Public Governance in the Netherlands: An Alternative to Anglo‐American ‘Managerialism’

Abstract

In many Western public administrations, particularly the American and Anglo‐Saxon ones, a remarkable trend is taking place ‐ the ‘new public management’ (Hood 1991). Many Western governments and public services are adopting a more ‘managerial’ approach to administration. Under conditions of heavy public demands but a severely constrained public budget, the only feasible alternative to cutting public services or raising taxes, seems to be to reduce costs, increase effectiveness and efficiency, and deliver ‘more value for the money’. This budgetary consolidation forces the public sector to become more businesslike, ‘work better and cost less’, and become more client‐oriented. In this article, this trend of ‘public managerialism’ will be critically examined. From a theoretical viewpoint the adequacy for the public sector of a businesslike concept of ‘management’ can seriously be criticized. From an empirical viewpoint it is also inadequate as a description of administrative practice. Without denying the budgetary circumstances and the need for ‘effectiveness and efficiency’, the one‐sidedness of ‘managerialism’ is ill‐suited to the public sector. Other politico‐administrative responses to these circumstances may be possible and more appropriate. In this article one such possible alternative is theoretically examined and practically illustrated. Although not as elaborate and well developed as the multitude of available ‘managerial’ models, methods and techniques, the alternative ‘public governance’ not only possesses theoretical and analytical cogency but also reflects the practice of administrative developments. The idea and practical impacts are illustrated in case studies of administrative reforms in the Netherlands.