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Hesitation and rapid action: the new public management reforms in the Norwegian hospital sector

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  • Pettersen, Inger Johanne

Abstract

This paper focuses on the transition of governmental management innovations from the national, political level to the local, institutional level. In order to throw some light on the complex process of two-level reforms in public sector financial management, I discuss the case of introducing prospective payment systems in Norwegian hospitals during 1987-1999. The empirical studies are based on official documents and statistics at the national level together with surveys and case studies with a view to understand how hospitals adjust to the new payment systems. The main finding can be described in terms of slow adjustments on the institutional level, and slow and rapid action on the political level. These systemic interactions between different logics at the different levels may obstruct the implementation of reforms.

Suggested Citation

  • Pettersen, Inger Johanne, 2001. "Hesitation and rapid action: the new public management reforms in the Norwegian hospital sector," Scandinavian Journal of Management, Elsevier, vol. 17(1), pages 19-39, March.
    • Handle: RePEc:eee:scaman:v:17:y:2001:i:1:p:19-39
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    Citations

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    Cited by:

    1. Inger Johanne Pettersen, 2001. "Implementing management accounting reforms in the public sector: the difficult journey from intentions to effects," European Accounting Review, Taylor & Francis Journals, vol. 10(3), pages 561-581.
    2. Wisell, Kristin & Winblad, Ulrika & Kälvemark Sporrong, Sofia, 2019. "Diversity as salvation? – A comparison of the diversity rationale in the Swedish pharmacy ownership liberalization reform and the primary care choice reform," Health Policy, Elsevier, vol. 123(5), pages 457-461.
    3. Antonella Cifalin? & Irene Eleonora Lisi, 2015. "La misurazione delle performance dei servizi domiciliari e residenziali tra riforme istituzionali e applicazioni locali," MECOSAN, FrancoAngeli Editore, vol. 2015(93), pages 9-32.

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