|---|
| Barnett, et al., 2009 | New Zealand | 2001–2004 | Mixed (surveys, interviews) | Introduction of new forms of the health system | No |
| Mays, et al., 2000 | The United Kingdom | 1991/92 to late 1990s | Comprehensive | Quasi-market reforms on NHS | No |
| Carryer, et al., 2010 | New Zealand | 1989–2006 | Quantitative | Effects of health policy changes on nursing and patient outcomes | No |
| Pollitt and Bouckaert, 2004 | Multiple (Europe, North America, Australasia) | Not mentioned | Comparative | Pathways of public management reform | No |
| Fougere, 2001 | New Zealand | Not mentioned | Conceptual | Health sector restructuring, institutional ambiguity | No |
| Ashton, et al., 2005 | New Zealand | 1990s, 1993, and 2001 | Conceptual | Health system reform | No |
| Mulgan, 2008 | New Zealand | 1980s to 2000s | Analytical | Reform and accountability, NPM | Yes |
| Hoare, et al., 2012 | The United Kingdom, New Zealand, Australia | 1998–2009 | Realistic review | Government policy and health care | No |
| Duncan and Chapman, 2010 | New Zealand | 1986–2008 | Analytical | Evolution and revision of NPM model | No |
| Cangiano, 1996 | New Zealand | Mid-1980s | Descriptive | Reforming on the public sector and managing finances | No |
Important Distinctions between Old and New Institutional Economics (Source: Petrovic and Stefanovic, 2009; Spithoven, 2019; Turgut, et al_, 2021, p_408)
| Economic school | Old institutional economics | New institutional economics |
|---|---|---|
| Method | Macro, induction | Micro, deductive |
| Review object | Holistic | Individual |
| Focus | Organizations that offer different products and services | Incomplete agreements based on individuals |
| Function of state | Interventionist state and its commitment to social change | Minimal government focused on efficiency |
| Accepting economic legacy | Rejection of neoclassical economic theory | Based on neoclassical economic principles |
Use of NIE to Inform NPM (Source: Verhaegen and Huylenbroeck, 1999; Özer, 2021, p_218)
| Theories | Domains | Contribution to new public management | Strategy |
|---|---|---|---|
| Public choice theory | Political, economic, bureaucratic, social | Reducing size of government, ensuring accountability, and implementing controls through constitutional provisions, while streamlining legal and bureaucratic processes to address social requirements | Managerial strategy: |
| Transaction cost theory | Bureaucratic and economic development | Deregulation seeks to grant public managers increased autonomy and options – while simultaneously lowering bureaucratic expenses and improving savings within the public sector | Market and progressive change strategy: |
| Property rights and agency theory | Political, bureaucratic, economic | 3Es – Economy, efficiency, and effectiveness – underscore the importance of distinguishing policy development from service delivery. Furthermore, public sector compensation systems should be grounded in performance. | Program strategy: |