PT J AU Haeder, SF Weimer, DL Mukamel, DB AF Haeder, Simon F. Weimer, David L. Mukamel, Dana B. TI A Knotty Problem: Consumer Access and the Regulation of Provider Networks SO JOURNAL OF HEALTH POLITICS POLICY AND LAW LA English DT Article DE provider networks; regulation; insurance; Affordable Care Act ID CARDIAC-SURGEONS; NARROW NETWORKS; CARE; QUALITY; MARKETPLACE; PERFORMANCE; PLANS AB In order to increase access to medical services, expanding coverage has long been the preferred solution of policy makers and advocates alike. The calculus appeared straightforward: provide individuals with insurance, and they will be able to see a provider when needed. However, this line of thinking overlooks a crucial intermediary step: provider networks. As provider networks offered by health insurers link available medical services to insurance coverage, their breadth mediates access to health care. Yet the regulation of provider networks is technically, logistically, and normatively complex. What does network regulation currently look like and what should it look like in the future? We take inventory of the ways private and public entities regulate provider networks. Variation across insurance programs and products is truly remarkable, not grounded in empirical justification, and at times inherently absurd. We argue that regulators should be pragmatic and focus on plausible policy levers. These include assuring network accuracy, transparency for consumers, and consumer protections from grievous inadequacies. Ultimately, government regulation provides an important foundation for ensuring minimum levels of access and providing consumers with meaningful information. Yet, information is only truly empowering if consumers can exercise at least some choice in balancing costs, access, and quality. C1 [Haeder, Simon F.] Penn State Univ, Sch Publ Policy, University Pk, PA 16802 USA. [Weimer, David L.] Univ Wisconsin, Polit Econ, Madison, WI 53706 USA. [Mukamel, Dana B.] Univ Calif Irvine, Med Publ Hlth & Nursing, Irvine, CA USA. [Mukamel, Dana B.] Univ Calif Irvine, iTEQC Res Program, Irvine, CA USA. RP Haeder, SF (reprint author), Penn State Univ, Sch Publ Policy, University Pk, PA 16802 USA. 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Policy Law PD DEC 1 PY 2019 VL 44 IS 6 BP 937 EP 954 DI 10.1215/03616878-7785835 PG 18 WC Health Care Sciences & Services; Health Policy & Services; Medicine, Legal; Social Issues; Social Sciences, Biomedical SC Health Care Sciences & Services; Legal Medicine; Social Issues; Biomedical Social Sciences GA JM4MV UT WOS:000496191400007 PM 31408883 OA Bronze DA 2019-12-02 ER PT J AU Xiong, W Chen, B Wang, HM Zhu, DJ AF Xiong, Wei Chen, Bin Wang, Huanming Zhu, Dajian TI Transaction Hazards and Governance Mechanisms in Public-Private Partnerships: A Comparative Study of Two Cases SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE comparative case study; governance; power project; public-private partnerships ID INCOMPLETE CONTRACTS; COSTS; TRUST; PERFORMANCE; INCENTIVES; OWNERSHIP; PROJECTS; BENEFITS; WATER AB Public-private partnerships (PPPs), although widely used to build infrastructure and deliver public services around the world, have confronted transaction hazards of uncertainty, asset specificity, information asymmetry, and contract incompleteness. 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PD NOV 2 PY 2019 VL 42 IS 6 BP 1279 EP 1304 DI 10.1080/15309576.2019.1574592 PG 26 WC Public Administration SC Public Administration GA JK9FX UT WOS:000495145100002 DA 2019-12-02 ER PT J AU Markman, GD Gianiodis, P Payne, GT Tucci, C Filatotchev, I Kotha, R Gedajlovic, E AF Markman, Gideon D. Gianiodis, Peter Tyge Payne, G. Tucci, Christopher Filatotchev, Igor Kotha, Reddi Gedajlovic, Eric TI The Who, Where, What, How and When of Market Entry SO JOURNAL OF MANAGEMENT STUDIES LA English DT Article ID FIRM-SPECIFIC FACTORS; CORPORATE GOVERNANCE; PERFORMANCE-DRIVEN; INNOVATION; INDUSTRY; PERSPECTIVE; COMPLEMENTS; DECISIONS; FRAMEWORK; SURVIVAL AB This introductory, along with the eight articles contained within this Special Issue, highlights and brings greater clarity to entrant-incumbent interactions and to firm movement - when entrants traverse market territories for the creation and/or delivery of offerings, where 'markets' include service or product categories, technology or resource spaces, industries, sectors and/or geographies. Collectively, this Special Issues explains that firm movement across market boundaries is highly consequential, influencing resource-capability mixes inside firms, interfirm relations, market logic and industry value chains, and of course, people, communities and even nations. Specifically, we develop a field-wide perspective of market entry by expanding on the framework of market entry that Zachary and his colleagues developed (Zachary et al., 2015) - i.e., the who (players such as incumbents, entrants, suppliers, etc.), when (the timing and sequence of entry), how (the strategy, resources, capabilities, etc.), where (the space of entry) and what (product, service, business model, etc.) - to include two additional categories: complements (networks, platforms, ecosystems) and non-market elements (government, political, social and cultural arrangements). We also summarize the eight highly diverse and insightful articles that make this Special Issue, and conclude with a discussion to highlight foundational questions that point to new directions in future research in this field. In sum, we hope to inspire scholars to go beyond counting outcomes (e.g., entry/exit rates, or profiling successful versus unsuccessful entrants), to consider contexts, processes and contingencies (e.g., cost, time, collaboration, competition, interfirm relations, etc.) and to discover boundary conditions that inform a theory of market entry. C1 [Markman, Gideon D.] Colorado State Univ, 218 Rockwell Hall, Ft Collins, CO 80523 USA. [Markman, Gideon D.] Univ Ghent, Ghent, Belgium. [Gianiodis, Peter] Duquesne Univ, Pittsburgh, PA 15219 USA. [Tyge Payne, G.] Texas Tech Univ, Lubbock, TX 79409 USA. [Tucci, Christopher] Imperial Coll, Sch Business, London, England. [Tucci, Christopher] Ecole Polytech Fed Lausanne, Lausanne, Switzerland. [Filatotchev, Igor] Kings Coll London, London, England. [Filatotchev, Igor] Vienna Univ Econ & Business, Vienna, Austria. [Kotha, Reddi] Singapore Management Univ, Singapore, Singapore. [Gedajlovic, Eric] Simon Fraser Univ, Burnaby, BC, Canada. 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PD NOV PY 2019 VL 56 IS 7 SI SI BP 1241 EP 1259 DI 10.1111/joms.12448 PG 19 WC Business; Management SC Business & Economics GA JH0II UT WOS:000492457600001 DA 2019-12-02 ER PT J AU Lee, N Clarke, S AF Lee, Neil Clarke, Stephen TI Do low-skilled workers gain from high-tech employment growth? High-technology multipliers, employment and wages in Britain SO RESEARCH POLICY LA English DT Article DE Wages; Labour markets; Multipliers; High-technology; Cities; Inequality ID CREATIVE CITY; INNOVATION; INEQUALITY; POVERTY AB Do low-skilled workers benefit from the growth of high-technology industries in their local economy? Policymakers invest considerable resources in attracting and developing innovative, high-tech industries, but there is relatively little evidence on the distribution of the benefits. This paper investigates the labour market impact of high-tech growth on low and mid-skilled workers, using data on UK local labour markets from 2009-2015. It shows that high-tech industries - either STEM-intensive 'high-tech' or digital economy - have a positive jobs multiplier, with each 10 new high-tech jobs creating around 7 local non-tradeable service jobs, around 6 of which go to low-skilled workers. Employment rates for mid-skilled workers do not increase, but they benefit from higher wages. Yet while low-skilled workers gain from higher employment rates, the jobs are often poorly paid service work, so average wages fall, particularly when increased housing costs are considered. C1 [Lee, Neil] London Sch Econ & Polit Sci, Dept Geog & Environm, Houghton St, London WC2A 2AE, England. [Clarke, Stephen] Resolut Fdn, London SW1H 9AA, England. RP Lee, N (reprint author), London Sch Econ & Polit Sci, Dept Geog & Environm, Houghton St, London WC2A 2AE, England. EM n.d.lee@lse.ac.uk FU Resolution Foundation; Economic and Social Research CouncilEconomic & Social Research Council (ESRC) [ES/M007111/1] FX This research was supported by the Resolution Foundation and the Economic and Social Research Council [ES/M007111/1]. We would like to thanks Maryann Feldman and four anonymous referees for challenging and constructive comments, along with Conor D'Arcy, Matthew Whittaker, Torsten Bell, Tom Kemeny, Tommaso Ciarli, Alberto Marzucchi, Vassilis Monastiriotis, Emma Dreyer and Maria Savona. We are also grateful to participants at the RSA Winter Conference 2016 and seminars at the Science Policy Research Unit (SPRU), University of Sussex, University of Southampton Business School, Universidade do Minho, University of Strathclyde, and the Young Foundation. CR Autor DH, 2013, AM ECON REV, V103, P1553, DOI 10.1257/aer.103.5.1553 Bakhshi H., 2015, GEOGRAPHY UKS CREATI Bakhshi H, 2009, INNOV-MANAG POLICY P, V11, P169, DOI 10.5172/impp.11.2.169 Bartik T. 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Policy PD NOV PY 2019 VL 48 IS 9 AR UNSP 103803 DI 10.1016/j.respol.2019.05.012 PG 11 WC Management SC Business & Economics GA IX7GH UT WOS:000485851300005 OA Other Gold, Green Published DA 2019-12-02 ER PT J AU Trondal, J AF Trondal, Jarle TI Public administration sustainability and its organizational basis SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article; Early Access DE central administration; decision-making behaviour; design; organizational approach; public governance; sustainability ID FORMAL-STRUCTURE; INFORMATION; REFORM AB Benefiting from a novel data set spanning nearly half a century, this study probes the sustainability of public governance. Theoretically, it examines how sustainable public governance rests on its organizational fabric. The study illuminates how organizational factors systematically influence decision-making behaviour and thus public governance sustainability. Moreover, the study argues that since organizational structure is amendable to deliberate manipulative change, it may thus be an important design instrument of the context of choice in public governance. Accordingly, the article offers an avenue to build bridges between the academic and practitioner worlds of public administration. Empirically and methodologically, the study offers: a novel large-N (13,173) and longitudinal data set that spans five observation points in 1976, 1986, 1996, 2006 and 2016; nine surveys at ministry and agency levels; and several generations of government officials. Taken together, the data set demonstrates that both administrative sustainability in public administration and sustainable public governance rest on its organizational fabric. Points for practitioners A sustainable public administration is a necessary condition for public service delivery. Based on observations that span 40 years (1976 to 2016), this study offers an opportunity to systematically trace public governance processes over half a century. Second, this study examines how sustainable public governance rests on its organizational fabric. Organizational factors systematically influence decision-making behaviour and arguably influence administrative governance. Moreover, organizational structure is amendable to deliberate manipulative change and may thus be an important design instrument of the context of choice in public governance. As such, the article offers an avenue to build bridges between the academic and practitioner worlds of public administration. C1 [Trondal, Jarle] Univ Agder, Polit Sci, Dept Polit Sci & Management, Kristiansand, Norway. [Trondal, Jarle] Univ Oslo, ARENA Ctr European Studies, Oslo, Norway. RP Trondal, J (reprint author), Univ Agder, POB 422, N-4604 Kristiansand, Norway. 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AR UNSP 0020852319869430 DI 10.1177/0020852319869430 EA OCT 2019 PG 17 WC Public Administration SC Public Administration GA JK1SM UT WOS:000494627400001 DA 2019-12-02 ER PT J AU Argyres, N Bercovitz, J Zanarone, G AF Argyres, Nicholas Bercovitz, Janet Zanarone, Giorgio TI The role of relationship scope in sustaining relational contracts in interfirm networks SO STRATEGIC MANAGEMENT JOURNAL LA English DT Article; Early Access DE interfirm cooperation; interfirm networks; interorganizational relationships; relational contracts; relationship scope ID SOCIAL-STRUCTURE; IMPLICIT CONTRACTS; FORMAL CONTRACTS; GOVERNANCE; PERFORMANCE; OWNERSHIP; SUPPORT; COSTS; TRUST; DETERMINANTS AB Research summary A key strategic decision for many firms is the scope of their relationships with partners. Existing theories of relationship scope are limited in that they disregard the facts that: (a) most firms transact within networks of multiple partners, and (b) these partnerships often involve two-sided moral hazard. We develop a theory of partnership scope in interfirm networks that addresses these deficiencies. We show how, by broadening the scope of business it conducts with its partners, a firm can reduce externalities between them, and thereby sustain self-enforcing exchange relationships ("relational contracts") in which both parties cooperate with each other repeatedly and maximize the value created. We discuss numerous settings in which our model applies, including franchising, supply chains, and platform-based ecosystems. Managerial summary A key strategic decision for many firms is the number of transactions or activities they conduct with a given supplier, business customer, or company that sells complementary products or services. We offer a theory to explain why firms often prefer relationships with broader scope. Whereas other theories are based on the ability to leverage partner knowledge or cheaper supervision, our theory is based on the concept of a "relational contract", in which a firm and its partner cooperate with each other repeatedly according to an informal agreement between them. We show that under relational contracting, broader scope relationships encourage better mutual cooperation than narrow scope relationships, thereby maximizing the value created by them. We discuss how our model applies to franchising, supply chains, and platform-based ecosystems. C1 [Argyres, Nicholas; Zanarone, Giorgio] Washington Univ, Olin Business Sch, St Louis, MO 63130 USA. [Bercovitz, Janet] Univ Colorado, Leeds Sch Business, Boulder, CO USA. RP Argyres, N (reprint author), Washington Univ, Olin Business Sch, St Louis, MO 63130 USA. EM argyres@wustl.edu FU Spanish Ministry of the Economy, Industry, and Competitiveness [ECO2017-85763-R] FX We thank seminar/conference session participants at NYU, Tulane, the Workshop on Relational Contracts, the Vienna Conference on Strategy, Organizational Design and Innovation, the Society for Institutional and Organizational Economics Conference, and the Academy of Management Meetings. We particularly thank Bob Gibbons, Hanna Halaburda, ThorbjOrn Knudsen, Francine Lafontaine, Desmond Lo, Alan Schwartz, and Aks Zaheer. We acknowledge financial support from the Spanish Ministry of the Economy, Industry, and Competitiveness through grant ECO2017-85763-R. 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Dhanaraj, Charles TI Internalization theory for the digital economy SO JOURNAL OF INTERNATIONAL BUSINESS STUDIES LA English DT Article DE internalization theory; digitalization; firm-specific assets; governance choices; digital SMNCs; network advantage; human capital FSA; core and peripheral technologies; generic and advanced skills ID MULTINATIONAL-ENTERPRISE; EVOLUTIONARY-THEORY; FIRM; TECHNOLOGY; KNOWLEDGE; CAPABILITIES; GOVERNANCE; INNOVATION; BUSINESS; INTERNATIONALIZATION AB We study the internationalization of digital service multinational enterprises (SMNCs), focusing on how digitalization alters internalization theory's assumptions about the nature of firm-specific assets (FSAs) and the theory's predictions about governance choices in cross-border transactions. We invoke Simon's (Proc Am Philos Soc 106(6):467-482, 1962) near-decomposability concept to explain how digitalization enables two distinct types of FSAs - technology and human capital. Applying the ideas of modularity and skill complexity, we further distinguish between core versus peripheral technology FSAs and between generic versus advanced human capital FSAs. Building on the transferability and appropriability of these strategic assets, we theorize on the FSAs' internalization propensity in the digital age. We propose that with rising digitalization, the network plays a dual role - as a governance mode and as a strategic resource. Integrating insights from network economics, particularly increasing returns to scale, we propose that network advantages (O-n) emerge as a distinct strategic resource that merits separate investigation from the traditional asset-based (O-a) and transaction-based (O-t) advantages. C1 [Banalieva, Elitsa R.] Northeastern Univ, DAmore McKim Sch Business, Int Business & Strategy Grp, Boston, MA 02115 USA. [Dhanaraj, Charles] Temple Univ, Fox Sch Business, Philadelphia, PA 19122 USA. 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Int. Bus. Stud. PD OCT PY 2019 VL 50 IS 8 SI SI BP 1372 EP 1387 DI 10.1057/s41267-019-00243-7 PG 16 WC Business; Management SC Business & Economics GA IY6JF UT WOS:000486502100008 OA Other Gold DA 2019-12-02 ER PT J AU Tian, XL Christensen, T AF Tian Xiaolong Christensen, Tom TI Beyond NPM to Post-NPM? A Study of China's Government Reforms Over the Past 40 Years SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE China; New Public Management; post-NPM; service-oriented government; positive coordination; value orientation ID JOINED-UP GOVERNMENT; ADMINISTRATIVE REFORM; PUBLIC MANAGEMENT; ETHICS AB This article examines China's government reforms over the past 40 years from an instrumental-structural and a cultural-value perspective with the aim of exploring the supposed shift from New Public Management (NPM) to post-NPM. It finds that some aspects of the Old Public Administration (OPA) have been combined with NPM and post-NPM features in a layering process, resulting in new hybrid organizational forms and value orientations. In particular, the analysis shows that China's post-NPM-oriented reforms have focused on positive coordination in the sense of super-ministries and networks on the one hand and value-based governance with a service orientation on the other hand. C1 [Tian Xiaolong] Nanjing Univ, Sch Govt, Nanjing, Jiangsu, Peoples R China. [Christensen, Tom] Univ Oslo, Dept Polit Sci, Publ Adm & Policy, Oslo, Norway. [Christensen, Tom] Renmin Univ, Sch Publ Adm & Policy, Beijing, Peoples R China. RP Christensen, T (reprint author), Univ Oslo, Dept Polit Sci, POB 1097 Blindern, N-0317 Oslo, Norway. 