Yet many scholars and practitioners have continued to express concerns about the New Public Management and the role for public managers this model suggests. For example, in a recent Public Administration Review symposium on leadership, democracy, and public management, a number of authors thoughtfully considered the opportunities and challenges presented by the New Public Management Those challenging the New Public Management in the symposium and elsewhere ask questions about the inherent contradictions in the movement (Fox I996), the values promoted by it (deLeon and Denhardt 2000; Frederickson 1996; Schachter 1997); the tensions between the emphasis on decentralization promoted in the market model and the need for coordination in the public sector (Peters and Savoie 1996); the implied roles and relationships of the executive and legislative branches (Carroll and Lynn 1996); and the implications of the privatization movement for democratic values and the public interest (McCabe and Vinzant 1999). Others have suggested that public entrepreneurship and what Terry (1993. 1998) has called “neomanagerialism" threaten to undermine democratic and constitutional values such as fairness, justice, representation, and participation.