Desde allá hasta acá, desde ahora hasta entonces: comprando y replicando las reformas de la gestión pública

Bowornwathana, B. (2004), “Putting New Public Management to Good Use: Autonomous Public Organizations in Thailand”, en Unbundled Government: a Critical Analysis of the Global Trend to Agencies, Quangos and Contractualisation, C. Pollitt y C. Talbot (eds.), London, Routledge, pp. 247-263.

Christensen, T. y Lægried, P. (eds.) (2001), New Public Management: the Transformation of Ideas and Practice, Aldershot, Ashgate.

Clarke, J. (2004), Changing Welfare, Changing States: New Directions in Social Policy, London, Sage.

Condrey, S.; Purvis, K.; y Slava, S. (2001), “Public Management Reform under Stress: the Ukrainian Civil Service Experience”, en Public Management Review, Vol. 3 N° 2, London, June, pp. 271-280.

Fukuyama, F. (2004), State-Building: Governance and World Order in the Twenty-First Century, London, Profile Books.

De Jong, M.; Lalensis, K. y Mamadouh, V. (eds.) (2002), The Theory and Practice of Institutional Transplantation: Experiences with the Transfer of Policy Institutions, Dordrecht, Kluwer.

Joss, R. y Kogan, M. (1995), Advancing Quality: Total Quality Management in the National Health Service, Buckingham, Open University Press.

Kickert, W.; Klijn, E.-H.; y Koppenjan, J. (eds.) (1997), Managing Complex Networks: Strategies for the Public Sector, London, Sage.

Lynn, L.; Heinrich, C.; y Hill, C. (2001), Improving Governance: a New Logic for Empirical Research, Washington, Georgetown University Press.

McNulty, T. y Ferlie, E. (2002), Re-engineering Health Care: the Complexities of Organizational Transformation, Oxford, Oxford University Press.

Manning, N. y Parison, N. (2004), International Public Administration Reform: Implications for the Russian Federation, Washington, World Bank.

Miklos, I. (2000), “Report Recommends Restructuring in Slovak Public Sector”, en Public Management Forum, Vol. 6 N° 2, Paris, p. 5.

Molander, P.; Nilsson, J.-E.; y Schick, A. (2002), “Does Anyone Govern?: the Relationship between the Government Office and the Agencies in Sweden”, Stockholm, SNS (Report from the SNS Constitutional Project).

Newberry, S. (2002), New Zealand’s Public Sector Financial Management System: Resource Erosion in Government Departments, Canterbury, University of Canterbury, mimeo (Ph. D. Thesis).

OECD (1998), Budgeting in Sweden, Paris, OECD. Public Management Service.

OECD (2002a), “Public Sector Modernisation: a New Agenda”, paper presented at the OECD Global Forum on Governance, London, December 2-3.

OECD (2002b), “Distributed Public Governance: Agencies, Authorities and Other Government Bodies”, paper presented at the OECD Global Forum on Governance, London, December 2-3.

OECD (2003), “Public Sector Modernisation”, en OECD Observer, Paris, October, pp. 1-8.

Osborne, D. y Gaebler, T. (1992), Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector, Reading, Addison-Wesley.

Packwood, T.; Pollitt, C.; y Roberts, S. (1998), “Good Medicine?: a case Study of Business Reengineering in a Hospital”, en Policy and Politics, Vol. 26 N° 4, Colchester, pp. 401-415.

Pollitt, C. (2002), “Clarifying Convergence: Striking Similarities and Durable Differences in Public Management Reform”, en Public Management Review, Vol. 4 N°1, London, pp. 471-492.

Pollitt, C. (2003a), “Public Management Reform: Reliable Knowledge and International Experience”, en OECD Journal on Budgeting, Vol. 3 N° 3, Paris, pp. 121-136.

Pollitt, C. (2003b), The Essential Public Manager, Maidenhead, Open University Press, McGraw Hill.

Pollitt, C. y Bouckaert, G. (2004), Public Management Reform: a Comparative Analysis, Oxford, Oxford University Press, 2a. ed.

Pollitt, C. y Talbot, C. (eds.) (2004), Unbundled Government: a Critical Analysis of the Global Trend to Agencies, Quangos and Contractualisation, London, Routledge.

Pollitt, C.; Talbot, C.; Caulfield, J.; y Smullen, A. (2005), Agencies: How Governments Get Things Done through Semi-Autonomous Agencies, Basingstoke, Palgrave, Macmillan (en imprenta).

Raedelli, C. (2002), “The Politics of Regulatory Impact Analysis in OECD countries: Best Practice and Lesson-Drawing”, paper presented at the “Seminar on Regulatory Impact Analysis in Comparative Perspective”, Economic and Social Research Council; Centre for Analysis of Risk and Regulation; London School of Economics and Political Science, London, March 11.

Rinne, J. (2001), Re-designing the State in Latin America: Pundits, Policy-Makers and Organized Labor in Argentina and Brazil, Princeton, Princeton University. Department of Politics, mimeo (Ph. D. Thesis).

SIGMA (2001), Financial Management and Control of Public Agencies, Paris, OECD (SIGMA Papers, N° 32).

Taliercio, R. (2004), “The Design, Performance, and Sustainability of Semi-autonomous Revenue Authorities in Africa and Latin America”, en Unbundled Government: a Critical Analysis of the Global Trend to Agencies, Quangos and Contractualisation, C. Pollitt y C. Talbot (eds.), London, Routledge, pp. 264-282.

Westney, D. (1987), Imitation and Innovation: the Transfer of Western Organizational Patterns to Meiji Japan, Cambridge, Harvard University Press.

Wilson, J. Q. (1989), Bureaucracy: What Government Agencies Do and Why They Do It, New York, Basic Books.

Yamamoto, K. (2004), “Agencification in Japan: Renaming, or Revolution?”, en Unbundled Government: a Critical Analysis of the Global Trend to Agencies, Quangos and Contractualisation, C. Pollitt y C. Talbot (eds.), London, Routledge, pp. 215-226.

Zbaracki, M. (1998), “The Rhetoric and Reality of Total Quality Management”, en Administrative

Science Quarterly, Vol. 43 N° 3, Ithaca, pp. 602-636.