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Rev. Public Adm. PD OCT PY 2019 VL 49 IS 7 BP 855 EP 865 DI 10.1177/0275074019849122 PG 11 WC Public Administration SC Public Administration GA IU5RP UT WOS:000483645300008 DA 2019-12-02 ER PT J AU Wirtz, BW Birkmeyer, S Langer, PF AF Wirtz, Bernd W. Birkmeyer, Steven Langer, Paul F. TI Citizens and mobile government: an empirical analysis of the antecedents and consequences of mobile government usage SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article; Early Access DE eGovernment; empirical analysis; mobile government; technology acceptance model; word of mouth ID TECHNOLOGY ACCEPTANCE MODEL; USER ACCEPTANCE; ADOPTION BEHAVIOR; SERVICES; MGOV AB Mobile government services have significantly gained importance for practitioners and researchers. However, there is a lack of empirical investigation into the diffusion of mobile government among users. Based on the technology acceptance model and related literature, we derived a structural model providing the central antecedents of citizens' usage intention of mobile government services and its effect on word-of-mouth intention. Findings from a sample of 161 German public administration students largely supported the model. Only the anticipated effect of perceived interactivity on intention to use was not supported. Points for practitioners The study provides a comprehensive model of mobile government applications' success. Professionals who develop mobile government services should focus on usefulness, usability and a high level of service coverage, as well as privacy and security aspects, to increase citizens' intention to use the respective service. Interactivity has not been found to be a significant factor for citizens' intention to use mobile government services. The study also suggests that citizens will recommend the services to others if they intend to use it in the first place. C1 [Wirtz, Bernd W.; Langer, Paul F.] German Univ Adm Sci Speyer, Chair Informat & Commun Management, Freiherr vom Stein Str 2, D-67346 Speyer, Germany. [Birkmeyer, Steven] German Univ Adm Sci Speyer, Speyer, Germany. RP Wirtz, BW (reprint author), German Univ Adm Sci Speyer, Chair Informat & Commun Management, Freiherr vom Stein Str 2, D-67346 Speyer, Germany. 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W., 2017, PUBLIC ORG REV, V17, P563 Wirtz BW, 2018, INT J PUBLIC ADMIN, V41, P1385, DOI 10.1080/01900692.2017.1390583 Wirtz BW, 2015, J NONPROFIT PUBLIC S, V27, P70, DOI 10.1080/10495142.2014.965082 Wirtz BW, 2012, PUBLIC ADMIN, V90, P642, DOI 10.1111/j.1467-9299.2011.02004.x Wirtz BW, 2018, INT REV ADM SCI Wirtz BW, 2017, INT J PUBLIC ADMIN, V41, P308 Zikmund W.G., 2012, BUSINESS RES METHODS NR 79 TC 0 Z9 0 U1 4 U2 4 PU SAGE PUBLICATIONS LTD PI LONDON PA 1 OLIVERS YARD, 55 CITY ROAD, LONDON EC1Y 1SP, ENGLAND SN 0020-8523 EI 1461-7226 J9 INT REV ADM SCI JI Int. Rev. Adm. Sci. AR UNSP 0020852319862349 DI 10.1177/0020852319862349 EA SEP 2019 PG 19 WC Public Administration SC Public Administration GA JC3WK UT WOS:000489209000001 DA 2019-12-02 ER PT J AU Dong, Q Lu, JH AF Dong, Qiang Lu, Jiahuan TI What type of nonprofit organization is preferred in government contracting in China? SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article; Early Access DE Chinese nonprofit sector; government contracting; government funding; government-nonprofit relations ID POLICY ADVOCACY; POLITICAL OPPORTUNITIES; COLLABORATION; STATE; NGOS; MANAGEMENT; NETWORKS; INNOVATION; RESOURCES; REVENUE AB Government contracting with nonprofit organizations in service delivery has become a widespread practice in the public administration landscape. This research explores what kinds of nonprofits are more likely to receive government funding for service delivery. Viewing nonprofits' pursuit of government funding as an interorganizational effort, we examine the contextual and organizational factors that influence nonprofits' receipt of government funding. Using the data collected from a nationwide survey of Chinese nonprofits, we find a close contractual relationship between government and nonprofits. Further analysis suggests that policy advocacy, board co-optation, external competition, and organizational formalization have positive impacts on leveraging government funding, while interorganizational collaboration and organizational professionalization do not appear to play a significant role. To our knowledge, this study represents the first nationwide survey research on government-nonprofit contracting in China. The findings expand the literature by adding new empirical evidence from an authoritarian context. Points for practitioners This study examines the contextual and organizational factors affecting Chinese nonprofit organizations' receipt of purchase-of-service contracts from government. The results indicate that nonprofit organizations engaging in more policy advocacy activities, having more people with government working experience on governing boards, facing stronger competition in resource acquisition and service delivery from operating environments, and embracing more formal structures and procedures in organizational operations would receive more government contracts. C1 [Dong, Qiang] China Agr Univ, Coll Humanities & Dev Studies, Beijing, Peoples R China. [Lu, Jiahuan] Rutgers Univ Newark, Sch Publ Affairs & Adm, 111 Washington St, Newark, NJ 07102 USA. RP Lu, JH (reprint author), Rutgers Univ Newark, Sch Publ Affairs & Adm, 111 Washington St, Newark, NJ 07102 USA. 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AR UNSP 0020852319862347 DI 10.1177/0020852319862347 EA SEP 2019 PG 19 WC Public Administration SC Public Administration GA JF0FX UT WOS:000491064400001 DA 2019-12-02 ER PT J AU McShane, I Grechyn, V AF McShane, Ian Grechyn, Viktor TI Public Wi-Fi provision by Australian local government authorities SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article; Early Access DE accountability; data access; evaluation; public Wi-Fi; smart cities ID BROAD-BAND; PRIVATE PARTNERSHIPS; MUNICIPAL; ACCOUNTABILITY; INFRASTRUCTURE; TECHNOLOGY AB Investment by Australian local government authorities (LGAs) in public Wi-Fi (PWF) provision has grown substantially in recent years. PWF represents the first significant venture of LGAs into telecommunications, a field of national jurisdiction, and thus is a precursor of wider local investment in digital communication technologies, particularly the Internet of Things and other 'smart city' infrastructure. However, there has been little published analysis of PWF provision and use in Australia. This knowledge gap limits understanding of the rationales, business models, and uses and impact of investment in these networks and offers little guidance for local authorities and communities contemplating wider ventures in the field of digital networks. This article draws on a national survey of PWF provision by LGAs, together with interview data and critical analysis of policy and institutional settings, to present an overview of local PWF provision in Australia. The analysis highlights some familiar problems associated with LGA infrastructure investment and service delivery, as well as some novel challenges posed for local managers by digital communication networks. Following an empirical mapping of PWF provision in Australia, we explore three significant themes that our research in this field highlights: accountability and transparency, competence in the field of information and communication technologies (ICT) and evaluation. C1 [McShane, Ian; Grechyn, Viktor] RMIT Univ, Ctr Urban Res, Melbourne, Vic 3001, Australia. RP McShane, I (reprint author), RMIT Univ, Ctr Urban Res, Melbourne, Vic 3001, Australia. 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DI 10.1111/1467-8500.12397 EA SEP 2019 PG 18 WC Public Administration SC Public Administration GA IX4VT UT WOS:000485684500001 DA 2019-12-02 ER PT J AU Bouwman, R van Thiel, S van Deemen, A Rouwette, E AF Bouwman, Robin van Thiel, Sandra van Deemen, Ad Rouwette, Etienne TI Cooperation and Competition in Public-Sector Negotiations: A Laboratory Experiment SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE laboratory experiment; negotiation; public; and private-sector differences ID SERVICE MOTIVATION; FACTOR MODEL; BEHAVIOR; PERSONALITY; CONFLICT; POWER; COLLABORATION; MANAGEMENT; DECISION; OUTCOMES AB Negotiating is a core activity in the public and private sector. Because of varying public service motivation (PSM) between public- and private-sector employees, we expect them to behave differently in negotiations. Moreover, one-shot negotiation settings are often studied even as many real-world negotiations are repeated exchanges. We apply a repeated linear public goods game in a laboratory experiment to test the link between PSM and the level of cooperation by using a sample of graduate and undergraduate students. The results show that high-PSM participants, indeed, contributed more over the entire experiment, and therefore, acted more cooperatively in a repeated negotiation. Matching negotiators to opponents with high-PSM, low-PSM did not alter the level of cooperation in negotiation. Based on this, we conclude that cooperation in repeated negotiations is not conditional on the PSM of opponents. We conclude with implications for theory and practice. C1 [Bouwman, Robin] Univ Utrecht, Sch Governance, Utrecht, Netherlands. [van Thiel, Sandra] Radboud Univ Nijmegen, Inst Management Res, Publ Management, Nijmegen, Netherlands. [van Thiel, Sandra] Radboud Univ Nijmegen, Inst Management Res, Res, Nijmegen, Netherlands. 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Manag. Rev. PD SEP 3 PY 2019 VL 42 IS 5 BP 1164 EP 1185 DI 10.1080/15309576.2018.1553720 PG 22 WC Public Administration SC Public Administration GA IY0WM UT WOS:000486113600007 OA Bronze DA 2019-12-02 ER PT J AU Fowler, L AF Fowler, Luke TI Is Partnership Intensity or Density More Effective? SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE Cross-sectoral collaboration; intergovernmental relations; partnerships ID PUBLIC-PRIVATE PARTNERSHIP; ENVIRONMENTAL-MANAGEMENT; NONPROFIT ORGANIZATIONS; COLLABORATION NETWORKS; INTERLOCAL AGREEMENTS; RESOURCE TANGIBILITY; TRANSACTION COSTS; POLICY; GOVERNMENT; COOPERATION AB Current scholarship identifies benefits to both quality of partnerships and extensiveness of networks when managing shared policy goals. However, with limited collaborative capacity, many public service organizations are faced with a decision of whether to pursue intense connections with specific organizations or dense ties with an array of organizations. 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PD SEP 3 PY 2019 VL 42 IS 5 BP 1186 EP 1210 DI 10.1080/15309576.2018.1562946 PG 25 WC Public Administration SC Public Administration GA IY0WM UT WOS:000486113600008 DA 2019-12-02 ER PT J AU Erpf, P Bryer, TA Butkeviciene, E AF Erpf, Philipp Bryer, Thomas Andrew Butkeviciene, Egle TI A Context-Responsiveness Framework for the Relationship Between Government and Social Entrepreneurship: Exploring the Cases of United States, Switzerland, and Lithuania SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE case studies; context factors for social entrepreneurship; public problem solving; social entrepreneurship ID ENTERPRISE; SECTOR AB In this article, we consider the status of social entrepreneurship and social enterprise in relation to government and public administration practice. For this purpose, we present and discuss a framework composed of three alignments. In the first alignment, social entrepreneurial practices and supportive policies, to the extent they exist, are fully bracketed within sociohistorical traditions of the place and cultural traditions of the people and groups in society. In the second alignment, governments have established or are in the process of establishing systems reforms to promote social entrepreneurial behavior that link specific policy interventions, or sociocultural interventions, with a normatively desired environment. This includes making system reforms that strive to break away from the historical and cultural biases that may have restrained social enterprises and in which legal, social, political, and economic interventions are fully aligned with one another. In the third alignment, the reforms designed and implemented are focused on the specific objectives that can enable and facilitate social entrepreneurial behavior like access to human and financial capital, access to markets for products and/or services developed, access to government decision makers who are responsible for establishing environments, and/or policies conducive to social entrepreneurial behavior and ventures. We selected three countries, United States, Switzerland, and Lithuania, as illustrations for our framework, given their highly divergent sociohistorical contexts, current governance structures, and comfort with various ideals and excesses of capitalist and social-democratic systems. This exploration gives the reader a foundational understanding of the concept and divergent approaches to implementation of a social-entrepreneurial cultural and policy framework. C1 [Erpf, Philipp] Univ Fribourg, Inst Res Management Assoc Fdn & Cooperat VMI, Fribourg, Switzerland. [Bryer, Thomas Andrew] Univ Cent Florida, Sch Publ Adm, 12805 Pegasus Dr, Orlando, FL 32816 USA. [Bryer, Thomas Andrew] Kaunas Univ Technol, Kaunas, Lithuania. [Bryer, Thomas Andrew] Edge Hill Univ, Inst Publ Policy & Profess Practice, Ormskirk, England. [Butkeviciene, Egle] Kaunas Univ Technol, Fac Social Sci Arts & Humanities, Kaunas, Lithuania. RP Bryer, TA (reprint author), Univ Cent Florida, Sch Publ Adm, 12805 Pegasus Dr, Orlando, FL 32816 USA. 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M., 2016, SOCIAL MEDIA GOVT TH NR 57 TC 0 Z9 0 U1 9 U2 9 PU ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD PI ABINGDON PA 2-4 PARK SQUARE, MILTON PARK, ABINGDON OX14 4RN, OXON, ENGLAND SN 1530-9576 EI 1557-9271 J9 PUBLIC PERFORM MANAG JI Public Perform. Manag. Rev. PD SEP 3 PY 2019 VL 42 IS 5 BP 1211 EP 1229 DI 10.1080/15309576.2019.1568885 PG 19 WC Public Administration SC Public Administration GA IY0WM UT WOS:000486113600009 DA 2019-12-02 ER PT J AU Nishant, R Srivastava, SC Teo, TSH AF Nishant, Rohit Srivastava, Shirish C. Teo, Thompson S. H. TI USING POLYNOMIAL MODELING TO UNDERSTAND SERVICE QUALITY IN E-GOVERNMENT WEBSITES SO MIS QUARTERLY LA English DT Article DE Context; continued use intention; polynomial modeling; rational choice theory; response surface ID MULTIPLE-ITEM SCALE; INFORMATION-SYSTEMS; EXPECTATION-CONFIRMATION; TECHNOLOGY; DISCONFIRMATION; CONTINUANCE; PERCEPTIONS; CONTEXT AB As e-government websites grow in functionalities and capabilities, there is a need to better understand the nuanced role of service quality to enable governments to better address citizens' online service needs. Such an understanding should help improve overall e-government use by citizens. Thus motivated, our paper investigates how users respond to the service quality perception-expectation gap in e-government websites. We draw on rational choice theory (RCT) to develop a theoretical model linking expected and perceived information systems (IS) service quality to continued e-government website use intentions. The proposed model is empirically tested using polynomial modeling and response surface analysis. The results indicate that, in contrast to the organizational context, for e-government websites, both agreement and disagreement between expected and perceived IS service quality are positively associated with continued use intention. In our sample, as high as 77 percent of respondents appear to be in the zone of tolerance, suggesting that users can tolerate wide variations in service quality before they consider seeking alternatives to e-government websites. C1 [Nishant, Rohit] Univ Laval, Fac Sci Adm, Dept Syst Informat Org, 2325 Rue Terrasse, Montreal, PQ G1V 0A6, Canada. [Srivastava, Shirish C.] HEC Paris, Informat Syst & Operat Management Dept, 1 Rue Liberat, F-78351 Jouy En Josas, France. [Teo, Thompson S. H.] Natl Univ Singapore, Dept Analyt & Operat, Sch Business, Singapore, Singapore. 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PD SEP PY 2019 VL 43 IS 3 BP 807 EP + DI 10.25300/MISQ/2019/12349 PG 27 WC Computer Science, Information Systems; Information Science & Library Science; Management SC Computer Science; Information Science & Library Science; Business & Economics GA JJ1RW UT WOS:000493940000007 DA 2019-12-02 ER PT J AU Ugyel, L AF Ugyel, Lhawang TI Formal and informal governance networks: Diabetes care in Australia and India SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article DE diabetes care; formal networks; governance networks; informal networks; integration ID GENERAL-PRACTICE; POLICY NETWORKS; MANAGEMENT; CHALLENGES; GOVERNMENT; PREVENTION; SUPPORT AB The concept of networks has gained interest in public administration and management. They address concerns such as the coordination of multiple actors within the policy process. Networks take both formal and informal forms. As the integration of formal and informal networks in public service delivery is gaining traction, this paper uses the example of diabetes care in Australia and India to provide an analytical framework to examine one of the ways such integration of networks take place. Diabetes, a chronic long-term disease, poses to be a global problem with a high rate of diagnosis with implications for public health expenditure. A multi-disciplinary team, which comprises both formal and informal categories, is required to manage diabetes. This paper highlights the integration of networks in diabetes care in different institutional and cultural settings. For such form of integration of networks to work, collaboration among the various actors is important. Lessons learnt from diabetes care will be relevant for other long-term chronic conditions to help reduce the human resource and financial burden. The analytical framework developed based on the example of diabetes care will provide useful lessons for examining the mechanics and dynamics of the integration between formal and informal networks in the field of public administration and management. C1 [Ugyel, Lhawang] Univ New South Wales Canberra, Sch Business, Canberra, ACT 2600, Australia. RP Ugyel, L (reprint author), Univ New South Wales Canberra, Sch Business, Canberra, ACT 2600, Australia. 