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Public Sector Reforms in Fiji: Examining Policy Implementation Setting and Administrative Culture

Published on: November 2013​ Genre: Political Reform|Public Financial Management|Public Policy​ Category: Public Leadership​
Dr Mohammad Habibur Rahman (et.al) 
 
For many years, public management reform has been an evolving concept. New Public Management (NPM) and Good Governance have been the two ground–breaking ideas, generating colossal discourse over the past three decades. Inspired by NPM-led policy changes in the developed world, many developing countries have lately joined the reform bandwagon but achieved limited success. Policy analysts observe that the policy planners in the developing world seem to have spent more resources in policymaking than addressing the policy implementation challenges. Also, the policy transfer effort ignored the issue of administrative culture. Focusing on Fiji, this article examines how the country’s recent public sector reform initiatives have largely failed to bring about expected results. 
 
Based on the case studies of two organizations, it explains that the success and failure of policy change occurs in several ways, manifesting multiple challenges including a lack of well-prepared implementation framework and culture change. This is an Author's Accepted Manuscript of an article “Public sector reforms in Fiji: examining policy implementation setting and administrative culture”, published in International Journal of Public Administration, 36, 982-995, 2013 [copyright Taylor & Francis], available online at: http://www.tandfonline.com 
 
Dr Mohammad Habibur Rahman is Associate Professor at MBRSG
 

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