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Shortcomings Of New Public Management Ideology From The Power Perspective: Exploration Of Power Relations In A Finnish Municipal Organization

Author

Listed:
  • Tuomas KOKKO

    (University of Jyväskylä School of Business & Economics, PO Box 35, OHJ10, Jyväskylä, Finland)

  • Tommi AUVINEN

    (University of Jyväskylä School of Business & Economics, PO Box 35, OHJ10, Jyväskylä, Finland)

  • Pasi SAJASALO

    (University of Jyväskylä School of Business & Economics, PO Box 35, OHJ10, Jyväskylä, Finland)

  • Tuomo TAKALA

    (University of Jyväskylä School of Business & Economics, PO Box 35, OHJ10, Jyväskylä, Finland)

Abstract

New public management (NPM) is perceived as a method for restoring the effectiveness of municipal organizations. In Finland, it is the main motivator for the reconstruction of municipal and state-driven public sectors. Our article explores the power relations created through implementing the NPM ideology, and how those power relations are constructed and renegotiated between office-holders and politicians in a Finnish municipal organization. We contribute to the NPM literature through an empirical study by introducing forms of power, including previously neglected concealed power. Typically, the informal rules of NPM, the administrative codex, and municipal politics are considered to delineate official power and highpowered offices. However, we find the (re)negotiation of power relations also involves manipulative elements.

Suggested Citation

  • Tuomas KOKKO & Tommi AUVINEN & Pasi SAJASALO & Tuomo TAKALA, 2018. "Shortcomings Of New Public Management Ideology From The Power Perspective: Exploration Of Power Relations In A Finnish Municipal Organization," Management Research and Practice, Research Centre in Public Administration and Public Services, Bucharest, Romania, vol. 10(2), pages 5-26, June.
    • Handle: RePEc:rom:mrpase:v:10:y:2018:i:2:p:5-26
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    File URL: https://mrp.ase.ro/no102/f1.pdf
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    References listed on IDEAS

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    1. repec:dau:papers:123456789/9884 is not listed on IDEAS
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    3. Svara, James H., 1990. "Official Leadership in the City: Patterns of Conflict and Cooperation," OUP Catalogue, Oxford University Press, number 9780195057621.
    4. Pasi Sajasalo & Tommi Auvinen & Tuomo Takala & Marko Järvenpää & Teppo Sintonen, 2016. "Strategy implementation as fantasising -- becoming the leading bank," Accounting and Business Research, Taylor & Francis Journals, vol. 46(3), pages 303-325, April.
    5. Stewart Clegg & David Courpasson & Nelson Phillips, 2006. "Power and organizations," Post-Print hal-02298067, HAL.
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