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PD SEP PY 2019 VL 78 IS 3 BP 359 EP 372 DI 10.1111/1467-8500.12372 PG 14 WC Public Administration SC Public Administration GA IY2BB UT WOS:000486194300003 DA 2019-12-02 ER PT J AU Voorn, B van Genugten, M van Thiel, S AF Voorn, Bart van Genugten, Marieke van Thiel, Sandra TI Multiple principals, multiple problems: Implications for effective governance and a research agenda for joint service delivery SO PUBLIC ADMINISTRATION LA English DT Article ID TRANSACTION COSTS; INTERMUNICIPAL COOPERATION; LARGE SHAREHOLDERS; POLITICAL CONTROL; PUBLIC-SERVICES; ACCOUNTABILITY; EFFICIENCY; PRIVATIZATION; PERFORMANCE; COLLECTION AB The multiple principal problem refers to multiple collective action problems that organizations face when they must balance (competing) interests of multiple stakeholders under joint service delivery. It negatively affects different types of organization, yet we know little about how organizations (can) mitigate it. We expand a framework based on principal-agent theory, review the literature, and consider implications for effective governance of joint service delivery in the public sector. We observe that joint service delivery can lead to free-riding and duplication in monitoring, lobbying by principals, and increased autonomy for agents, leading to inefficiency. We build a research agenda and tentatively suggest, based on the literature, that an interface approach, where an elected unitary actor is placed in a middle tier between politics and service delivery, might best mitigate the multiple principal problem, which is currently not dealt with effectively in public management. C1 [Voorn, Bart; van Genugten, Marieke] Radboud Univ Nijmegen, Inst Management Res, Postbus 9018, NL-6500 HK Nijmegen, Netherlands. [van Thiel, Sandra] Radboud Univ Nijmegen, Dept Publ Adm, Nijmegen, Netherlands. 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PD SEP PY 2019 VL 97 IS 3 SI SI BP 671 EP 685 DI 10.1111/padm.12587 PG 15 WC Political Science; Public Administration SC Government & Law; Public Administration GA IY0PE UT WOS:000486094400013 OA Other Gold DA 2019-12-02 ER PT J AU Aschhoff, N Vogel, R AF Aschhoff, Nils Vogel, Rick TI Something old, something new, something borrowed: Explaining varieties of professionalism in citizen collaboration through identity theory SO PUBLIC ADMINISTRATION LA English DT Article ID PUBLIC MANAGEMENT; INSTITUTIONAL LOGICS; WORK; COPRODUCTION; HYBRIDITY; ORGANIZATIONS; REFORM AB Public professionals are increasingly involved in collaborative relationships with citizens to design, implement and evaluate public services. We investigate how actors derive a specific social identity from the institutional logic of cross-sectoral collaboration and how this social identity translates into the self-identities of professionals. Based on an analysis of 44 semi-structured interviews in Germany, we examine how public professionals combine the different social identities in collaborative projects and extract three varieties of professionalism: the protective professional, the tripartite professional and the collaboration professional. Our study contributes to recent discussions on hybrid identities and identity conflicts in public management. The findings raise questions on the compatibility of different social identities in collaborative settings and thus shed light on the difficulties public professionals face in citizen collaboration. C1 [Aschhoff, Nils; Vogel, Rick] Univ Hamburg, Dept Socioecon, Von Melle Pk 9, D-20146 Hamburg, Germany. RP Aschhoff, N (reprint author), Univ Hamburg, Dept Socioecon, Von Melle Pk 9, D-20146 Hamburg, Germany. 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PD SEP PY 2019 VL 97 IS 3 SI SI BP 703 EP 720 DI 10.1111/padm.12589 PG 18 WC Political Science; Public Administration SC Government & Law; Public Administration GA IY0PE UT WOS:000486094400015 DA 2019-12-02 ER PT J AU Foss, NJ Klein, PG Bjornskov, C AF Foss, Nicolai J. Klein, Peter G. Bjornskov, Christian TI The Context of Entrepreneurial Judgment: Organizations, Markets, and Institutions SO JOURNAL OF MANAGEMENT STUDIES LA English DT Article DE entrepreneurship; institutions; judgment; organizational structure; uncertainty ID ECONOMIC-FREEDOM; GROWTH; MODEL; APPROPRIATION; OPPORTUNITY AB The economics and management literatures pay increasing attention to the technological, competitive, and institutional environment for entrepreneurship. However, less is known about how context influences the judgment of entrepreneurs. Focusing on the emerging judgment-based approach to entrepreneurship, we argue that economics can say much about how the organizational, market, and institutional context shapes entrepreneurial judgment. We describe entrepreneurs as individuals who deploy scarce, heterogeneous resources to service customer preferences at a profit. Because of uncertainty, this process is essentially experimental, and context influences the experimental process. Thus, entrepreneurs will seek to design the internal organization of the firm so that it facilitates internal experimentation. Moreover, the market or task environment determines the need for experimentation (e.g., how fast do consumer preferences change, how does technology evolve, which assets are available at which terms, etc.). Finally, the institutional environment influences, for example, the transaction costs of acquiring and divesting assets as firms adjust their boundaries through ongoing commercial experimentation. 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PD SEP PY 2019 VL 56 IS 6 BP 1197 EP 1213 DI 10.1111/joms.12428 PG 17 WC Business; Management SC Business & Economics GA IQ2BH UT WOS:000480553500006 OA Bronze DA 2019-12-02 ER PT J AU Lee, HF Miozzo, M AF Lee, Hsing-fen Miozzo, Marcela TI Which types of knowledge-intensive business services firms collaborate with universities for innovation? SO RESEARCH POLICY LA English DT Article DE KIBS; Innovation collaboration; University-industry relations; Organizational learning; Customization ID VALUE CO-CREATION; SECTORAL PATTERNS; DOMINANT LOGIC; INDUSTRY; MODELS; KIBS; APPROPRIABILITY; PERSPECTIVE; LINKAGES; OPENNESS AB Drawing on data from an original survey of UK and US publicly traded knowledge-intensive business services (KISS) firms, we investigate what types of KIBS firms collaborate with universities and consider the collaboration important for their innovation. First, we find that science-based KIBS firms (those engaged in a science, technology, and innovation [STI] mode of organizational learning), like science-based manufacturing firms, are active collaborators with universities for innovation. This relationship is further enhanced if these firms also provide highly customized services. Second, in contrast to the existing literature suggesting that firms engaged in a doing, using, and interacting (DUI) mode of organizational learning do not regard collaboration with universities as important for their innovation, we find that KIBS firms engaged in a DUI mode of organizational learning and offering highly customized services are active collaborators with universities for innovation, despite the fact that they may not possess highly formalized scientific knowledge. These findings suggest that KIBS firms co-create knowledge with universities differently than manufacturing firms. Moreover, the findings highlight the wide variety of roles that KIBS firms play in innovation networks with universities. C1 [Lee, Hsing-fen] Middlesex Univ, Middlesex Univ London, Business Sch, London NW4 4BT, England. [Miozzo, Marcela] Kings Coll London, Kings Business Sch, Bush House,30 Aldwych, London WC2B 4BG, England. RP Lee, HF (reprint author), Middlesex Univ, Middlesex Univ London, Business Sch, London NW4 4BT, England. EM h.lee@mdx.ac.uk OI Miozzo, Marcela/0000-0002-5978-9953; Lee, Hsing-Fen/0000-0002-8622-0033 FU UK Economic and Social Research CouncilEconomic & Social Research Council (ESRC) [RES-062-23-3250] FX This article has benefited greatly from the feedback provided by three anonymous referees. The authors thank Panos Desyllas and Ian Miles for developing and carrying out the survey with the authors. The authors also acknowledge comments on earlier versions of the paper by the audience at the Academy of Management Meeting, the R&D Management Conference and the DRUID Summer Conference. The authors acknowledge receiving support from the UK Economic and Social Research Council [RES-062-23-3250]. 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Policy PD SEP PY 2019 VL 48 IS 7 BP 1633 EP 1646 DI 10.1016/j.respol.2019.03.014 PG 14 WC Management SC Business & Economics GA IC4RC UT WOS:000470952000003 OA Green Published, Other Gold, Green Accepted DA 2019-12-02 ER PT J AU Clausen, TH Demircioglu, MA Alsos, GA AF Clausen, Tommy Hoyvarde Demircioglu, Mehmet Akif Alsos, Gry A. TI Intensity of innovation in public sector organizations: The role of push and pull factors SO PUBLIC ADMINISTRATION LA English DT Article; Early Access ID DYNAMIC CAPABILITIES; JOB-SATISFACTION; TECHNOLOGY-PUSH; DEMAND; PERFORMANCE; ENTREPRENEURSHIP; SERVICES; BEHAVIOR; CONTEXT; POLICY AB The public sector is under pressure to provide new public services with increasingly scarce resources. In response, practitioners and academics have called for more innovation in the public sector. Our understanding of sources of innovation within public sector organizations, however, is inadequate. Motivated by this gap, we develop a conceptual model of how push and pull sources enable innovation within public sector organizations. Key to our theory is that push and pull sources of innovation are enabled by innovation capabilities. Five hypotheses are tested using cross-country survey data from European public sector organizations. Empirical analysis offers strong support for the central role played by innovation capability in enabling push and pull sources of innovation within public sector organizations. This article advances knowledge of the sources of innovation in the public sector and extends theorizing on push and pull mechanisms by examining their relevance to innovation in a public sector context. C1 [Clausen, Tommy Hoyvarde; Alsos, Gry A.] Nord Univ, Nord Univ Business Sch, N-8049 Bodo, Norway. [Demircioglu, Mehmet Akif] Natl Univ Singapore, Lee Kuan Yew Sch Publ Policy, Singapore, Singapore. 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DI 10.1111/padm.12617 EA AUG 2019 PG 18 WC Political Science; Public Administration SC Government & Law; Public Administration GA IO7AQ UT WOS:000479525100001 OA Other Gold DA 2019-12-02 ER PT J AU van Eijk, C Steen, T Torenvlied, R AF van Eijk, Carola Steen, Trui Torenvlied, Rene TI Public Professionals' Engagement in Coproduction: The Impact of the Work Environment on Elderly Care Managers' Perceptions on Collaboration With Client Councils SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE coproduction of public services; autonomy; organizational support; red tape; client councils in organizations for elderly care ID RED TAPE; CO-CREATION; CITIZEN; SERVICES; PARTICIPATION; INVOLVEMENT; KNOWLEDGE; SCIENCE; POLICY; BIAS AB In the context of public service delivery, public professionals nowadays intensively collaborate with citizens. The joint, sometimes mandatorily, efforts of citizens and professionals to provide public services have become known as "coproduction." Although coproduction directly affects professionals' work environment, professionals' attitudes toward coproduction are hardly studied. This article explains variation in professionals' engagement in coproduction from characteristics of their work environment, specifically their perceived level of autonomy, perceived organizational support for coproduction, and perceived red tape associated with coproduction activities. Survey research was conducted to question managers of Dutch organizations for elderly care about their interaction with client councils, an example of coproduction activities in the domain of health care. The results show that perceived autonomy in coproduction, red tape associated with coproduction, and organizational support affect professionals' engagement. Organizational support moreover reinforces the effect of work autonomy on professionals' perception on the importance of coproduction. 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EM c.j.a.van.eijk@fgga.leidenuniv.nl FU NWO (The Netherlands Organization for Scientific Research)Netherlands Organization for Scientific Research (NWO) FX The author(s) disclosed receipt of the following financial support for the research, authorship and/or publication of this article: This paper is part of a Research Talent program called 'The dynamics of co-production at the street-level,' financed by NWO (The Netherlands Organization for Scientific Research). CR ActiZ, 2014, ACTIZ Alford J., 2012, RETHINKING PUBLIC SE Arnulf JK, 2014, PLOS ONE, V9, DOI 10.1371/journal.pone.0106361 Bakker A. 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PD AUG PY 2019 VL 49 IS 6 BP 733 EP 748 DI 10.1177/0275074019840759 PG 16 WC Public Administration SC Public Administration GA IF6HK UT WOS:000473181500008 OA Green Published, Other Gold DA 2019-12-02 ER PT J AU Choi, T Robertson, PJ AF Choi, Taehyon Robertson, Peter J. TI Contributors and Free-Riders in Collaborative Governance: A Computational Exploration of Social Motivation and Its Effects SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Article ID PUBLIC-SERVICE MOTIVATION; ORGANIZATIONAL CITIZENSHIP BEHAVIOR; DECISION-MAKING; MANAGEMENT; KNOWLEDGE; FRAMEWORK; PERFORMANCE; SIMULATION; PUNISHMENT; INCLUSION AB Collaborative governance systems are likely to be populated by participants with a mix of social or public service motivations, including both proself and prosocial orientations. However, these variations in motivation have not been adequately considered in the development of theory regarding participants' interaction and group performance in collaborative governance. For this study, we develop an agent-based simulation model that incorporates insights from public administration, social psychology, and behavioral economics, the results from which suggest a number of theoretical propositions regarding the effects of the distribution of and patterns of adjustment in actors' social motivation on outcomes in collaborative governance situations. In contrast to literature that has paid primary attention to free-riders and the role of punishment in sustaining collaboration, we suggest that more theoretical and practical attention needs to be given to the prosocial motivation of actors and their interactions so as to facilitate a virtuous circle of collaboration in public collaborative governance. C1 [Choi, Taehyon] Seoul Natl Univ, Seoul, South Korea. [Robertson, Peter J.] Univ Southern Calif, Los Angeles, CA USA. RP Choi, T (reprint author), Seoul Natl Univ, Seoul, South Korea. 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Publ. Adm. Res. Theory PD JUL PY 2019 VL 29 IS 3 BP 394 EP 413 DI 10.1093/jopart/muy068 PG 20 WC Political Science; Public Administration SC Government & Law; Public Administration GA JH8WN UT WOS:000493048900002 OA Other Gold DA 2019-12-02 ER AU Greasley, S AF Greasley, Stephen TI Mutual dependence or state dominance? Large private suppliers and the British state 2010-15 SO PUBLIC ADMINISTRATION LA English DT Article ID RELATIONAL CONTRACTS; TRANSACTION COSTS; PUBLIC-SERVICES; PRIVATIZATION; MANAGEMENT; US; COLLECTION; DYNAMICS; MARKET AB As public outsourcing has grown, the need to understand government's relations with supply side actors has become more important for public administration scholars. The article analyses the role of a small group of large contractors in the British outsourcing system during Britain's Coalition government. These public service conglomerates' have thus far received little attention in the public administration literature. The article compares two approaches for understanding the role of these corporations and analyses why the corporations faced sometimes severe disruption during the Coalition period in the form of multiple contract problems, conflict with ministers and financial problems. Over the period, the corporations became the objects of policy debate, and what had appeared to be a stable set of arrangements started to fracture. The case shows the value of analysing the political and organizational foundations of contracting arrangements. C1 [Greasley, Stephen] Univ Exeter, Dept Polit, Amory Bldg, Exeter EX4 4RJ, Devon, England. RP Greasley, S (reprint author), Univ Exeter, Dept Polit, Amory Bldg, Exeter EX4 4RJ, Devon, England. 