The implementation of school-based management reform is a complicated process involving changes not only in structures and political relations but also in social interactions and cultural elements at both school and system levels. The lack of multi-perspectives in the analysis of school reforms sets a tight limitation on the understanding and implementation of school-based management. This paper aims to apply the structural perspective, the human resource perspective, the political perspective, and the cultural perspective to review and analyse the case of Hong Kong in implementing school-based management. It is hoped that the analysis of the Hong Kong case can provide an useful illustration of the application of multi-perspectives to support development of school-based management and draw useful implications for school reforms in both local and international contexts. Copyright © 2000 Kluwer Academic Publishers.