Relationship between public sector reforms and culture: The implementation of NPM‐related performance management reforms in a collectivist and risk averse culture

As performance management reforms gain traction worldwide, their implementation, however, has demonstrated mixed results. This trend is visible in the manner countries have adopted and implemented New Public Management (NPM)-related public sector that are based on neo-classical business models of organisation management. Experiences various demonstrate inherent individualistic aspects NPM-related do not suit context with a collective culture. The introduction series introduced to Bhutan’s civil service over last 15 years explores relationship between article highlights challenges faced implementation collectivist risk averse experience provide an insightful lesson for other similar culture context.