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PD JUN PY 2019 VL 97 IS 2 SI SI BP 451 EP 466 DI 10.1111/padm.12578 PG 16 WC Political Science; Public Administration SC Government & Law; Public Administration GA IW6FI UT WOS:000485072100015 DA 2019-12-02 ER PT J AU Zheng, WT Ni, N Crilly, D AF Zheng, Weiting Ni, Na Crilly, Donal TI Non-profit organizations as a nexus between government and business: Evidence from Chinese charities SO STRATEGIC MANAGEMENT JOURNAL LA English DT Article DE charities; corporate donations; emerging markets; political ties; stakeholders ID EMERGING ECONOMIES EVIDENCE; POLITICAL EMBEDDEDNESS; FIRM PERFORMANCE; CORPORATE PHILANTHROPY; SOCIAL-RESPONSIBILITY; STAKEHOLDER THEORY; MANAGERIAL TIES; CONNECTIONS; TRANSITION; DIRECTORS AB Research Summary: Non-profit organizations in emerging markets frequently have to manage relations with governments and for-profit firms. We advance a multistakeholder perspective and develop propositions about how the political ties of charities influence their success in raising funds from corporate donors. Evidence from 2,054 Chinese charities during 2005-2012 shows that organizational political ties, established through formal affiliation with the government, aid fundraising from corporate donors, whereas personal political ties, formed through personal political services of senior leaders of charities, have no such effect. The positive effect of government affiliation is relevant for both foreign and domestic donors, but stronger for domestic ones. These results highlight the differential impact and contingent value of political embeddedness for charities' ability to acquire resources from for-profit business, contributing to both stakeholder theory and the political embeddedness perspective. Managerial Summary: Non-profit organizations have to maintain productive relations with multiple stakeholders, including government and business. We focus on Chinese charities that seek to raise funds to fulfill their mission. We identify how their political relations influence the behavior of corporate donors. Evidence from 2,054 charities from 2005 to 2012 shows that political ties formed through organizational affiliation with a political body help charities attract corporate donors that seek legitimacy. In contrast, ties formed through personal connections with politicians have less influence on donors who perceive a high risk of connected insiders engaging in activities of dubious legality. The value of political ties is more pronounced for domestic corporate donors. C1 [Zheng, Weiting] Univ New South Wales, UNSW Business Sch, Sydney, NSW, Australia. [Ni, Na] Shenzhen Univ, Shenzhen Audencia Business Sch, 3688 Nanshan Rd, Shenzhen, Guangdong, Peoples R China. [Crilly, Donal] London Business Sch, Dept Strategy & Entrepreneurship, London, England. RP Ni, N (reprint author), Shenzhen Univ, Shenzhen Audencia Business Sch, 3688 Nanshan Rd, Shenzhen, Guangdong, Peoples R China. EM na.ni@szu.edu.cn FU National Nature Science Foundation of ChinaNational Natural Science Foundation of China [71602121]; Nature Science Foundation of Guangdong Province, ChinaNational Natural Science Foundation of Guangdong Province [2017A030313410]; Fund for Philosophy and Social Science of Shenzhen Municipality, China [SZ2018B007] FX The authors thank Guest Editor Matthew Potoski and two anonymous reviewers for their constructive advice. The authors are indebted to Chris Marquis for comments on an earlier version of this article and to participants at the 2017 Academy of Management (AoM) annual conference for their suggestions. The authors are also grateful to Yushan Xu and Xueyong Zhan for contributing to the data collection in the field study. This paper has benefited from the National Nature Science Foundation of China (#71602121), the Nature Science Foundation of Guangdong Province, China (#2017A030313410), and the Fund for Philosophy and Social Science of Shenzhen Municipality, China (#SZ2018B007). 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Manage. J. PD APR PY 2019 VL 40 IS 4 SI SI BP 658 EP 684 DI 10.1002/smj.2958 PG 27 WC Business; Management SC Business & Economics GA HP3HU UT WOS:000461568300009 DA 2019-12-02 ER PT J AU Lehdonvirta, V Kassi, O Hjorth, I Barnard, H Graham, M AF Lehdonvirta, Vili Kassi, Otto Hjorth, Isis Barnard, Helena Graham, Mark TI The Global Platform Economy: A New Offshoring Institution Enabling Emerging-Economy Microproviders SO JOURNAL OF MANAGEMENT LA English DT Article DE selection/staffing; developing countries; international management; transaction cost economics ID COUNTRY-OF-ORIGIN; STATISTICAL DISCRIMINATION; INTERNATIONAL-BUSINESS; SIGNALING THEORY; SHARING ECONOMY; LABOR-MARKET; GIG ECONOMY; SERVICES; INFORMATION; CHALLENGES AB Global online platforms match firms with service providers around the world, in services ranging from software development to copywriting and graphic design. Unlike in traditional offshore outsourcing, service providers are predominantly one-person microproviders located in emerging-economy countries not necessarily associated with offshoring and often disadvantaged by negative country images. How do these microproviders survive and thrive? We theorize global platforms through transaction cost economics (TCE), arguing that they are a new technology-enabled offshoring institution that emerges in response to cross-border information asymmetries that hitherto prevented microproviders from participating in offshoring markets. To explain how platforms achieve this, we adapt signaling theory to a TCE-based model and test our hypotheses by analyzing 6 months of transaction records from a leading platform. To help interpret the results and generalize them beyond a single platform, we introduce supplementary data from 107 face-to-face interviews with microproviders in Southeast Asia and Sub-Saharan Africa. Individuals choose microprovidership when it provides a better return on their skills and labor than employment at a local (offshoring) firm. The platform acts as a signaling environment that allows microproviders to inform foreign clients of their quality, with platform-generated signals being the most informative signaling type. Platform signaling disproportionately benefits emerging-economy providers, allowing them to partly overcome the effects of negative country images and thus diminishing the importance of home country institutions. Global platforms in other factor and product markets likely promote cross-border microbusiness through similar mechanisms. C1 [Lehdonvirta, Vili; Kassi, Otto; Hjorth, Isis; Graham, Mark] Univ Oxford, Oxford, England. [Barnard, Helena] Univ Pretoria, Pretoria, South Africa. RP Lehdonvirta, V (reprint author), Oxford Internet Inst, 1 St Giles, Oxford OX1 3JS, England. EM vili.lehdonvirta@oii.ox.ac.uk OI kassi, otto/0000-0002-8666-200X FU International Development Research Centre [107384-001]; European Research CouncilEuropean Research Council (ERC) [639652] FX We would like to thank David Allen (action editor), the two anonymous reviewers, Gretta Corporaal, and Alex Wood for their helpful comments. We also gratefully acknowledge Tess Onaji's research assistance, Joe Golden's help with trace data, and our interview participants' generosity with their time and insights. This research was supported by grants from the International Development Research Centre (107384-001) and the European Research Council (639652). CR Agrawal A. 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Soc. PD FEB PY 2019 VL 51 IS 2 BP 175 EP 196 DI 10.1177/0095399715616837 PG 22 WC Public Administration SC Public Administration GA HF8SP UT WOS:000454512800001 DA 2019-12-02 ER PT J AU Paschoal, B Wegrich, K AF Paschoal, Bruno Wegrich, Kai TI Urban governance innovations in Rio de Janeiro: The political management of digital innovations SO JOURNAL OF URBAN AFFAIRS LA English DT Article AB This article analyzes urban governance innovations in the city of Rio de Janeiro, Brazil, focusing on the role of these innovations within the wider political management strategy of the executive leader. These innovations, all of which utilize digital information and communication technologies, are important elements within a leadership and management strategy. The article explores the role of digital innovations within the broader strategy of the mayor's use of managerial tools as means to strengthen control of the city's governance. Though presented as an apolitical management style of "what works," this form of management is also deployed to enforce contentious political decisions with substantial implications for the social fabric of the city. This article offers an analysis of the political role and implications of urban governance and public service innovations that are often presented and analyzed in purely instrumental and apolitical ways. C1 [Paschoal, Bruno] OndaPolitica, Law & Publ Policy, Berlin, Germany. [Paschoal, Bruno] OndaPolitica, Berlin, Germany. [Wegrich, Kai] Hertie Sch Governance, Publ Adm & Publ Policy, Berlin, Germany. RP Wegrich, K (reprint author), Hertie Sch Governance, Friedrichstr 180, D-10117 Berlin, Germany. EM wegrich@hertie-school.org FU Fundacao de Amparo a Pesquisa do Rio de Janeiro (FAPERJ)Carlos Chagas Filho Foundation for Research Support of the State of Rio de Janeiro (FAPERJ) [APV-210.990/2015]; New Urban Governance Project by LSE Cities at the London School of Economics; John D. and Catherine T. MacArthur Foundation FX Kai Wegrich acknowledges the formal award of the grant APV-210.990/2015 from Fundacao de Amparo a Pesquisa do Rio de Janeiro (FAPERJ). The authors also acknowledge the support of the New Urban Governance Project by LSE Cities at the London School of Economics and the John D. and Catherine T. MacArthur Foundation. CR Azevedo L., 2016, SMH 2016 REMOCOES RJ Belisario A., 2016, EXAME Brash Julian, 2011, BLOOMBERGS NEW YORK C 40 Website, 2016, LEADERSHIP Chamber of Deputies, 2010, CONST FED REP BRAZ City of Rio de Janeiro, 2015, MANUAL SELECAO CONSE City of Rio de Janeiro, 2009, CHOQUE DE ORDEM Crot L, 2006, J URBAN AFF, V28, P227, DOI 10.1111/j.1467-9906.2006.00290.x De Vries H, 2016, PUBLIC ADMIN, V94, P146, DOI 10.1111/padm.12209 Dunleavy P, 2006, J PUBL ADM RES THEOR, V16, P467, DOI 10.1093/jopart/mui057 Esmark A, 2017, J PUBL ADM RES THEOR, V27, P501, DOI 10.1093/jopart/muw059 Falleti Tulia G., 2010, DECENTRALIZATION SUB Follath E., 2012, SPIEGEL ONLINE 0810 Freeman J, 2008, J URBAN AFF, V30, DOI 10.1111/j.1467-9906.2008.00417.x Frey Christopher, 2014, GUARDIAN Gaspar M., 2016, REV PIAUI, V114 Hall Rio City, 2012, HIGH PERFORMANCE MAN Hartley J, 2013, PUBLIC ADMIN REV, V73, P821, DOI 10.1111/puar.12136 HOOD C, 2006, POLITICS PUBLIC SERV Hosek E., 2013, RIO ON WATCH Instituto Brasileiro de Geografia e Estatistica, 2013, PROD INT BRUT MUN Kitchin R, 2014, GEOJOURNAL, V79, P1, DOI 10.1007/s10708-013-9516-8 Legroux J., 2016, THESIS Lessa C., 2005, RIO TODOS OS BRASIS Loretti P., 2014, DILEMAS REV ESTUDOS, V8, P501 Maia R., 2013, ENTRE MARAVILHA CAOS Melo Marcus Andre, 2013, MAKING BRAZIL WORK C Osorio M., 2015, AGENDA RIO JANEIRO E Penalva Santos A. 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PD JAN 2 PY 2019 VL 41 IS 1 SI SI BP 117 EP 134 DI 10.1080/07352166.2017.1310561 PG 18 WC Urban Studies SC Urban Studies GA HG3TG UT WOS:000454896700007 OA Bronze DA 2019-12-02 ER PT J AU Lee, J Dodge, J AF Lee, Jeongyoon Dodge, Jennifer TI Keeping Your Enemies Close: The Role of Distrust in Structuring a Local Hydraulic Fracturing Policy Network in New York SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Article ID COLLABORATIVE GOVERNANCE; INTERPERSONAL-TRUST; DEVIL SHIFT; FRAMEWORK; FRACKING; DETERMINANTS; ADVERSARIAL; MANAGEMENT; COALITIONS; COMMUNITY AB Explaining the mechanisms that structure policy networks is an important subject of public management research as networks are key mechanisms of convening actors across public, private, and nonprofit sectors to design and implement public policies. Previous research focuses on the positive role of trust in building network structures in the context of social service delivery. But many policy networks can be adversarial, particularly those that operate in a regulatory context. We know little about the role of distrust in building network structures in this context. This study conceptualizes distrust as a distinct concept from the absence of trust, and examines why stakeholders stay connected with distrusted stakeholders in a regulatory policy network. Using a mixed-method analysis of a local hydraulic fracturing policy network in New York, we found that actors stay connected with stakeholders they distrust to perform information processing, bridging, and demarcating operations, which in turn create reciprocating, bridging and/or bonding structures. Our findings suggest three implications for public management research relevant to both regulatory and service networks: distrust can create network connectivity, connectivity can structure networks in particular ways, and brokers do not reduce transaction costs if they lack skills in principled engagement. 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Publ. Adm. Res. Theory PD APR PY 2019 VL 29 IS 2 BP 175 EP 192 DI 10.1093/jopart/muy074 PG 18 WC Political Science; Public Administration SC Government & Law; Public Administration GA HU0ET UT WOS:000464944900002 OA Bronze DA 2019-12-02 ER PT J AU Johansson, T Siverbo, S AF Johansson, Tobias Siverbo, Sven TI The relationship between supplier control and competition in public sector outsourcing SO FINANCIAL ACCOUNTABILITY & MANAGEMENT LA English DT Article DE alignment; competition; control; outsourcing; performance ambiguity; supplier ID MANAGEMENT ACCOUNTING RESEARCH; COMMON METHOD VARIANCE; PERFORMANCE; GOVERNMENT; SERVICES; DESIGN; MARKET; REGRESSION; SELECTION; SYSTEMS AB The aim of this article is to develop theory and contribute to empirical studies about how the effectiveness of bureaucratic controls in public sector outsourcing is contingent upon supplier competition, and why and how this interaction plays out differently for hard and soft types of outsourced services. In previous inter-organizational management control (IOMC) research there is a contradiction between theory and empirical results concerning how bureaucratic control and supplier competition interacts in aligning suppliers. While IOMC theory suggests competition reduces the need for bureaucratic control, empirical studies clearly indicate the opposite. We extend previous research and theorizing by differing between the outsourcing of hard and soft types of services and by testing the joint effect of bureaucratic control and competition on supplier alignment. The empirical case for testing theory is outsourcing by competitive tendering in the public sector. We use transaction level data from 166 local government suppliers in Sweden. In accordance with our prediction, the effect of bureaucratic control in aligning suppliers decreases with supplier competition when hard types of services are outsourced. For soft types of services, our results indicate that bureaucratic control is not contingent upon supplier competition. Furthermore, we show that when supplier competition is low the effect of bureaucratic control on supplier alignment is stronger for hard than for soft types of services. These results constitute an important contribution to the central notion of the interplay between bureaucratic control and competition in the IOMC literature. C1 [Johansson, Tobias] Orebro Univ, Sch Business, Orebro, Sweden. [Siverbo, Sven] Univ West, Dept Econ & IT, Trollhattan, Sweden. [Johansson, Tobias] Orebro Univ, SE-70182 Orebro, Sweden. RP Siverbo, S (reprint author), Univ West, SE-46186 Trollhattan, Sweden. EM tobias.johansson@oru.se; sven.siverbo@hv.se OI Siverbo, Sven/0000-0001-8860-6944; Johansson, Tobias/0000-0002-3922-578X FU Swedish Competition Authority FX The Swedish Competition Authority CR Aiken L. 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Zhang, Hua Ding, Yuan TI Diplomatic and corporate networks: Bridges to foreign locations SO JOURNAL OF INTERNATIONAL BUSINESS STUDIES LA English DT Article DE diplomatic relations; network theory; political ties; state-controlled firms; foreign location choice; Chinese multinationals ID STATE-OWNED ENTERPRISES; DIRECT-INVESTMENT; FIRM PERFORMANCE; UNITED-STATES; MULTINATIONAL-ENTERPRISE; INTERNATIONAL-BUSINESS; DEVELOPED-COUNTRIES; EMERGING ECONOMIES; TRANSITION ECONOMY; CONTINGENT VALUE AB Firms and governments operate in broad networks in which the home government and its diplomatic service are a critical node - or a "referral point'' - between firms and potential partners in foreign locations. Thus diplomatic relations between countries matter for the choice of foreign investment location. Using a network perspective, we argue that the extent to which good diplomatic relations induce firms to invest in friendly host countries depends on their political connections to home governments. Those with stronger ties to home governments can better access and leverage intergovernmental diplomatic connections, thus benefiting potentially from enhanced access to information, reduced political risks, and increased legitimacy. Such ability of politically connected firms is more useful where weak institutional impartiality in the host country inhibits neutral treatment of foreign investors. Empirically, using overseas investment location decisions by Chinese firms, we find that the types of home government ties (i.e., whether they are organizational or personal and whether those relationships are with central or local goverments) and the impartiality of host institutions are both important contingencies affecting firms' utilization of diplomatic relations. We discuss the implications of our study to research on network theory, political ties, and internationalization of emerging market firms. C1 [Li, Jing] Simon Fraser Univ, Beedie Sch Business, Burnaby, BC V5A 1S6, Canada. [Meyer, Klaus E.; Zhang, Hua; Ding, Yuan] CEIBS, Shanghai, Peoples R China. RP Li, J (reprint author), Simon Fraser Univ, Beedie Sch Business, Burnaby, BC V5A 1S6, Canada. EM jingli@sfu.ca FU Social Sciences and Humanities Research Council of CanadaSocial Sciences and Humanities Research Council of Canada (SSHRC); Canada Research Chair programsCanada Research Chairs; CEIBS Research Center on Globalization of Chinese Firms FX We thank JIBS Editors Alain Verbeke and Shige Makino and four anonymous reviewers for their insightful comments and suggestions. We also appreciate the helpful comments on earlier versions of this work from seminar participants at Shanghai University of Finance and Economics, Melbourne Business School, Singapore Management University, the University of Bath, Academy of Management Annual Meeting (2015), and the International Association of Chinese Management Research Biennial Meeting (2016). Financial support is gratefully appreciated by Jing Li from the Social Sciences and Humanities Research Council of Canada and the Canada Research Chair programs and by Klaus Meyer and Yuan Ding from the CEIBS Research Center on Globalization of Chinese Firms. 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PD AUG PY 2018 VL 49 IS 6 BP 659 EP 683 DI 10.1057/s41267-017-0098-4 PG 25 WC Business; Management SC Business & Economics GA HA7FJ UT WOS:000450446300001 DA 2019-12-02 ER PT J AU Di Giulio, M AF Di Giulio, Marco TI Industrial policies at a time of liberalization: the internationalization of European transport enterprises SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article DE EU integration; internationalization; network industries; regulation; transport policy ID POLITICAL-ECONOMY; STATE; CAPITALISM; GLOBALIZATION; ROAD AB For more than three decades, European institutions have been committed to opening up the markets of public services, which were traditionally managed under monopolistic arrangements within each member state. The internationalization of firms previously operating in this sector is a phenomenon that will reshape the relationships between national governments and national industry. The creation of a comparative advantage in these markets is thus emerging as a crucial issue within each national political economy. While many scholars have emphasized the role of mercantilist strategies as the most prominent strategy for the creation of national champions, others have suggested that market-building and the pursuit of industrial goals may be self-reinforcing. Adopting a firm-level analysis of the EU market for public transport, this article adds empirical evidence to the debate on the relationship between regulation and industrial policy. Points for practitioners This article describes the evolution of 13 European firms operating in the fields of infrastructure management and public transport services. It tries to assess the linkage between national policy styles and concrete policy outcomes at the sectorial level. Three kinds of practitioners may benefit from the knowledge of these case studies. 