Managerialism Meets Regime: A Distinctively Singaporean Marriage?

Abstract

Managerial reforms were once assumed to be apolitical, and hence universally applied to various political settings. This assumption has been widely contested; some argue that managerial reforms are not applicable to countries outside what are termed Western liberal democracies, due to differing political contexts. The case of Singapore offers a counter-argument to these claims—managerial reforms were well-received in the state and its bureaucracy; both of which were vastly different from those of liberal democracies. The article further argues that this was not a coincidence; there seem to be salient reasons why managerial reforms were able to ‘marry’ Singapore's regime. This case study offers insights vis-à-vis a broader question: whether and how managerial reforms can be justified within and received in differing political contexts. It seems imperative to address this question, given the implications for future scholarship and how managerialism is a significant matter of concern to many governments worldwide.

Keywords:

• Performance-Based Management
• Decentralization
• Management-by-Objectives
• Singapore
• Developmental States
• Managerial Reform

Additional information

Funding

This research was supported by the National University of Singapore [Start-up grant number R-603-000-114-133].