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Implementing Reforms
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This chapter continues to analyze the relationship between decision and action using a case study on Swedish Rail (Statens Järnvägar, SJ). In February 1987, the board of directors of SJ met to consider a plan drawn up by an international consultancy company to implement a radical reform, the ‘New SJ’. The basic idea was to make the company more businesslike. SJ was to be run as a company and not as a government service, and its corporate aim was to be a profitable business. The chapter addresses the question of why reforms may be difficult to implement. It suggests that there are certain fundamental and common characteristics of administrative reforms which make them difficult to implement by nature.
Title: Implementing Reforms
Description:
This chapter continues to analyze the relationship between decision and action using a case study on Swedish Rail (Statens Järnvägar, SJ).
In February 1987, the board of directors of SJ met to consider a plan drawn up by an international consultancy company to implement a radical reform, the ‘New SJ’.
The basic idea was to make the company more businesslike.
SJ was to be run as a company and not as a government service, and its corporate aim was to be a profitable business.
The chapter addresses the question of why reforms may be difficult to implement.
It suggests that there are certain fundamental and common characteristics of administrative reforms which make them difficult to implement by nature.
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