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Rev. Adm. Sci. PD JUN PY 2018 VL 84 IS 2 SI SI BP 334 EP 353 DI 10.1177/0020852315618266 PG 20 WC Public Administration SC Public Administration GA GH6DF UT WOS:000433532100008 DA 2019-12-02 ER PT J AU Lam, WF Li, W AF Lam, Wai Fung Li, Wei TI Network structure and collaborative innovation processesA comparative analysis of two elderly service networks in Shanghai SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article DE authoritarian regime; citizen participation; collaboration; community-based elderly service innovation; network structure ID COMMUNITY MENTAL-HEALTH; PUBLIC-SERVICES; SOCIAL INNOVATION; NGO RELATIONS; CHINA; DELIVERY; COPRODUCTION; GOVERNANCE; GOVERNMENT; STATE AB How does the structure of government-funded service networks affect the process of service innovation? We have conducted a comparative analysis of the structure and processes of collaborative innovation of 2 government-funded community-based elderly service networks in Shanghai. We have found that in consistent with the literature, a network that has a network administrative organization structure is better able to manage the process of service innovation in a way that balances the need to achieve government policy goals on the one hand and the imperative to facilitate bottom-up citizen participation on the other. Surprisingly, contrary to what prior studies have suggested, we have found that a network in which a lead organization plays a dominant role, despite its more centralized process of service innovation, is often able to deliver a variety of high-quality and low-cost services addressing citizens' needs. With the leadership provided by the network lead organization and its close affiliation with the street-office government, the network has been able to solicit government support. Such a hierarchical yet responsive state-society relation has emerged as a result of the coalescence of a corporatist state legacy and an increasing pressure for local governments to seek citizens' support in service delivery. C1 [Lam, Wai Fung] Univ Hong Kong, Hong Kong, Hong Kong, Peoples R China. [Li, Wei] Chinese Univ Hong Kong, Hong Kong, Hong Kong, Peoples R China. RP Lam, WF (reprint author), Univ Hong Kong, Dept Polit & Publ Adm, Jockey Club Tower,C942,Centennial Campus, Hong Kong, Hong Kong, Peoples R China. 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Dev. PD MAY PY 2018 VL 38 IS 2 BP 87 EP 99 DI 10.1002/pad.1821 PG 13 WC Development Studies; Public Administration SC Development Studies; Public Administration GA GF1DL UT WOS:000431672700004 DA 2019-12-02 ER PT J AU Virtanen, P Stenvall, J Kinder, T Hatam, O AF Virtanen, Petri Stenvall, Jari Kinder, Tony Hatam, Omaima TI Do accountabilities change when public organisations transform to service systems: A new conceptual approach SO FINANCIAL ACCOUNTABILITY & MANAGEMENT LA English DT Article DE New Public Governance; New Public Management; processual accountability; service system; service user ID DOMINANT APPROACH; 5 LAWS; MANAGEMENT; COPRODUCTION; DECISIONS; FRAMEWORK; SECTOR AB In this conceptual paper, we discuss from the service systems perspective how accountabilities differ from a hierarchic and organisational perspective within the domain of New Public Management, looking to shed new light upon accountability as a research topic. The concept of service systems and their accountabilities are scrutinised and the role of integrated social and health care services is discussed in particular. The main argument in the text is the changing nature of accountabilities as the public organisations are being transformed into service systems. To date, the understanding of accountability has remained structural by nature - such is the case also for productivity measurement - but the shift from organisations towards services systems means that accountability ought to be considered as processual by nature. By processual it is meant that accountability should be considered as flows within systems - that is: flows between agents the content of which we argue includes not only knowledge on the outputs of public services, but also values, empathy and thus multi-layered understanding of accountability. The paper concludes with practical insights for managerial purposes on the basis for this accountability shift. 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Account. Manag. PD MAY PY 2018 VL 34 IS 2 BP 166 EP 180 DI 10.1111/faam.12149 PG 15 WC Business, Finance SC Business & Economics GA GC8QA UT WOS:000430059300005 DA 2019-12-02 ER PT J AU Godenhjelm, S Johanson, JE AF Godenhjelm, Sebastian Johanson, Jan-Erik TI The effect of stakeholder inclusion on public sector project innovation SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article DE citizen participation; implementation; networks; partnerships; public administration; public management; regional and local government; service delivery ID SOCIAL-STRUCTURE; NETWORKS; GOVERNANCE; MANAGEMENT; POLICY; EMBEDDEDNESS; GOVERNMENT; KNOWLEDGE; EUROPE AB The delivery of public services in collaborative agency networks has given rise to an increasing use of projects in administering policy and service delivery. Projects are assumed to provide mechanisms by which flexibility can be achieved and innovative solutions produced. The aim of the article is to advance the understanding of collaboration between stakeholders and its effect on innovation. It analyses stakeholders' influence on the creation of project innovations in 275 European Union-funded projects by using content analyses and logistic regression analyses. The results show that projects can act as hubs where valuable information is produced but that few projects produce innovations. Project stakeholder network, knowledge dissemination and project influence, as well as sources of advice, play a role in predicting project innovations. The article concludes that the overly optimistic view of collaboration as a remedy for a lack of innovation in the public sector can be questioned. Points for practitioners The results of the article help practitioners to compose public sector development projects that foster innovation. The results suggest that it pays to include representatives of research and education facilities among project staff as their inclusion predicts the possibilities of achieving innovations. The empirical findings provide insight into project innovation and indicate which practices to avoid. It is suggested that when managed correctly, stakeholder inclusion has an effect on public sector project innovation. C1 [Godenhjelm, Sebastian] Univ Helsinki, Swedish Sch Social Sci, PB 16, FIN-00014 Helsinki, Finland. [Godenhjelm, Sebastian] Univ Helsinki, Dept Polit & Econ Studies, Helsinki, Finland. [Johanson, Jan-Erik] Univ Tampere, Sch Management, Publ Adm, Tampere, Finland. RP Godenhjelm, S (reprint author), Univ Helsinki, Swedish Sch Social Sci, PB 16, FIN-00014 Helsinki, Finland. 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Rev. Adm. Sci. PD MAR PY 2018 VL 84 IS 1 BP 42 EP 62 DI 10.1177/0020852315620291 PG 21 WC Public Administration SC Public Administration GA GC5TE UT WOS:000429850700003 OA Green Accepted DA 2019-12-02 ER PT J AU Deslatte, A Feiock, RC Wassel, K AF Deslatte, Aaron Feiock, Richard C. Wassel, Kathryn TI Urban Pressures and Innovations: Sustainability Commitment in the Face of Fragmentation and Inequality SO REVIEW OF POLICY RESEARCH LA English DT Article DE innovation; sustainability; urban policy; inequality; fragmentation ID ORGANIZATIONAL TASK ENVIRONMENTS; METROPOLITAN GOVERNANCE; GROWTH MANAGEMENT; COLLECTIVE-ACTION; GOVERNMENT; PERFORMANCE; POLICY; CITIES; MUNICIPALITIES; CONSTRUCTION AB Local government innovations occur within environments characterized by high service-need complexity and risk. The question of how broader environmental conditions influence governmental willingness or ability to innovate has been a long-standing concern within organizational, management, and policy scholarship. Although wealth and education are robust predictors of the propensity to engage in a wide range of local sustainability activities, the linkages among governmental fragmentation, social inequality, and sustainability policies are not well understood. This study focuses on the conditions both within and across city boundaries in urban regions which inhibit adoption of sustainable development innovations. We utilize a Bayesian item response theory approach to create a new scale measuring sustainability commitment by local governments in the United States. The analysis finds service-need complexity and capacity within local governments' organizational task environments have nonlinear influences on innovation in terms of both green building and social inclusion policy tools. 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PD SEP PY 2017 VL 34 IS 5 BP 700 EP 724 DI 10.1111/ropr.12242 PG 25 WC Political Science; Public Administration SC Government & Law; Public Administration GA FG3ZW UT WOS:000410154100006 DA 2019-12-02 ER PT J AU Boudreau, C Bernier, L AF Boudreau, Christian Bernier, Luc TI The implementation of integrated electronic service delivery in Quebec: the conditions of collaboration and lessons SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article DE administrative organisation and structures; administrative science; administrative theory; e-government; information and communications technology; networks; partnership; public administration ID NETWORK GOVERNANCE; MANAGEMENT; SYSTEMS AB The article addresses the difficult conditions of interorganisational collaboration for the implementation of integrated electronic service delivery from three theoretical perspectives: institutional, political and managerial. These perspectives are used to conceptually define the main obstacles to interorganisational collaboration and the leverage available to public managers to facilitate the integration of electronic services. Based on a multiple case study in Quebec, the authors examine, more specifically, the institutional, political and managerial conditions that have delayed the integration of electronic services in this Canadian province. They show how the persistency of administrative practices, the desire for autonomy of public organisations and cumbersome governance structures have contributed to the diversification of the supply of online services in Quebec at the expense of an integrated service. Drawing on theoretical considerations and the study results, the authors propose that public managers do not stick only to horizontal governance mechanisms, but also make use of vertical governance mechanisms, to mitigate the effects of certain constraints on interorganisational collaboration and to accelerate the implementation of integrated electronic service delivery. Points for practitioners Several countries have made integrated public service delivery a priority of e-government. To effectively coordinate these projects with their multiple partners, public managers need to apply a hybrid governance to benefit from the stability of the hierarchy and the flexibility of the network. More specifically, the study shows vertical governance to be an effective tool to coordinate the activities of a network of organisations involved in the implementation of integrated service delivery. C1 [Boudreau, Christian] Univ Quebec, Ecol Natl Adm Publ, 555 Blvd Charest Est, Quebec City, PQ G1K 9E5, Canada. [Bernier, Luc] Univ Quebec, Ecol Natl Adm Publ, Publ Policy, Quebec City, PQ, Canada. [Bernier, Luc] Univ Quebec, Ecol Natl Adm Publ, Educ & Res, Quebec City, PQ, Canada. RP Boudreau, C (reprint author), Univ Quebec, Ecol Natl Adm Publ, 555 Blvd Charest Est, Quebec City, PQ G1K 9E5, Canada. 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Rev. Adm. Sci. PD SEP PY 2017 VL 83 IS 3 BP 602 EP 620 DI 10.1177/0020852315598215 PG 19 WC Public Administration SC Public Administration GA FE4YQ UT WOS:000408219600010 DA 2019-12-02 ER PT J AU Ntaliani, M Costopoulou, C AF Ntaliani, Maria Costopoulou, Constantina TI Reduction of Administrative Burdens for SMEs SO ADMINISTRATION & SOCIETY LA English DT Article DE administrative burdens; small and medium enterprises; rural areas; electronic government AB Governments apply policies to alleviate administrative burdens especially for small businesses so as to increase their flexibility and viability. The objective of this article is the reduction of administrative burdens. The article presents a European initiative applying a method for measuring the costs incurred by small and medium enterprises on finding information for performing a public service. The method has been applied in five rural areas in Europe. In this article, a Greek case is analytically described. The research results provide guidelines to policy and decision makers for fighting businesses' administrative burdens of the informational phase of public services. C1 [Ntaliani, Maria; Costopoulou, Constantina] Agr Univ Athens, Informat Lab, Athens, Greece. RP Ntaliani, M (reprint author), Agr Univ Athens, Dept Agr Econ & Rural Dev, 75 Iera Odos Str, GR-11855 Athens, Greece. EM ntaliani@aua.gr FU European Commission (EC)European Commission Joint Research CentreEuropean Community (EC); "Rural-Inclusion: e-Government Lowering Administrative Burdens for Rural Businesses" of the information and communication technology (ICT) Policy Support Programme [238900] FX The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: The work presented in this article has been funded with support by the European Commission (EC), and the Project No. 238900 "Rural-Inclusion: e-Government Lowering Administrative Burdens for Rural Businesses" of the information and communication technology (ICT) Policy Support Programme. CR Administrative Burdens, 2012, STUD IMPL PROC RE EN Alemanno A, 2013, BETTER BUSINESS REGU Arendsen R, 2014, GOV INFORM Q, V31, P160, DOI 10.1016/j.giq.2013.09.002 Costopoulou C, 2010, COMM COM INF SC, V112, P435 Den Butter F. A. 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Soc. PD SEP PY 2017 VL 49 IS 8 BP 1143 EP 1164 DI 10.1177/0095399714558715 PG 22 WC Public Administration SC Public Administration GA FC1NC UT WOS:000406603200003 DA 2019-12-02 ER PT J AU Torugsa, N Arundel, A AF Torugsa, Nuttaneeya (Ann) Arundel, Anthony TI Rethinking the effect of risk aversion on the benefits of service innovations in public administration agencies SO RESEARCH POLICY LA English DT Article DE Risk aversion; Public services; Service innovations; Innovation benefits; Strategies; Configurational theory ID SECTOR; GOVERNANCE; POLICY; TOO AB This study applies a holistic approach grounded in configurational theory to a sample of 2505 innovative public administration agencies in Europe to explore the effect of organizational risk aversion on the benefits from service innovations, The analyses, using fuzzy-set qualitative comparative analysis (QCA), identify several combinations of strategies (varying by the agency size and the novelty of innovation) that managers in risk-averse agencies can use to work effectively around the risks of innovating. The findings show that the managers of both high and low risk-averse agencies can achieve high benefits from their innovation efforts, but their strategizing behaviors differ. An integrated strategy that combines collaboration, complementary process and communication innovations, and an active management strategy to support innovation is the most effective method for 'low-risk-averse' small agencies and 'high-risk averse' larger agencies to obtain high benefits from either novel or incremental service innovations. Our results point to the need to rethink the conventional assumption that a culture of risk aversion in public sector agencies is a cause of management ineffectiveness and a stumbling block to innovation success. (C) 2017 Elsevier B.V. All rights reserved. C1 [Torugsa, Nuttaneeya (Ann); Arundel, Anthony] Univ Tasmania, Australian Innovat Res Ctr, Private Bag 108, Hobart, Tas 7001, Australia. 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G., 2013, INT J BUSINESS EC, V12, P131 Wynen J, 2014, PUBLIC MANAG REV, V16, P45, DOI 10.1080/14719037.2013.790273 NR 46 TC 16 Z9 16 U1 6 U2 39 PU ELSEVIER PI AMSTERDAM PA RADARWEG 29, 1043 NX AMSTERDAM, NETHERLANDS SN 0048-7333 EI 1873-7625 J9 RES POLICY JI Res. Policy PD JUN PY 2017 VL 46 IS 5 BP 900 EP 910 DI 10.1016/j.respol.2017.03.009 PG 11 WC Management SC Business & Economics GA FB1CU UT WOS:000405882100003 DA 2019-12-02 ER PT J AU Fay, DL AF Fay, Daniel L. TI Planning for a Payout: Effectiveness of Special Purpose Entities as State Lottery Administrations SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE privatization; state-sponsored lotteries; organizational performance ID HIGHER-EDUCATION; GOVERNMENT; PRIVATIZATION; POLICY; MANAGEMENT; DIFFUSION; ADOPTIONS; SERVICES; POLITICS; MODEL AB Public management literature has previously examined privatization in which government contracts with private firms or other organizations to provide goods or services to the public. However, privatization of organizational structure through the creation of special purpose organizations remains relatively underexplored. This study examines the policy consequences of privatizing state lottery organizations by comparing the revenue returned to state governments from lotteries managed by independent state agencies to lotteries managed by privatized special purpose organizations. Using data on the organizational structure and revenue returns of the state lottery administrations in the United States from 1985-2008, fixed effects analyses demonstrate that independent state lottery agencies are more effective than privatized special purpose administrations. The revenue costs of lottery administrative privatization are robust to multiple measurements and specifications, and suggest that choosing a privatized organizational structure can cost states tens of millions of dollars in lost lottery revenue annually. Special purpose lottery administrations maximize returns to state governments in average-sized states with low African American populations. State-agency lottery administrations maximize returns to state governments in small- or large-sized states with high per capita income and high population density. Implications of state special purpose administrations and future research opportunities are discussed. 