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dc.contributor.authorGreve, Carsten
dc.contributor.authorEjersbo, Niels
dc.contributor.authorLægreid, Per
dc.contributor.authorRykkja, Lise H.
dc.date.accessioned2020-04-08T09:17:27Z
dc.date.available2020-04-08T09:17:27Z
dc.date.issued2019
dc.PublishedGreve C, Ejersbo N, Lægreid P, Rykkja L. Unpacking Nordic Administrative Reforms: Agile and Adaptive Governments. International Journal of Public Administration. 2019;43(8):697–710eng
dc.identifier.issn0190-0692
dc.identifier.urihttps://hdl.handle.net/1956/21821
dc.description.abstractThis article examines current reform experiences in Denmark, Finland, Iceland, Norway, and Sweden, focusing on the assumed Nordic administrative model. The research questions is: How do Nordic public sector executives perceive reform processes, trends, contents and management instruments? To answer these questions we apply a theory of gradual institutional change. The database is a survey of top civil servants in ministries and central agencies in 19 European countries conducted in 2012–2015 within the COCOPS project funded by the EC 7th Framework Program. We show that the Nordic countries are pragmatic and motivated reformers. There is a high level of reform activity and public involvement. The reforms aim to improve services more than cut costs. The Nordic model emerges as one that is agile and adaptive. New reform elements have been incorporated into the existing welfare state model, which accounts for differences between the five countries.en_US
dc.language.isoengeng
dc.publisherTaylor & Franciseng
dc.titleUnpacking Nordic Administrative Reforms: Agile and Adaptive Governmentseng
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.date.updated2020-01-10T12:57:24Z
dc.description.versionacceptedVersion
dc.rights.holderCopyright 2019 Taylor & Francis Group, LLCen_US
dc.identifier.doihttps://doi.org/10.1080/01900692.2019.1645688
dc.identifier.cristin1751847
dc.source.journalInternational Journal of Public Administration
dc.source.pagenumber697–710
dc.identifier.citationInternational Journal of Public Administration. 2019;43(8):697–710
dc.source.volume43
dc.source.issue8


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