The New Public Management (NPM) and Its application in African contexts: the case of Cape Verde

Abstract

This article analyzes the implementation of New Public Management (NPM) in Cape Verde, aiming to determine whether its adoption represents a contextualized innovation or a mere imitation of external models. The research methodology is based on an in-depth documentary analysis, which includes academic studies, reports from international organizations (such as the World Bank and the IMF), and public perception surveys (such as Afrobarometer). The case study focuses on administrative reforms, privatization and renationalization processes, with particular attention to the companies Cabo Verde Airlines and Electra, which serve as paradigmatic examples of the tensions between imported management models and local realities. The main findings indicate that the implementation of NPM in Cape Verde is a hybrid process, combining elements of innovation and imitation, varying significantly across different sectors and over time. This duality reflects the inherent contradictions of a small island state that, despite possessing a strong national identity, maintains considerable external dependence. The study concludes that, although NPM has introduced improvements in areas such as administrative modernization and financial management, its application faces significant challenges, notably policy decontextualization, institutional instability, and difficulties in building citizens’ trust.