Politics,Public Opinion,and Privatization: A Test of Competing Theories in Great Britain

Reforms known collectively as the new public management (NPM) are sweeping governments worldwide. For a movement espousing customer-based service orientations, there is a curious paucity of research on citizens' attitudes toward these reforms. We know little about how citizens feel about them, how they arrive at their conclusions, and how durable their attitudes are likely to be. Using citizen attitudes culled from the 1987--1992 British General Election Panel Survey, we apply multiple regression analysis to begin exploring these issues in one critical area of NPM reform: privatization of state-owned enterprises. We find that the overall predictive power of the five theoretical perspectives culled from public opinion research and operationalized in our model is quite respectable, but that evaluations are too complex for any single explanation of public opinion formation to capture. We also find that British attitudes toward privatization were most associated with cue-taking from leaders and parties, ideological moorings associated with individualism, and income. From these findings we offer a set of hypotheses suitable for testing in future research—most especially, a disparate impact hypothesis—that have important implications for practice and theory-building regarding public opinion and market-based administrative reforms worldwide.