Looking into the black box of non-systemic quality management in public administration

Purpose Through the lens of neo-institutionalism, this study suggests an up-to-date check of non-systemic quality management (QM) practices, based on the example of Swiss cantonal public administrations. Related findings shall allow public managers to choose concrete tools for quality improvement, which are less resource intensive than quality management systems (QMS). Design/methodology/approach A framework of quality management tools (QMTs) is developed based on existing literature, tested and adapted through four case studies and applied to a broader variety of Swiss public administrations based on a survey. It is detected to what extent QMTs are used, since when and with what intensity by paying attention to the respective importance of new public management (NPM) and network governance (NG)-shaped QMTs. Findings All examined offices use an important number of QMTs. Classical isomorphism only takes place on a superficial level. Findings are in line with more recent neo-institutional views, involving reflective attitudes of public administrations, which lead to a selective choice of QMTs. Non-systemic QM consists of NPM- and NG-shaped tools, although the latter are used less often in practice. Research limitations/implications The obtained results need further confirmation based on a quantitively broader sample. Practical implications It is suggested to practitioners to choose individual QMTs with a focus on performance impact, opting to use a smaller number of QMTs in a systematic way rather than a bigger number with only half-hearted application. Originality/value This article sheds light on the often invisible non-systemic QM in public administration.