Public management reform in developing countries: Contradictions and the inclusive state

Abstract

In the twentieth century, the world witnessed the rise and success of the Asian 'model' of the developmental state. However, limitations of the model became apparent in view of the changing domestic and global context. The impact became apparent from the outcome of public management reform efforts in developing countries. Reforms for enhancing performance and service delivery yielded limited success as the rationale, principles, and procedures turned out to be inconsistent with the nature of the state and framework of governing. Developing countries adopted public management reform strategies from Western, liberal, democratic, industrialized nations, and often failed to implement and achieve the desired results in strikingly different contexts. Contradictions become apparent as the nature of the state and its approach to governing varied from those in the developed world. Values such as accountability, responsiveness, representativeness, competition, and the adoption of private sector principles and practices did not yield desirable outcomes due to the exclusive nature of the state. On the basis of a review of public management reforms adopted in developing countries, this chapter suggests that these contradictions need to be resolved by replacing the exclusive model of the developmental state by a new, inclusive model. The proposed model emphasizes an approach that is more democratic and participatory, citizen-centered, accessible, and conscious of environmental concerns.