Professor Goldfinch has previously worked for the New Zealand government, and has advised and consulted for governments across the world. He has held positions in the Nottingham University Business School, the American University of Sharjah and the Universities of Canterbury and Otago. His many articles which have appeared in the top journals in the field, including Public Administration Review, Public Administration, Governance, Public Administration and Development, Journal of Policy History and Journal of Peace Studies. He is the author, co-author or editor of five books, including Dangerous Enthusiasms: e-government, computer failure and information system development (Otago University Press, 2006, with Robin Gauld) and Remaking New Zealand and Australian Economic Policy (Georgetown University Press, 2000).
Professor Shaun Goldfinch
His most recent book is Prometheus Assessed? Citation Analysis, Peer Review and Research Quality (Woodhead Publishing, 2012, with Kiyoshi Yamamoto). He is on the editorial board of Journal of New Zealand and Pacific Studies and Public Management Review.
Transitional States and Public Management in the South Pacific
With apparent democratization in both Tonga and Fiji and ongoing efforts for state building elsewhere in the South Pacific, what implications does this have for public management? Transitional states are characterized by ambiguity and lack of institutionalization and even radical de-institutionalization. This state of flux can provide both major difficulties, but also opportunities for public servants.