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PD SEP PY 2016 VL 46 IS 5 BP 614 EP 631 DI 10.1177/0275074014563826 PG 18 WC Public Administration SC Public Administration GA DS6XH UT WOS:000380926100006 DA 2019-12-02 ER PT J AU Jung, K Jang, HS Seo, I AF Jung, Kyujin Jang, Hee Soun Seo, Inseok TI Government-driven social enterprises in South Korea: lessons from the Social Enterprise Promotion Program in the Seoul Metropolitan Government SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article DE international administration; nonprofit management theories; social enterprise; social enterprise promotion policy; third-party government AB Although scholars and practitioners in the field of public administration have investigated the nature of social enterprises emerging from the nonprofit sector, little research has been undertaken on the role of governments in facilitating prospective social enterprises to transform nonprofits into social enterprises. This research explores the global phenomenon of social entrepreneurship by analysing the government-driven social enterprise programs in South Korea. What is the government-driven social enterprise policy in South Korea? What is the role of the government in driving the success of the social enterprises in South Korea? What are the factors that affect the success of government-driven social enterprises? The results of this study highlight how government support helps nonprofit organizations cope effectively with diverse constraints that may cause nonprofit failure in societies like South Korea. The study findings confirm that Salamon's third-party government perspective and nonprofit failure theory justify government intervention, suggesting that governments may drive nonprofit organizations efficiently to overcome a propensity to failure by providing them with resources. Points for practitioners This study found that government support to the small nonprofit organizations may facilitate civil society growth in Eastern Asia countries. Our research of government-driven social enterprise policy in Seoul Korea will provide a policy model for policy decision-makers for program design that would expand social services provided by non-state actors, and government-driven nonprofit policies will allow public agencies to direct and expand the social services without creating new agencies. However, we also found that the mandatory administrative approach may not address nonprofits' daily challenges in an effective manner. C1 [Jung, Kyujin] Tennesse State Univ, Nashville, TN USA. [Jang, Hee Soun] Univ North Texas, Dept Publ Adm, Denton, TX USA. [Seo, Inseok] Soongsil Univ, Social Sci Korea Program, Seoul, South Korea. RP Jung, K (reprint author), Tennessee State Univ, Dept Publ Adm, Coll Publ Serv & Urban Affairs, 330 10th Ave N,Box 140, Nashville, TN 37203 USA. 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PD SEP PY 2016 VL 82 IS 3 SI SI BP 598 EP 616 DI 10.1177/0020852315586935 PG 19 WC Public Administration SC Public Administration GA DV4XP UT WOS:000382929300011 DA 2019-12-02 ER PT J AU van den Boer, Y Pieterson, W van Dijk, J Arendsen, R AF van den Boer, Yvon Pieterson, Willem van Dijk, Jan Arendsen, Rex TI Exploring information-seeking processes by businesses: analyzing source and channel choices in business-to-government service interactions SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article DE channel choice; government; information seeking; service delivery; source choice ID MEDIA RICHNESS; BEHAVIOR; ENGINEERS; MODEL; COMMUNICATION; SELECTION; DELIVERY; CRITERIA; CONTEXT; IMPACT AB With the rise of electronic channels it has become easier for businesses to consult various types of information sources in information-seeking processes. 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PD JUN PY 2016 VL 82 IS 2 SI SI BP 373 EP 391 DI 10.1177/0020852314564309 PG 19 WC Public Administration SC Public Administration GA DP0JN UT WOS:000378176200008 DA 2019-12-02 ER PT J AU Dutt, N Hawn, O Vidal, E Chatterji, A Mcgahan, A Mitchell, W AF Dutt, Nilanjana Hawn, Olga Vidal, Elena Chatterji, Aaron Mcgahan, Anita Mitchell, Will TI HOW OPEN SYSTEM INTERMEDIARIES ADDRESS INSTITUTIONAL FAILURES: THE CASE OF BUSINESS INCUBATORS IN EMERGING-MARKET COUNTRIES SO ACADEMY OF MANAGEMENT JOURNAL LA English DT Article ID ORGANIZATIONAL-EFFECTIVENESS; FIRM RESOURCES; ENTREPRENEURSHIP; UNIVERSITY; CAPABILITIES; INNOVATION; EVOLUTION; CREATION; FUTURE; TRANSFORMATION AB In emerging-market countries, commercial institutions do not always develop sufficiently quickly or effectively to support ambitious entrepreneurs. How might intermediaries remedy these problems? We address this question by drawing on institutional literatures to develop the concept of "open system intermediaries." Our research design involves examining business incubators in emerging markets as a form of open system intermediary. Empirically, we examine the relative emphasis that business incubators in emerging-market countries place on developing markets versus developing specific businesses. The study further examines how private, government, academic, and non-governmental organization sponsorship of incubators influences the mix of services that incubators provide. In sum, this work contributes to our understanding of how, why, and when intermediaries emerge to address institutional failures. C1 [Dutt, Nilanjana] Bocconi Univ, Strategy, Milan, Italy. [Hawn, Olga] Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC USA. [Vidal, Elena] Baruch Coll, Zicklin Sch Business, Management, New York, NY USA. [Chatterji, Aaron] Duke Univ, Durham, NC 27706 USA. [Mcgahan, Anita] Univ Toronto, Management, Toronto, ON M5S 1A1, Canada. 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Manage. J. PD JUN 1 PY 2016 VL 59 IS 3 BP 818 EP 840 DI 10.5465/amj.2012.0463 PG 23 WC Business; Management SC Business & Economics GA DP5ZG UT WOS:000378576100005 DA 2019-12-02 ER PT J AU Berends, L Ritter, A Chalmers, J AF Berends, Lynda Ritter, Alison Chalmers, Jenny TI Collaborative Governance in the Reform of Western Australia's Alcohol and Other Drug Sector SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article DE collaborative governance; alcohol and other drugs; health services research ID COPRODUCTION AB Collaborative governance involves processes and structures for policy development and decision making with particular relevance for health and social services. We examined collaborative governance in the reform of Western Australia's alcohol and other drug sector, applying Emerson etal.'s (2012) integrative framework. A documentary review and group interviews with government, sector, and consumer representatives were involved. Contextual factors included increased service funding, and the development of a partnership approach. Drivers for collaboration involved leadership and financial incentives for policy implementation. Key stakeholders across government and the sector reported a mutually supportive and constructive relationship and increased capacity, and they shared an agenda for change. The integrative framework was a useful structure for the explication of collaborative governance, although financial arrangements were not addressed. We examined the process for alcohol and other drug sector reform in Western Australia using Emerson et al.'s (2012) integrative framework for collaborative governance. Increased service funding, a partnership policy, leadership, and consequential incentives were important. Our findings suggest that financial arrangements should be added to the framework. C1 [Berends, Lynda] Australian Catholic Univ, Sydney, NSW 2059, Australia. [Ritter, Alison; Chalmers, Jenny] Univ New S Wales, Sydney, NSW 2052, Australia. RP Berends, L (reprint author), Australian Catholic Univ, Sydney, NSW 2059, Australia. RI Berends, Lynda/D-8244-2016 OI Berends, Lynda/0000-0002-4111-0914; Ritter, Alison/0000-0001-9540-1920 CR Ansell C., 2011, PRAGMATIST DEMOCRACY Ansell C, 2008, J PUBL ADM RES THEOR, V18, P543, DOI 10.1093/jopart/mum032 Australian Institute of Health and Welfare (AIHW), 2014, DRUG TREATM SER, V24 Candler G., 2010, PUBLIC ADM Q, V53, P169 Charmaz K., 2008, HDB EMERGENT METHODS, P155, DOI 10.1080/15332691.2013.779094 du Gay P, 2004, ORGANIZATION, V11, P37, DOI 10.1177/1350508404039777 Dunston R, 2009, AUST J PUBL ADMIN, V68, P39, DOI 10.1111/j.1467-8500.2008.00608.x EAC (Economic Audit Committee), 2009, PUTT PUBL 1 PARTN CO Emerson K, 2012, J PUBL ADM RES THEOR, V22, P1, DOI 10.1093/jopart/mur011 Government of Western Australia, 2014, PARTN POL EV NEWS Government of Western Australia, 2012, SUST FUND CONTR NOT Government of Western Australia, 2013, SUST FUND CONTR IN C Government of Western Australia, 2013, BUDG B 2013 14, V2013 Government of Western Australia Drug and Alcohol Office, 2013, POL 144 FUND PURCH C Government of Western Australia Drug and Alcohol Office, 2013, DRUG ALC OFF ANN REP Government of Western Australia Funding and Contracting Services Unit Department of Finance, 2011, GUID IMPL DEL COMM S Hunter J., 2012, IMPL STAT GOV PROC R Lindquist E, 2008, COLLABORATIVE GOVERNANCE: A NEW ERA OF PUBLIC POLICY IN AUSTRALIA, P149 O'Flynn J, 2007, AUST J PUBL ADMIN, V66, P353, DOI 10.1111/j.1467-8500.2007.00545.x O'Flynn J, 2009, AUST J PUBL ADMIN, V68, P112, DOI 10.1111/j.1467-8500.2009.00616.x Ryan B, 2012, AUST J PUBL ADMIN, V71, P314, DOI 10.1111/j.1467-8500.2012.00780.x Shergold P, 2008, COLLABORATIVE GOVERNANCE: A NEW ERA OF PUBLIC POLICY IN AUSTRALIA, P13 Stenius K, 2011, ADDICTION, V106, P2070, DOI 10.1111/j.1360-0443.2011.03633.x Western Australia, 2011, DEL COMM SERV PARTN Western Australian Council On Social Services (WACOSS), 2011, FUND PROC REF FREQ A Western Australian Network of Alcohol and Drug Agencies (WANADA), 2013, WANADA ANN REP 2012 NR 26 TC 1 Z9 1 U1 0 U2 9 PU WILEY-BLACKWELL PI HOBOKEN PA 111 RIVER ST, HOBOKEN 07030-5774, NJ USA SN 0313-6647 EI 1467-8500 J9 AUST J PUBL ADMIN JI Aust. J. Public Adm. PD JUN PY 2016 VL 75 IS 2 BP 137 EP 148 DI 10.1111/1467-8500.12154 PG 12 WC Public Administration SC Public Administration GA DN7MZ UT WOS:000377261800002 DA 2019-12-02 ER PT J AU Bakhshi, H Edwards, JS Roper, S Scully, J Shaw, D Morley, L Rathbone, N AF Bakhshi, Hasan Edwards, John S. Roper, Stephen Scully, Judy Shaw, Duncan Morley, Lorraine Rathbone, Nicola TI Assessing an experimental approach to industrial policy evaluation: Applying RCT plus to the case of Creative Credits SO RESEARCH POLICY LA English DT Article DE Evaluation; Experimental; Industrial policy; Innovation; Creative; Qualitative research ID RESEARCH-AND-DEVELOPMENT; INNOVATION; RANDOMIZATION; KNOWLEDGE; IMPACT; SMES AB Experimental methods of policy evaluation are well-established in social policy and development economics but are rare in industrial and innovation policy. In this paper, we consider the arguments for applying experimental methods to industrial policy measures, and propose an experimental policy evaluation approach (which we call RCT+). This approach combines the randomised assignment of firms to treatment and control groups with a longitudinal data collection strategy incorporating quantitative and qualitative data (so-called mixed methods). The RCT+ approach is designed to provide a causative rather than purely summative evaluation, i.e. to assess both 'whether' and 'how' programme outcomes are achieved. In this paper, we assess the RCT+ approach through an evaluation of Creative Credits - a UK business-to-business innovation voucher initiative intended to promote new innovation partnerships between SMEs and creative service providers. The results suggest the potential value of the RCT+ approach to industrial policy evaluation, and the benefits of mixed methods and longitudinal data collection. (C) 2015 Elsevier B.V. All rights reserved. C1 [Bakhshi, Hasan] Nesta, London EC4A 1DE, England. [Edwards, John S.; Scully, Judy; Rathbone, Nicola] Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. [Roper, Stephen] Univ Warwick, Enterprise Res Ctr, Coventry CV4 7AL, W Midlands, England. [Roper, Stephen; Morley, Lorraine] Univ Warwick, Warwick Business Sch, Coventry CV4 7AL, W Midlands, England. [Shaw, Duncan] Manchester Business Sch, Manchester M15 6PB, Lancs, England. RP Roper, S (reprint author), Univ Warwick, Enterprise Res Ctr, Coventry CV4 7AL, W Midlands, England. EM Hasan.Bakhshi@nesta.org.uk; j.s.edwards@aston.ac.uk; stephen.roper@wbs.ac.uk; j.w.scully@aston.ac.uk; duncan.shaw-2@mbs.ac.uk; lorraine.morley.09@mail.wbs.ac.uk; rathbnj1@aston.ac.uk RI roper, stephen/P-1088-2016 OI roper, stephen/0000-0002-9702-8696; Edwards, John S./0000-0003-3979-017X; Scully, Judy/0000-0002-0968-0941 FU Nesta, the Economic and Social Research Council; Arts and Humanities Research Council; North West Development Agency; Economic and Social Research CouncilEconomic & Social Research Council (ESRC) [ES/K006614/1] FX Funding for this project was provided by Nesta, the Economic and Social Research Council, the Arts and Humanities Research Council and the North West Development Agency. Haidee Bell (Nesta), Karen Brayne (previously Nesta), Matt Gostelow (Aston Business School), Adam Hewitt (Aston Business School) and Jon Kingsbury (Nesta) made valuable contributions to the policy experiment. We are also grateful to firms in the Manchester City Region who so generously gave their time to participate. The paper was much improved by useful comments from the editor and three anonymous referees. CR Bakhshi H., 2011, CREATING INNOVATION Bakhshi H., 2013, CREATIVE CREDITS RAN Banerjee A. V, 2011, POOR EC RADICAL RETH Banerjee A.V., 2008, 14467 NBER, P467 Biggar Economics B., 2009, INT EV INN VOUCH PRO BIS, 2009, RES IMPR ASS ADD Bloom N, 2011, DOES MANAGEMENT MATT Bratberg E, 2002, SCAND J ECON, V104, P147, DOI 10.1111/1467-9442.00276 Bremnes H., 2011, 20113 MOLD U COLL Bruhn M, 2009, AM ECON J-APPL ECON, V1, P200, DOI 10.1257/app.1.4.200 BRYMAN A, 2004, SAGE ENCY SOCIAL SCI Bryman A., 2001, SOCIAL RES METHODS BUISSERET TJ, 1995, INT J TECHNOL MANAGE, V10, P587 BURTLESS G, 1995, J ECON PERSPECT, V9, P63, DOI 10.1257/jep.9.2.63 Chen Huey T., 1990, THEORY DRIVEN EVALUA Cornet M., 2006, 58CBP Cornet M., 2007, EFFECTIVITEIT INNOVA, P140 Cresswell J. 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Policy PD OCT PY 2015 VL 44 IS 8 BP 1462 EP 1472 DI 10.1016/j.respol.2015.04.004 PG 11 WC Management SC Business & Economics GA CO9NC UT WOS:000359501500005 DA 2019-12-02 ER PT J AU Perez-Lopez, G Prior, D Zafra-Gomez, JL AF Perez-Lopez, Gemma Prior, Diego Zafra-Gomez, Jose L. TI Rethinking New Public Management Delivery Forms and Efficiency: Long-Term Effects in Spanish Local Government SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Article ID EMPIRICAL-ANALYSIS; OPERATIONAL ENVIRONMENT; SERVICES DELIVERY; TRANSACTION COSTS; FRONTIER MODELS; SOLID-WASTE; PRIVATIZATION; PERFORMANCE; WATER; PRIVATE AB With the increase in public services offered at the local level and heightened budgetary and financial constraints on local government, new ways of managing local public services must be sought, in order to maximize the efficiency of resource management. Accordingly, local governments have introduced organizational changes, through contracting out, the creation of public agencies, and increased cooperation with other municipalities and private companies. However, previous studies have only examined the relationship between contracting out and efficiency, and no in-depth survey has been made of the relationship between efficiency with other forms of management, nor of the joint impact of these forms of management on efficiency. The main aim of this study is to determine whether New Public Management (NPM) delivery forms do in fact improve the efficiency of Spanish local governments. In this regard, we analyze the particular impact of the global recession. Our results suggest that in general terms the creation of agencies, contracting out, and intermunicipal cooperation reduce cost efficiency. However, these results also lead to the conclusion that during the global recession, some of these NPM delivery forms tended to become more efficient. Thus, empirical evidence suggests that the adoption of mixed firms contributes to higher levels of cost efficiency in the whole period considered, and thus it may be a suitable instrument in periods of crisis. C1 [Perez-Lopez, Gemma; Zafra-Gomez, Jose L.] Univ Granada, E-18071 Granada, Spain. [Prior, Diego] Univ Autonoma Barcelona, E-08193 Barcelona, Spain. RP Perez-Lopez, G (reprint author), Univ Granada, E-18071 Granada, Spain. EM gemmapl@ugr.es RI Perez-Lopez, Gemma/AAA-1534-2019; Zafra-Gomez, Jose L./C-4536-2019 OI Perez-Lopez, Gemma/0000-0003-3569-8261; Zafra-Gomez, Jose L./0000-0001-7191-6591; Prior, Diego/0000-0002-4669-2861 FU Spanish Ministry of Science and EducationMinistry of Education and Science, Spain [ECO2013-48413-R, ECO2013-44115-P]; Fundacion Centro de Estudios Andaluces, Junta de Andalucia (Spain) [PRY139/14]; 'Catedra Pasqual Maragall de Economia y Territorio', Universitat de Barcelona, Barcelona (Spain) FX Spanish Ministry of Science and Education (ECO2013-48413-R and ECO2013-44115-P); the Fundacion Centro de Estudios Andaluces, Junta de Andalucia (Spain) (PRY139/14); 'Catedra Pasqual Maragall de Economia y Territorio', Universitat de Barcelona, Barcelona (Spain). 