Abstract

This article explores where the increasing adoption of SIBs and outcomes-based contracting may lead public service systems—toward New Public Governance, or ‘back’ to New Public Management. We present analysis from the first significant longitudinal qualitative study of a major UK SIB focused on improving outcomes in the context of social determinants of health to analyze how the two governance logics manifest and interact across the SIB lifecourse. We find that while both governance logics were present at initiation, over time NPM elements strengthened while NPG elements weakened. Two inalienable elements of the SIB model—investor power and data requirements for contract management—appeared to drive this change. Our findings provide evidence that SIBs promote a retrenchment of NPM, rather than a transition to NPG or a hybridization of the two governance logics. Findings also show how NPM, rather than a transitional stage toward NPG, can prove the more resilient and dominant governance logic within institutional forms.

摘要

本文探讨了越来越多地采用系统重要性机构和基于结果的合同可能会导致公共服务系统走向新公共治理，或“回到”新公共管理。我们提出了对英国主要 SIB 的第一项重大纵向定性研究的分析，重点是在健康问题社会决定因素的背景下改善结果，以分析两种治理逻辑如何在 SIB 生命周期中体现和相互作用。我们发现，虽然两种治理逻辑在启动时都存在，但随着时间的推移，NPM 元素得到加强，而 NPG 元素则被削弱。SIB 模型的两个不可分割的要素——投资者权力和合同管理的数据要求——似乎推动了这一变化。我们的研究结果提供了证据表明，系统重要性银行（SIB）促进了 NPM 的紧缩，而不是向 NPG 的过渡或两种治理逻辑的混合。研究结果还表明，NPM（而不是向 NPG 的过渡阶段）如何能够证明制度形式中更具弹性和主导性的治理逻辑。