Explorando una conversión : la Nueva Gestión Pública en la Organización para la Cooperación y el Desarrollo Económicos (OCDE), entre 1970 y 1980
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Date
2017
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CONICET - Facultad de Ciencia Política y Relaciones Internacionales
Abstract
Description
Aunque reciente, la internacionalización de la reforma del
Estado es un acontecimiento históricamente trascendental,
ya que desafía a los actores multilaterales a probar modelos que han sido legitimados en ámbitos externos a ellos
o a formular nuevos, en un área como la administración
pública, que se definía como una atribución del poder de
los Estados-nación. Esta perspectiva de la reforma estatal,
piedra angular de la llamada Nueva Gestión Pública, ha pasado a constituir el núcleo de los denominados principios de
la buena gobernanza.
A través del PUMA (Comité de Gestión Pública), la OCDE es
considerada como un actor clave en la internacionalización
de esta experticia sobre las reformas del Estado. Más concretamente, la mayoría de los autores destacan el papel
desempeñado por esta agencia, creada en 1989, en la difusión de modelos inspirados en la Nueva Gestión Pública.
Proponiendo que el secretariado de este departamento de
la OCDE instó ideológicamente o adoptó una perspectiva
estrictamente economicista de la administración pública.
Dejando de lado los lugares comunes sobre la supuesta
acción hegemónica de la OCDE, la presente investigación
reconstruye la génesis y el desarrollo de la participación
de dicha organización en el campo de la administración pública. Sobre la base de fuentes de archivo de la institución y entrevistas a sus principales actores, el estudio
muestra primero que, a diferencia de lo que podría esperarse, los fundadores del Comité de Gestión Pública no
poseían una formación como economistas o dentro de las
corrientes gerenciales. Su compromiso con la legitimación
de la «cuestión administrativa» dentro de la OCDE se explica mejor por razones estratégicas y de organización. La
investigación en segundo lugar amplía la perspectiva, indagando las interacciones entre este comité y los delegados
de los Estados miembros de la organización, así como el
fenómeno de «relevancia contextual» que adquirieron las
reformas puestas en marcha al interior de algunos de los
países miembros más influyentes.
Though recent, the internationalization of State reform is a historically momentous development, as it challenges multilateral actors to evidence external legitimate models or construct them in an area that had once contributed to defining State power. This reform ambition, previously a cornerstone of the New Public Management movement, is now at the heart of the Good Governance principle. Through the PUMA (Public Management Committee), the OECD is considered as a key actor in the internationalization of expertise on State reform. More specifi cally, most authors emphasize the role played by the PUMA (created in 1989) in the diffusion of models inspired by the New Public Management. They deduce that the PUMA Secretariat was ideologically conducted or that it adopted a strictly economically-oriented framework on public administration and services. Leaving aside preconceptions on the purported hegemonic action of the OECD, the present research retraces the genesis and development of the OECD’s involvement in the field of public administration. Based on archival sources and interviews, the study first shows, that unlike what might have been expected, the founders of PUMA were not ideologically oriented, nor economists by training. Their commitment to the legitimization of the “administrative issue” inside the OECD is best explained by strategic and organizational reasons. The research secondly broadens the perspective. To understand the adoption of NPM-inspired models of public administration by PUMA, it examines the importance of the interaction between the PUMA’s Secretariat and the member states’ national delegates, as well as of a phenomenon of “contextual saliency”, linked to the administrative reforms, which were under way in some of the most influent member countries from that time.
Though recent, the internationalization of State reform is a historically momentous development, as it challenges multilateral actors to evidence external legitimate models or construct them in an area that had once contributed to defining State power. This reform ambition, previously a cornerstone of the New Public Management movement, is now at the heart of the Good Governance principle. Through the PUMA (Public Management Committee), the OECD is considered as a key actor in the internationalization of expertise on State reform. More specifi cally, most authors emphasize the role played by the PUMA (created in 1989) in the diffusion of models inspired by the New Public Management. They deduce that the PUMA Secretariat was ideologically conducted or that it adopted a strictly economically-oriented framework on public administration and services. Leaving aside preconceptions on the purported hegemonic action of the OECD, the present research retraces the genesis and development of the OECD’s involvement in the field of public administration. Based on archival sources and interviews, the study first shows, that unlike what might have been expected, the founders of PUMA were not ideologically oriented, nor economists by training. Their commitment to the legitimization of the “administrative issue” inside the OECD is best explained by strategic and organizational reasons. The research secondly broadens the perspective. To understand the adoption of NPM-inspired models of public administration by PUMA, it examines the importance of the interaction between the PUMA’s Secretariat and the member states’ national delegates, as well as of a phenomenon of “contextual saliency”, linked to the administrative reforms, which were under way in some of the most influent member countries from that time.
Keywords
OCDE - Organización de Cooperación y Desarrollo Económicos, Gestión pública, Organizaciones internacionales, Políticas públicas, Public Management, International organizations, Public policy