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SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Article ID SERVICE MOTIVATION; NONPROFIT; VOLUNTEER; BEHAVIOR; TRUST; OLDER; TIME AB The face of public service continues to evolve as government copes with increasingly complex societal problems and changing means of service delivery. Public managers are now challenged to oversee programs that cut across sectors and organizational boundaries, and people carrying out the government's work can be found across all sectors-government, nonprofit, and for-profit. Unlike those in previous generations, younger individuals see opportunities to engage in public service in nonprofit and for-profit organizations, which has undoubtedly affected the ability of government agencies to recruit and retain those with public service values. Have opportunities to engage in public service across sectors made differences between public, nonprofit, and for-profit organizations irrelevant? Are public and nonprofit employees any different from those in for-profit organizations, especially when it comes to public service values? Understanding why individuals engage in public service is arguably more important than ever as social capital and civic engagement decline. This article draws upon the "other-oriented" aspect of public service and builds upon the work of Brewer (Brewer, Gene A. 2003. Building social capital: Civic attitudes and behavior of public servants. Journal of Public Administration Research and Theory 13 (1):5-26.) and Houston (Houston, David J. 2006. "Walking the walk" of public service motivation: Public employees and charitable gifts of time, blood, and money. Journal of Public Administration Research and Theory 16 (1):67-86.; Houston, David J. 2008. Behavior in the public square. In Motivation in public management: The call of public service, eds. James L. Perry and Annie Hondeghem, 177-99. Oxford, UK: Oxford Univ. Press.) to examine the impact of sector on one area of prosocial behavior: volunteering. This article employs data from the September Volunteer Supplement of the 2011 Current Population Survey to examine how both formal and informal volunteering varies across sectors-public, nonprofit, and for-profit-as well as across levels of government-federal, state, and local. This study finds that government and nonprofit sector employees tend to volunteer more than their for-profit sector counterparts, but there are important nuances when taking work schedule, levels of government, and additional measures of volunteering into account. C1 Univ N Carolina, Charlotte, NC 28223 USA. RP Piatak, JS (reprint author), Univ N Carolina, Charlotte, NC 28223 USA. EM jpiatak@uncc.edu CR Batson CD, 2002, J SOC ISSUES, V58, P429, DOI 10.1111/1540-4560.00269 Boris E. 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Publ. Adm. Res. Theory PD JUL PY 2015 VL 25 IS 3 BP 877 EP 900 DI 10.1093/jopart/muu013 PG 24 WC Political Science; Public Administration SC Government & Law; Public Administration GA CM7OR UT WOS:000357884800009 DA 2019-12-02 ER PT J AU Gallet, W O'Flynn, J Dickinson, H O'Sullivan, S AF Gallet, Wilma O'Flynn, Janine Dickinson, Helen O'Sullivan, Siobhan TI The Promises and Pitfalls of Prime Provider Models in Service Delivery: The Next Phase of Reform in Australia? SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article DE prime providers; government contracting; public services ID PUBLIC MANAGEMENT AB At a time of fiscal restraint and reductions in the size of the public sector, governments in Australia are exploring new approaches to delivering public services. One model receiving attention is the prime provider approach. This is an approach where government contracts a lead or prime provider who in turn organizes and manages a group of sub-contractors. In prime provider approaches, non-government organizations take on a quasi-government role and this brings a new complexity into the relationships between the various actors involved in developing and delivering public services. This article provides an overview of prime provider approaches and, drawing on the limited research to date, poses questions that we view as being critical to the current debate. The aim is to provoke further discussion on the potential impact of prime provider approaches. C1 [Gallet, Wilma; O'Flynn, Janine; Dickinson, Helen; O'Sullivan, Siobhan] Univ Melbourne, Melbourne, Vic 3010, Australia. RP Gallet, W (reprint author), Univ Melbourne, Melbourne, Vic 3010, Australia. OI o'sullivan, siobhan/0000-0003-4705-1182; O'Flynn, Janine/0000-0002-5565-5923 FU Brotherhood of St Laurence FX The authors acknowledge the support of the Brotherhood of St Laurence, a Melbourne-based non-profit who contributed to the ideas presented in this paper and provided funding for the initial scoping work upon which this paper is based. 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J. Public Adm. PD JUN PY 2015 VL 74 IS 2 BP 239 EP 248 DI 10.1111/1467-8500.12120 PG 10 WC Public Administration SC Public Administration GA CJ1HM UT WOS:000355234700013 DA 2019-12-02 ER PT J AU James, O Nakamura, A AF James, Oliver Nakamura, Ayako TI Shared performance targets for the horizontal coordination of public organizations: control theory and departmentalism in the United Kingdom's Public Service Agreement system SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article DE accountability; administrative organization and structures; control; partnerships; performance; public sector reform; service delivery ID GOVERNMENT; CONFIDENCE; SECTOR AB Coordinating organizations horizontally is a longstanding difficulty of public governance, often called departmentalism in central government systems. Several tools for horizontal coordination have previously been analysed but shared performance targets across departments have received relatively little attention. This article develops a control theory of shared performance target systems for horizontal coordination of departments consisting of 'director' (shared objective and target setting), 'detector' (shared monitoring of progress), and 'effector' (shared feedback to promote achievement of targets) components. The theory distinguishes between two kinds of shared targets: those promoting sequential coordination and simultaneous coordination among departments. The expectations of control theory are assessed for the Public Service Agreement (PSA) adopted in the United Kingdom. PSAs enabled a step change increase in discussion of shared policy objectives across departments. However, despite these benefits, the fundamentally separate broader ministerial and departmental accountability structures led to the setting of vague outcome targets, underdeveloped performance reporting, and fragmented delivery arrangements for shared targets. C1 [James, Oliver] Univ Exeter, Polit Sci, Exeter EX4 4RJ, Devon, England. [Nakamura, Ayako] Univ Exeter, Exeter EX4 4RJ, Devon, England. RP Nakamura, A (reprint author), Univ Exeter, Amory Bldg,Rennes Dr, Exeter EX4 4RJ, Devon, England. EM a.nakamura@exeter.ac.uk FU Coordinating for Cohesion in the Public Sector of the Future (COCOPS) Work Package 5: The Governance of Social Cohesion: Innovative Coordination Practices in Public Management, European Union Seventh Framework Programme,; Economic and Social Research CouncilEconomic & Social Research Council (ESRC) [ES/M000869/1] FX Funded as part of the Coordinating for Cohesion in the Public Sector of the Future (COCOPS) Work Package 5: The Governance of Social Cohesion: Innovative Coordination Practices in Public Management, European Union Seventh Framework Programme, Socio-economic Sciences and Humanities. We would like to thank the senior officials interviewed for this research and acknowledge comments received from other researchers in the COCOPS community. 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PD JUN PY 2015 VL 81 IS 2 SI SI BP 392 EP 411 DI 10.1177/0020852314565998 PG 20 WC Public Administration SC Public Administration GA CJ6PG UT WOS:000355615200011 DA 2019-12-02 ER PT J AU Liu, SM Yuan, QL AF Liu, Shuhua Monica Yuan, Qianli TI The Evolution of Information and Communication Technology in Public Administration SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article DE information and communication technology (ICT); technology integration; government innovation; public service reform; e-government ID E-GOVERNMENT; SYSTEMS; MANAGEMENT; TRANSFORMATION; CHALLENGES; COUNTRIES; REFORM; CHINA AB Over the last decades, governments all over the world have tried to take advantage of information and communication technology (ICT) to improve government operations and communication with citizens. Adoption of e-government has increased in most countries, but at the same time, the rate of successful adoption and operation varies from country to country. This article outlines the evolution of ICT in the public sector over the past 25years. It presents general trends by examining interactions and mutual shaping processes between ICT evolution and several inter-related institutional changes including government operations, public services delivery, citizen participation, policy and decision making, and governance reform. The authors suggest that within a short time period, e-governance has evolved rapidly from rudimentary uses of ICTs as simple tools to support highly structured administrative work to the integration of ICT throughout government operations. The growing use of Web 2.0, social media, and mobile and wireless ICT by citizens can also heavily impact the way public services are delivered and how citizen engagement processes are carried out. However, new management approaches, governance structures, and policy frameworks are still missing, posing a challenge for governments to operate effectively in the age of big data. Generally, developing countries are lagging behind in e-government adoption compared with developed countries. Thus, for developing countries to successfully adopt ICT and try to leapfrog some of the obstacles encountered by early ICT adopters in developed countries, systematic analyses need to be conducted to understand the interactions among stakeholders and ICTs and co-create the institutional environment to lead to a positive impact of ICT on public administration. Only when this relationship is clearly understood can innovative ICTs be seamlessly integrated into the governance structure. Copyright (c) 2015 John Wiley & Sons, Ltd. C1 [Liu, Shuhua Monica; Yuan, Qianli] Fudan Univ, Shanghai 200433, Peoples R China. RP Liu, SM (reprint author), Fudan Univ, Dept Publ Adm, 220 Handan Rd, Shanghai 200433, Peoples R China. EM shuhua.liu@yahoo.com FU China National Social Science Foundation [KRB3056068]; China Ministry of EducationMinistry of Education, China [JJH3056017]; China Earthquake Administration [201508016]; Shanghai Municipal Advisory Committee of Decision Support [KEH3056089]; Shanghai Science and Technology CommissionScience & Technology Commission of Shanghai Municipality (STCSM)Shanghai Science & Technology Committee [WBH3056008]; Fudan University [JJH3353502] FX We want to thank multiple funding agencies for their generous support that made this research possible: China National Social Science Foundation (project ID: KRB3056068), China Ministry of Education (project ID: JJH3056017), China Earthquake Administration (project ID: 201508016), Shanghai Municipal Advisory Committee of Decision Support (project ID: KEH3056089), Shanghai Science and Technology Commission (project ID: WBH3056008), and Fudan University (project ID: JJH3353502). Our appreciation also goes to Jose Antonio Puppim de Oliveira, Paul Collins, Yijia Jing, Raya Fidel, and Philippe Cyr for insightful comments, and Shu Xiao and Yanfei Xin for their diligent work on data collection and analysis. CR Assar Said, 2011, Electronic Government. 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Dev. PD MAY PY 2015 VL 35 IS 2 SI SI BP 140 EP 151 DI 10.1002/pad.1717 PG 12 WC Development Studies; Public Administration SC Development Studies; Public Administration GA CL5BQ UT WOS:000356975200007 DA 2019-12-02 ER PT J AU Ohemeng, FLK Grant, JK AF Ohemeng, Frank L. K. Grant, John K. TI Neither public nor private: The efficacy of mixed model public service delivery in two Canadian municipalities SO CANADIAN PUBLIC ADMINISTRATION-ADMINISTRATION PUBLIQUE DU CANADA LA English DT Article ID LOCAL-GOVERNMENTS; SOLID-WASTE; EMPIRICAL-ANALYSIS; TRANSACTION COSTS; WATER SERVICES; PRIVATIZATION; COMPETITION; MANAGEMENT; MARKET; PERFORMANCE AB The New Public Management emerged in the 1980s, and with it, alternative service delivery (ASD) mechanisms, which removed service delivery from the public bureaucracy and separated policy making from policy implementation. Most western governments implemented measures including privatization or contracting out of service delivery to the private sector. By the mid-1990s, many governments started reversing ASD policies and sought new ways to deliver services, leading to a mixed model approach to service delivery, which combines the benefits of the public and private sectors. We examine the adoption of the model in the Canadian municipalities of Hamilton and Ottawa to determine if and how it enhances competition, cost-savings, efficiency, effectiveness, and good governance in the delivery of public services, during an era of fiscal constraint. Our findings indicate the model is better in enhancing the five variables when compared to solely public or private services delivery. Sommaire La Nouvelle gestion publique a vu le jour dans les annees 1980 et avec elle, les mecanismes de la diversification des modes de prestation des services (DMPS), qui ont retire la prestation de services de la bureaucratie publique et ont separe l'elaboration des politiques de la mise en OEuvre des politiques. La plupart des gouvernements occidentaux ont mis en OEuvre des mesures, entre autres la privatisation ou la sous-traitance de la prestation de services au secteur prive. Vers le milieu des annees 1990, de nombreux gouvernements ont commence a annuler les politiques de la DMPS et a chercher de nouvelles methodes de prestation de services, ce qui a donne lieu a une approche de modele mixte pour la prestation de services, laquelle combine les avantages des secteurs public et prive. Nous examinons l'adoption du modele dans les municipalites canadiennes d'Hamilton et Ottawa afin de determiner si et comment ce dernier ameliore la concurrence, les economies de couts, l'efficience, l'efficacite et la bonne gouvernance dans la prestation des services publics, en periode de compression budgetaire. Nos conclusions indiquent que ce modele parvient le mieux a rehausser les cinq variables lorsqu'on le compare a la prestation des services uniquement publique ou privee. C1 [Ohemeng, Frank L. 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PD DEC PY 2014 VL 57 IS 4 BP 548 EP 572 DI 10.1111/capa.12090 PG 25 WC Public Administration SC Public Administration GA AW4TU UT WOS:000346274100004 DA 2019-12-02 ER PT J AU Hefetz, A Warner, M Vigoda-Gadot, E AF Hefetz, Amir Warner, Mildred Vigoda-Gadot, Eran TI PROFESSIONAL MANAGEMENT AND LOCAL GOVERNMENT SERVICE DELIVERY Strategic Decisions Across Alternative Markets SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE service portfolio; professional management; delivery strategies; public markets; private markets ID PUBLIC-SERVICES; PRIVATIZATION; URBAN; US; COMPETITION; PERFORMANCE; MUNICIPAL; PRIVATE; LEADERSHIP; EFFICIENCY AB Local governments explore alternative delivery strategies for their service portfolios by engaging both private markets of for-profit firms and public markets of intergovernmental agreements. This study investigates the critical role of professionally structured local governments in selecting between these alternative markets. The analysis of national data on U.S. local government for the year 2007 includes new measures of management motivators and obstacles to contract with both for-profit and intergovernmental agents, as well as new measures for transaction cost, citizen interest, and market competition for the full portfolio of services provided by local governments. The study finds that council-manager governments are more responsive to market competition and citizen interest, and manage political motivation and opposition by exploring alternative forms of service delivery. However, public intergovernmental contract markets are a means to address management difficulties for governments of both types. C1 [Hefetz, Amir] Univ Haifa, Sch Polit Sci, IL-31905 Haifa, Israel. [Warner, Mildred] Cornell Univ, Ithaca, NY 14853 USA. [Vigoda-Gadot, Eran] Univ Haifa, IL-31905 Haifa, Israel. [Vigoda-Gadot, Eran] Univ Haifa, Ctr Publ Management & Policy, IL-31905 Haifa, Israel. RP Hefetz, A (reprint author), Univ Haifa, Sch Polit Sci, Div Publ Adm & Policy, IL-31905 Haifa, Israel. 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PD DEC PY 2014 VL 38 IS 2 BP 261 EP 283 DI 10.1080/15309576.2015.983829 PG 23 WC Public Administration SC Public Administration GA AZ9AS UT WOS:000348504300004 DA 2019-12-02 ER PT J AU Langhorn, K AF Langhorn, K. TI Encouraging entrepreneurship with innovation vouchers: Recent experience, lessons, and research directions SO CANADIAN PUBLIC ADMINISTRATION-ADMINISTRATION PUBLIQUE DU CANADA LA English DT Article AB Innovation vouchers are widely used internationally by governments to support emerging small business. Traditionally, vouchers were used to subsidize social benefits such as food, education or health services, but are increasingly used to stimulate entrepreneurial effort. Innovation vouchers are usually given to small firms to subsidize the cost of business or technical services from external providers. This enables the company to have more control over their development activities, while sustaining the external service providers. International and Canadian experience suggests considerable congruence in program design but, in some settings, special features have been devised to address local business needs and development priorities. A largely untapped body of evidence could be used to assess the impact of this tool and opportunities for refinement and application. C1 Indigenous Enterprise Dev, Lethbridge, AB, Canada. RP Langhorn, K (reprint author), Indigenous Enterprise Dev, Lethbridge, AB, Canada. CR Goldmark Lara, 2001, U S AG INT DEV BUR G Knopp D., 2001, J DEV ALTERNATIVES, V7, P1 Koskenlinna M., 2007, PRO INN EUR POTTS J, 2009, NUDGING INNOVATION 5 Schade Sven, 2009, ENT IND DIR GEN NR 5 TC 3 Z9 3 U1 0 U2 19 PU WILEY-BLACKWELL PI HOBOKEN PA 111 RIVER ST, HOBOKEN 07030-5774, NJ USA SN 0008-4840 EI 1754-7121 J9 CAN PUBLIC ADMIN JI Can. Public Adm.-Adm. Publique Can. PD JUN PY 2014 VL 57 IS 2 BP 318 EP 326 DI 10.1111/capa.12070 PG 9 WC Public Administration SC Public Administration GA AJ3JH UT WOS:000337561900007 DA 2019-12-02 ER PT J AU Girth, AM AF Girth, Amanda M. TI A Closer Look at Contract Accountability: Exploring the Determinants of Sanctions for Unsatisfactory Contract Performance SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Article ID LOCAL PUBLIC-SERVICES; MANAGEMENT CAPACITY; DECISION-MAKING; SOLID-WASTE; GOVERNMENT; PRIVATIZATION; INCENTIVES; DELIVERY; COSTS; PRINCIPALS AB Governments continue to increase their reliance on private and nonprofit agents to deliver goods and services to citizens. Yet there is a dearth of scholarly research on the critical decisions made by public managers throughout the contract implementation processudecisions that can have a profound impact on the quality of services delivered to citizens and on the accountability of contractors to the public interest. This research addresses the accountability dynamics in local government contracting by analyzing the decisions public managers make to determine whether they sanction contractors for unsatisfactory performance. This study reports the results of a national survey of local government managers and is supplemented with pre- and postsurvey interview data. Although public managers have powerful tools available, especially in the form of sanctions, the results presented here indicate that several factors prohibit their executionuspecifically the burdensome nature of the sanctioning process, willingness to use discretion, and the extent to which the organization is dependent on the poor-performing contractor. Understanding how and why managers use contract sanctions can elucidate both administrative decision making in the implementation process, and as importantly, the influence of this action on public accountability. C1 Ohio State Univ, John Glenn Sch Publ Affairs, Columbus, OH 43210 USA. 