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External Force and Public Sector Reforms

  • Living reference work entry
  • First Online:
Global Encyclopedia of Public Administration, Public Policy, and Governance

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Synonyms

Diagnostic strategy; Public sector reforms; Solomon Islands

Definitions

External forces:

These are the external agents behind the public sector reforms.

Public sector reforms:

These refer to the changes in the public sector structures and services to improve public service delivery.

Introduction

Public sector reforms are not a new phenomenon in the developed and developing countries. The reform trajectories, particularly in small island developing countries, have been significantly influenced by the New Public Management (NPM) model (Brinkerhoff and Brinkerhoff 2015). The public sector reforms in the developed and transition economies are driven mainly by the Organisation for Economic Co-operation and Development (OECD), and likewise, public sector reforms in the developing countries are mainly driven by the World Bank and International Monetary Fund (IMF) (Brinkerhoff and Brinkerhoff 2015). The wave of reforms initiated by the NPM model focuses on the neoliberal ideologies...

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Author information

Authors and Affiliations

  1. School of Management and Public Administration, Faculty of Business and Economics, University of the South Pacific, Suva, Fiji

    Suwastika Naidu & Anand Chand

  2. School of Government, Development and International Affairs, Faculty of Business and Economics, University of the South Pacific, Suva, Fiji

    Gordon Nanau

Authors
  1. Suwastika Naidu
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  2. Anand Chand
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  3. Gordon Nanau
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Correspondence to Suwastika Naidu .

Editor information

Editors and Affiliations

  1. Florida Atlantic University, Boca Raton, FL, USA

    Ali Farazmand

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Naidu, S., Chand, A., Nanau, G. (2021). External Force and Public Sector Reforms. In: Farazmand, A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-31816-5_4220-1

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  • DOI: https://doi.org/10.1007/978-3-319-31816-5_4220-1

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