Lost in translation: The inappropriateness of occidental new public management to reform of the public sector bureaucracy in Japan

This paper aims to consider the suitability of Anglo‐American new public management (NPM) practices in the context of public sector reform in Japan.

The paper examines the two principal alternative approaches that have been taken to public sector reform in the UK and the USA. These comprise in the case of the UK the setting of targets by politicians and the monitoring by quasi‐autonomous non‐governmental organisations of the extent to which these are delivered upon. This is in contrast to the USA, where reform has been founded upon “market‐oriented populism”. Reforms implemented by successive Japanese administrations since the end of the Second World War are considered and the extent to which these manifested a philosophical preference for either approach.

The research finds that the Anglo‐American (occidental) versions of NPM may not be appropriate in the context of public sector reform in Japan. Attempts to achieve a decentralised and deregulated form of NPM, philosophically rooted in the 1945 Constitution as written by the post‐Second World War Occupying Power, the United States, and mimicked from its Anglo‐American contexts by Japan's political elite may, paradoxically, delay achievement of more culturally accommodating reform of the bureaucracy acceptable to all the country's principal democratic stakeholders.

The need for Japan's public sector reformers to evolve a unique form of NPM which accommodates the cultural and historical traditions of the country instead of mimicking occidental approaches is identified. Specifically, the paper provides policy proposals as to how this alternative to the UK and US models may be developed.

The paper suggests an alternative approach to public sector reform in Japan, which may be suitable for other countries looking to implement NPM but finding the USA and UK policies unsuitable in the context of their own traditions. Accordingly, the paper should be of value to public sector managers and policy makers generally who are looking to innovate upon traditional models of NPM.