The new “corporate state”: The meshing of corporate and political power and the erosion of democratic accountability in the UK

Christine Cooper, Jonathan Tweedie, Jane Andrew, Max Baker

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Abstract

This article argues that since 1979, in the UK, democratic accountability has been eroded—in spite of the far greater emphasis formally placed upon meeting the ideal of transparent workings of power. First, we look at structural reforms made to the government by Margaret Thatcher and how these led to an attenuation of ministerial accountability. Second, we consider how the increasing role of accountants and management consultants in formulating and delivering government policy subverts the ideal of a disinterested bureaucracy and results in a blurring of private (for-profit) and public interests.

Original languageEnglish
Pages (from-to)268-285
Number of pages18
JournalFinancial Accountability & Management
Volume39
Issue number2
DOIs
Publication statusE-pub ahead of print - 29 Nov 2022

Keywords

  • corporate state
  • democratic accountability
  • Westminster model
  • Thatcher
  • Consultants

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