Organization Studies

In the 1980s and 1990s the governance witnessed a shift from the Weberian model of bureaucracy to the ‘new managerialism’ — a term used to describe the group of ideas imported from business and mainly brought into government by management consultants. Over the past fifteen years, the British, French, and Canadian governments have spent growing sums of money on consulting services, thus, policy makers inside the state have increasingly been exposed to the business management ideas that consultants bring into the public sector. There are major differences in the extent to which reformers in these countries accepted these ideas in bureaucratic reform. Accordingly, this is a book about policy change and variation. It shows that the reception given by states to managerialist ideas depends on the openness of policy-making institutions to outside expert knowledge and on the organization, development, and social recognition of management consultancy.

This book explores the unintended and unanticipated effects associated with ‘modernization’ projects and tackles the key question that they provoke: Why do policy-makers persist in such enterprises in the face of evidence that they tend to fail? The book first discusses what is meant by ‘modernization’ and ‘unintended consequences’, placing public policy reform within more general intellectual and social trends. It presents eight case study ‘modernization’ projects. Their architects promised faster trains, a more efficient and reactive health service, a more motivated public service, better performing local government, enhanced information for prospective US university students, reduced rates of child malnutrition in developing countries, and a free, open, safe, interconnected cyberspace for people to conduct their social and political life. Each case provides a neat story with a paradox that varies the modernization theme and tackles the question: Why was the project pursued? The conclusion categorizes the cases in terms of their outcome, from success to disappointment, and suggests some strategies for a more balanced version of modernization for current and future policy-makers.

Organizations are being urged to experiment with new structures and processes. A ‘process perspective’ on organizing is emerging as a major challenge to ‘functional’ principles of organizing established during the last century. Business process reengineering is one exemple of process thinking that has received great attention amongst organizational theorists and practitioners. This in-depth account of business process reengineering within a major NHS hospital is an important contribution to the very limited stock of empirical knowledge about new organizational forms, especially in the public sector. The book combines empirical data gathered through an intensive, comparative case study method with strategic choice and neo-institutional theories to analyse the changing context of public organizations, the importation of models of organizing from private to public organizations, and the dynamics of public sector transformation. The outcomes of the change programme add to our more general organizational knowledge about the impact of corporate change programmes, particularly in professionalized and public sector settings, impediments and enablers of lateral organizing structures and processes, and contradictions within the New Public Management between functional and process principles for organizing.

Regulating the risks associated with economic activities is a feature of modern societies and one in which the state increasingly seeks to co-opt the regulatory powers of corporations. This book examines the impact of a system of enforced self-regulation on the corporate life of British railways. It uses this case study of occupational health and safety regulation to focus on broader theoretical and empirical discussions of regulation, risk, and corporate activities. A central organizing perspective of this book is that regulation is a form of risk management. It examines how workplace risks in modern societies are managed by businesses and the individuals within them, and considers what influence the law has in this. The tensions between the constitutive and controlling aspects of regulatory law are analysed with reference to in-depth empirical data about corporate and individual compliance and non-compliance. Related concerns about the social control of organizational and economic life are explored and their policy and theoretical implications examined. These issues are especially significant following the privatization of Britain's rail network and the introduction of regulatory systems which are highly reliant on industry self-regulation.