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Edoardo Ongaro, Francesca Ferré, Davide Galli and Francesco Longo

This chapter discusses the ‘effects’ of recent public sector managerial reforms in Italy. It arises that the country has adopted managerial tools to a significant extent, yet not up to the point to have changed in any fundamental way the overall administrative system. The portrait of the Italian public sector that emerges is one in which the layering of managerial tools and logics combine with persistent, underlying Weberian elements: this frame can be interpreted along the lines of the Neo-Weberian model as outlined by Pollitt and Bouckaert (2011). This research adds confidence to the interpretation that the Neo-Weberian model may be an apt interpretation of trajectories of administrative reform also in Southern European countries.