Explaining variation in organizational change: the reform of human resource management in the European Comm'ission and the OECD

ABSTRACT In this article we investigate the reforms of human resource management in the European Commission and the OECD by analysing compara-tively to what extent both organizations have adjusted their respective structures towards the ideal type of the so-called new public management (NPM). The empiri-cal findings show that reforms towards NPM are more pronounced in the Commis-sion than in the OECD. These findings are surprising for two reasons: first, it seems paradoxical that the OECD as central promoter of NPM at the international level lags behind the global trend when it comes to reforming its own structures. Second, this result is in contradiction to theoretical expectations, as they can be derived from theories of institutional isomorphism. Nevertheless, to account for the surprising results, it is necessary to modifY and complement existing theories especially with regard to the scope conditions of their causal mechanisms. KEY WORDS European Commission; human resource management; institutional isomorphism; new public management; OECD; organizational change. 1