Public management reform involves the transfer of knowledge and practices across countries, but this process is complex and context-dependent. Christopher Pollitt argues that while international examples of successful reforms exist, such as the British Next Steps model being adopted in various countries, the effectiveness of these transfers is not guaranteed. He emphasizes that knowledge of what works in one context may not apply elsewhere due to differences in institutional, cultural, and political environments. Pollitt highlights that the international transfer of management technologies is often driven by factors such as prestige, legitimacy, and the desire to gain influence, rather than purely by the merits of the technology itself. He also notes that many management technologies, such as Total Quality Management (TQM), Business Process Reengineering (BPR), and autonomous agencies, are complex and multifaceted, making their transfer challenging. The paper discusses the limitations of the car analogy, which oversimplifies the nature of public management reforms. It stresses that the transfer of management technologies is not a straightforward process and requires careful consideration of the local context, including institutional structures, cultural norms, and political dynamics. The success of a reform depends on a variety of factors, including the similarity of goals between the exporting and importing jurisdictions, the complexity of the technology, and the compatibility of institutional and cultural contexts. Pollitt also points out that the international transfer of management knowledge is often influenced by the dominance of certain models, such as the Anglo-Saxon approach, which can lead to a lack of contextual sensitivity. He argues that while there is a growing body of academic literature on this topic, much more research is needed to understand the conditions that favor successful transfers and to develop a more comprehensive framework for analyzing these processes. In conclusion, Pollitt cautions against the assumption that management knowledge can be universally applied across different contexts. He emphasizes the importance of combining technical expertise with local contextual awareness to ensure the success of public management reforms. The paper calls for further research and a more nuanced understanding of the complexities involved in the international transfer of management technologies.Public management reform involves the transfer of knowledge and practices across countries, but this process is complex and context-dependent. Christopher Pollitt argues that while international examples of successful reforms exist, such as the British Next Steps model being adopted in various countries, the effectiveness of these transfers is not guaranteed. He emphasizes that knowledge of what works in one context may not apply elsewhere due to differences in institutional, cultural, and political environments. Pollitt highlights that the international transfer of management technologies is often driven by factors such as prestige, legitimacy, and the desire to gain influence, rather than purely by the merits of the technology itself. He also notes that many management technologies, such as Total Quality Management (TQM), Business Process Reengineering (BPR), and autonomous agencies, are complex and multifaceted, making their transfer challenging. The paper discusses the limitations of the car analogy, which oversimplifies the nature of public management reforms. It stresses that the transfer of management technologies is not a straightforward process and requires careful consideration of the local context, including institutional structures, cultural norms, and political dynamics. The success of a reform depends on a variety of factors, including the similarity of goals between the exporting and importing jurisdictions, the complexity of the technology, and the compatibility of institutional and cultural contexts. Pollitt also points out that the international transfer of management knowledge is often influenced by the dominance of certain models, such as the Anglo-Saxon approach, which can lead to a lack of contextual sensitivity. He argues that while there is a growing body of academic literature on this topic, much more research is needed to understand the conditions that favor successful transfers and to develop a more comprehensive framework for analyzing these processes. In conclusion, Pollitt cautions against the assumption that management knowledge can be universally applied across different contexts. He emphasizes the importance of combining technical expertise with local contextual awareness to ensure the success of public management reforms. The paper calls for further research and a more nuanced understanding of the complexities involved in the international transfer of management technologies.