Neoliberalisation, fast policy transfer and the management of labor market services
AffiliationUniversity of Derby
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AbstractNeoliberalism has been a core concern for IPE for several decades, but is often ill-defined. Research offering greater definitional clarity stresses the role of contingent and local level factors in diverse processes of neoliberalisation. This paper contributes to that literature, addressing a surprising gap in critical IPE knowledge; the management practices by which pressures to activate the unemployed and to make them more competitive, are implemented. The paper suggests that performance management, is significant as both a depoliticising policy coordination mechanism and a highly politicised policy implementation practice. The paper invokes a scalar-relational approach which sees the pressure to innovate and compete at lower scales as driven by the political economy of competitiveness at the system scale. The paper reports on research undertaken within the empirical frame of EU meta-governance, showing how performance management is part of lower-scale attempts to adapt to system-scale pressures. It is neoliberalising in both form and content. It concludes by showing that while performance management may be a significant component of neoliberalisation there is scope for engagement and contestation motivated by egalitarian ideals. Critical IPE scholars interested in contesting neoliberalisation should therefore engage with the political economy of management practice as well as policy design.
CitationNunn, A. (2019) 'Neoliberalisation, fast policy transfer and the management of labour market services'. Review of International Political Economy, pp. 1-21. DOI: 10.1080/09692290.2019.1625424
PublisherTaylor & Francis
JournalReview of International Political Economy
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Ambiguity, manageability and the orchestration of organisational change: a case study of an English Premier League Academy ManagerGibson, Luke; Groom, Ryan; University of Derby; Manchester Metropolitan University (Taylor Francis, 2017-04-05)An academy is an organisational context operated by professional football clubs, governed by the rules of the English Football Association and the English Premier League. Academies provide coaching and education for youth football players aged from under 9 to under 21. The Academy Manager is responsible for the strategic leadership and operation of the club’s academy. This includes implementing the club’s philosophy, coaching and games programme, player education, and the management of academy staff. The purpose of this paper is to explore the experiences of Simon [pseudonym], an English Premier League Academy Manager, when implementing organisational change within an academy. Data were collected from a work-based diary and four in-depth semi-structured interviews. The notion of orchestration is used as an analytical frame to make sense of Simon’s experiences through the change process and further our understanding of the social complexities of organisational change in elite sporting environments.