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E., 1985, EC I CAPITALISM Williamson O.E., 1975, MARKETS HIERARCHIES Wood B., 1994, BUREAUCRATIC DYNAMIC NR 94 TC 32 Z9 33 U1 2 U2 38 PU OXFORD UNIV PRESS PI OXFORD PA GREAT CLARENDON ST, OXFORD OX2 6DP, ENGLAND SN 1053-1858 EI 1477-9803 J9 J PUBL ADM RES THEOR JI J. Publ. Adm. Res. Theory PD APR PY 2014 VL 24 IS 2 BP 317 EP 348 DI 10.1093/jopart/mus033 PG 32 WC Political Science; Public Administration SC Government & Law; Public Administration GA AE6NX UT WOS:000334111800003 DA 2019-12-02 ER PT J AU Vecchiato, R Roveda, C AF Vecchiato, Riccardo Roveda, Claudio TI Foresight for public procurement and regional innovation policy: The case of Lombardy SO RESEARCH POLICY LA English DT Article DE Regional innovation policy; Public procurement; Foresight; Demand and R&D management; Innovation ID TECHNOLOGY; MANAGEMENT; NETHERLANDS; CLUSTERS; SYSTEMS; SCIENCE; DEMAND; USER AB Public procurement can be a major source of innovation. The potential benefits of public procurement might be fully exploited through the acquisition not only of appliances which are already available in the market, but also of new appliances which are tailored to the specific needs of the local community and might be exported as well to the international markets. In this way, public procurement might allow to improve the services delivered to the local community and to increase the technological competitiveness of the local industrial and research system. In this context, regional foresight might help identify both long-term societal needs and the patterns of evolution of emerging technologies that can match these needs. The purpose of this paper is to illustrate, trough the recent experience of the regional government of Lombardy, the role of foresight for enhancing public procurement and innovation policy at the regional level. (C) 2013 Elsevier B.V. All rights reserved. C1 [Vecchiato, Riccardo; Roveda, Claudio] Politecn Milan, Dept Management Econ & Ind Engn, I-20133 Milan, Italy. RP Vecchiato, R (reprint author), Politecn Milan, Dept Management Econ & Ind Engn, Pzza Leonardo da Vinci 32, I-20133 Milan, Italy. EM riccardo.vecchiato@polimi.it CR Ahlqvist T., 2011, 4 INT SEV C FUT OR T Aho E, 2006, CREATING INNOVATIVE Asheim B. 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Policy PD MAR PY 2014 VL 43 IS 2 BP 438 EP 450 DI 10.1016/j.respol.2013.11.003 PG 13 WC Management SC Business & Economics GA AA3WX UT WOS:000331027000015 OA Green Accepted DA 2019-12-02 ER PT J AU Lamothe, S Lamothe, M AF Lamothe, Scott Lamothe, Meeyoung TI Understanding the Differences Between Vendor Types in Local Governance SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE contracting; vendor ownership; local governance; service delivery ID TRANSACTION COSTS; SERVICE PRODUCTION; PUBLIC MANAGEMENT; PERFORMANCE; NONPROFIT; CONTRACTS; DELIVERY; PRIVATIZATION; COMPETITION; EFFICIENCY AB It is commonly posited that for-profit, nonprofit, and other government vendors have fundamental differences, which make one or the other the superior choice depending on the circumstances of service delivery. Past research, focusing on service and market characteristics, finds support for this proposition. In this article, we investigate not only the typical theoretical expectations regarding vendor traits, service characteristics, and market conditions associated with the sectors, but also the presumed trustworthiness and management practices that are argued to differentiate them in an effort to better understand the roles played by each in local government contracting. Our findings indicate that as expected, nonprofits are most commonly employed when dealing with hard to define, soft services with weak markets. However, contrary to expectations, nonprofits are not generally considered more trustworthy than for-profits and are not managed more loosely (i.e., more ambiguous contracts, more discretion exercised in sanctioning) than their for-profit peers. Rather, public vendors seem to be the most trusted and are managed less rigidly than contractors from the other sectors. C1 [Lamothe, Scott] Univ Oklahoma, Dept Polit Sci, Norman, OK 73019 USA. 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PD NOV PY 2013 VL 43 IS 6 BP 709 EP 728 DI 10.1177/0275074012454374 PG 20 WC Public Administration SC Public Administration GA 248JI UT WOS:000326695100005 DA 2019-12-02 ER PT J AU Lovegrove, N Thomas, M AF Lovegrove, Nick Thomas, Matthew TI TRIPLE-STRENGTH LEADERSHIP SO HARVARD BUSINESS REVIEW LA English DT Article AB Managing resource constraints, controlling health care costs, training the 21st-century workforce, implementing smart-grid technologies challenges of this scope can't be addressed unless government, business, and NGOs work together. But how? Such problems need solutions designed and implemented by what the Kennedy School professor Joseph Nye has called "tri-sector athletes"-people who can bridge the vastly different cultures of the three sectors. Bill Gates is one, and so are Sheryl Sandberg, Bob Hormats, and Hank Paulson. But these Leaders are a rare breed, the authors found, at once pragmatic and idealistic. Motivated by a strong sense of mission, they forge uniquely effective career paths by applying their widening range of cross-sector skills, sensitivity to context, open-mindedness, and powerful networks to some of the world's most intractable problems. To encourage more people to follow in their footsteps, the authors suggest how academia, government agencies, and private enterprise can do more to overcome systemic barriers, which include the obstacles presented to those in the private sector by the arduous and seemingly capricious government confirmation process; the level of transparency and public scrutiny that public service entails; the tremendous and growing disparity of pay between the private sector and both government and public service; and the sheer difficulty of hearing about cross-sector career opportunities. Aspiring leaders need both an intellectual foundation and practical pathways that will give them tri-sector experience throughout their careers without slowing their forward momentum. C1 [Lovegrove, Nick] Harvard Univ, Kennedy Sch, Cambridge, MA 02138 USA. [Lovegrove, Nick] Brookings Inst, Washington, DC 20036 USA. NR 0 TC 8 Z9 8 U1 1 U2 55 PU HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION PI WATERTOWN PA 300 NORTH BEACON STREET, WATERTOWN, MA 02472 USA SN 0017-8012 J9 HARVARD BUS REV JI Harv. Bus. Rev. PD SEP PY 2013 VL 91 IS 9 BP 46 EP + PG 96 WC Business; Management SC Business & Economics GA 203NL UT WOS:000323299800039 DA 2019-12-02 ER PT J AU Osborne, SP Radnor, Z Nasi, G AF Osborne, Stephen P. Radnor, Zoe Nasi, Greta TI A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE public administration; public management issues; politics/administration issues; organizational theory; public administration/administrative theory ID E-GOVERNMENT; CITIZEN PARTICIPATION; MARKET ORIENTATION; INTERNAL SERVICE; DESIGN RESEARCH; CO-PRODUCERS; ORGANIZATIONS; GOVERNANCE; INNOVATION; INVOLVEMENT AB This article argues that current public management theory is not fit for purpose-if it ever has been. It argues that it contains two fatal flaws-it focuses on intraorganizational processes at a time when the reality of public services delivery is interorganizational, and it draws upon management theory derived from the experience of the manufacturing sector and which ignores the reality of public services as "services." The article subsequently argues for a "public service dominant" approach. This not only more accurately reflects the reality of contemporary public management but also draws upon a body of substantive service-dominant theory that is more relevant to public management than the previous manufacturing focus. We argue that this approach makes an innovative contribution to public management theory in the era of the New Public Governance. The article concludes by exploring the implications of this approach in four domains of public management and by setting a research agenda for a public-service dominant theory for the future. C1 [Osborne, Stephen P.] Univ Edinburgh, Sch Business, Ctr Publ Serv Res, Edinburgh EH8 9JS, Midlothian, Scotland. [Radnor, Zoe] Univ Loughborough, Loughborough, Leics, England. [Nasi, Greta] Bocconi Univ, Dept Policy Anal & Publ Management, Milan, Italy. RP Osborne, SP (reprint author), Univ Edinburgh, Sch Business, Ctr Publ Serv Res, 29 Buccleuch Pl, Edinburgh EH8 9JS, Midlothian, Scotland. 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Rev. Public Adm. PD MAR PY 2013 VL 43 IS 2 BP 135 EP 158 DI 10.1177/0275074012466935 PG 24 WC Public Administration SC Public Administration GA 114LK UT WOS:000316742600001 HC Y HP N DA 2019-12-02 ER PT J AU Park, HM Perry, JL AF Park, Hun Myoung Perry, James L. TI The Transformation of Governance: Who Are the New Public Servants and What Difference Does It Make for Democratic Governance? SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE new public servants; new public service; public-private distinction; democratic governance ID SERVICE MOTIVATION; EMPLOYEES; BUREAUCRATS; GOVERNMENT AB The latter 20th and beginning of the 21st century have ushered in new forms of governance, opening the gates to what has been variously described as a "new public service," a "multisectored public service," and a "state of agents." As government authority is dispersed, we increasingly rely on these new public servants for service delivery and policy implementation. But who are now the agents of the state? How might the changed makeup of a new public service alter our expectations about democratic governance? The questions we investigate in this study are, first, now that the public sector has been transformed, what are the characteristics of the agents of the new governance? And are the new public servants, in the words of Charles Goodsell, "ordinary people"? We use the General Social Survey to shed light on our focal question. Our results suggest that public servants in for-profit settings resemble traditional civil servants in many ways. The growing ranks of social, health, and education public servants in nonprofit settings are distinct in many ways from civil servants and for-profit public servants. Implications of the changing composition of the public sector in an era of transformed governance are discussed. C1 [Park, Hun Myoung] Int Univ Japan, Publ Management & Policy Anal Program, Off 328, Minami, Uonuma 9497277, Japan. 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State and party agencies at the city and county levels in eastern China appear to be more innovative than their counterparts at other levels in central and western China. We identify several factors that affect innovation in China, and find the country to have some distinct innovation characteristics relative to other countries. Our analysis contributes to an understanding of the state of the art in public sector innovation in China and suggests directions for further international comparative research. C1 [Wu, Jiannan; Ma, Liang; Yang, Yuqian] Xi An Jiao Tong Univ, Sch Publ Policy & Adm, Xian 710049, Peoples R China. [Ma, Liang; Yang, Yuqian] Xi An Jiao Tong Univ, Sch Management, Xian 710049, Peoples R China. RP Wu, JN (reprint author), Xi An Jiao Tong Univ, Sch Publ Policy & Adm, Xian 710049, Peoples R China. 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PY 2013 VL 91 IS 2 SI SI BP 347 EP 365 DI 10.1111/j.1467-9299.2011.02010.x PG 19 WC Political Science; Public Administration SC Government & Law; Public Administration GA 164HC UT WOS:000320398900006 DA 2019-12-02 ER PT J AU Jing, YJ AF Jing, Yijia TI FROM STEWARDS TO AGENTS? Intergovernmental Management of Public-Nonprofit Partnerships in China SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE competitive contracting; intergovernmental management; public-nonprofit partnership; social service ID SERVICES; COMPETITION; PRIVATIZATION; CONTRACT; MODELS AB The use of public-nonprofit partnerships (PNPs) and intergovernmental schemes of social service provision has been growing in China, making intergovernmental management of PNPs a matter of salient importance. This article proposes an intergovernmental analytical framework that links the adoption of competitive contracting to PNP management. It argues that intergovernmental preference incoherence and stewardship relations lead to collusion between collaborating governments and nonprofits, and that higher-level governments, in response, may intervene by adopting competitive contracting to change the steward nonprofits back to agents. The article examines social service contracting in Shanghai. Facing a lack of nonprofit participation, the municipal government imposed competitive contracting, but the reform was trapped in an intergovernmental implementation game involving the municipal government, district governments, and nonprofits. Although the municipal government combined coercion and incentives to forge a quick policy breakthrough, its central management system was hampered by institutional and resource constraints. The city's district governments tacitly resisted the reform program, and the nonprofits were weak and passive. C1 [Jing, Yijia] Fudan Univ, Sch Int Relat & Publ Affairs, Shanghai, Peoples R China. [Jing, Yijia] Fudan Univ, Ctr Collaborat Governance Res, Shanghai, Peoples R China. RP Jing, YJ (reprint author), Fudan Univ, Sch Int Relat & Publ Affairs, Shanghai, Peoples R China. 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TI The Influence of Administrative Cost Ratios on State Government Grant Allocations to Nonprofits SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID INTERGOVERNMENTAL AID; CHARITY DONATIONS; PRIVATE; ORGANIZATIONS; COLLABORATION; MANAGEMENT; DEMAND; DETERMINANTS; PERFORMANCE; CONTRACT AB Government has come to rely on nonprofit organizations to deliver publicly funded human and cultural services, and it has become a significant donor to the nonprofit sector. When government agencies make grants to nonprofit organizations, administrative cost ratios are often requested, but it is not clear whether or how these ratios influence allocation decisions. Theoretical perspectives alternatively frame the administrative cost ratio as an indicator of price, with negative effects on allocations, or as an indicator of quality, with positive effects on allocations. The authors test these hypotheses using original state-level grants data from the state of Georgia. The results off er inconclusive evidence about whether the price or quality hypothesis explains government's use of administrative cost ratios in decisions regarding the amount of grant allocations. What drives government grant-making decisions remains an open and more complex question that involves a range of other variables that are independent of price and quality. The authors address this question in terms of policy and management implications and a future research agenda. C1 [Ashley, Shena R.; Van Slyke, David M.] Syracuse Univ, Dept Publ Adm & Int Affairs, Maxwell Sch Citizenship, Syracuse, NY 13244 USA. RP Ashley, SR (reprint author), Syracuse Univ, Dept Publ Adm & Int Affairs, Maxwell Sch Citizenship, Syracuse, NY 13244 USA. 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Rev. PD NOV-DEC PY 2012 VL 72 SU 1 SI SI BP S47 EP S56 DI 10.1111/j.1540-6210.2012.02666.x PG 10 WC Public Administration SC Public Administration GA 168RH UT WOS:000320722800009 DA 2019-12-02 ER PT J AU Girth, AM Hefetz, A Johnston, JM Warner, ME AF Girth, Amanda M. Hefetz, Amir Johnston, Jocelyn M. Warner, Mildred E. TI Outsourcing Public Service Delivery: Management Responses in Noncompetitive Markets SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID TRANSACTION COSTS; CONTRACTING PERFORMANCE; SOLID-WASTE; GOVERNMENT; PRIVATIZATION; COMPETITION; URBAN; US; NETWORKS; SECTOR AB Capturing the benefits of competition is a key argument for outsourcing public services, yet public service markets often lack sufficient competition. The authors use survey and interview data from U.S. local governments to explore the responses of public managers to noncompetitive markets. This research indicates that competition is weak in most local government markets (fewer than two alternative providers on average across 67 services measured), and that the relationship between competition and contracting choice varies by service type. Public managers respond to suboptimal market competition by intervening with strategies designed to create, sustain, and enhance provider markets. In monopoly service markets, managers are more likely to use intergovernmental contracting, while for-profit contracting is more common in more competitive service markets. The strategies that public managers employ to build and sustain competition for contracts often require tangible investments of administrative resources that add to the transaction costs of contracting in noncompetitive markets. C1 [Girth, Amanda M.] Ohio State Univ, John Glenn Sch Publ Affairs, Columbus, OH 43210 USA. [Hefetz, Amir] Univ Haifa, IL-31999 Haifa, Israel. 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PD NOV-DEC PY 2012 VL 72 IS 6 BP 887 EP 900 DI 10.1111/j.1540-6210.2012.02596.x PG 14 WC Public Administration SC Public Administration GA 073PD UT WOS:000313754100021 DA 2019-12-02 ER PT J AU Johansen, M LeRoux, K AF Johansen, Morgen LeRoux, Kelly TI Managerial Networking in Nonprofit Organizations: The Impact of Networking on Organizational and Advocacy Effectiveness SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID PUBLIC MANAGEMENT; PERFORMANCE; COLLABORATION; GOVERNMENT; DECISION; QUALITY; MODEL AB Public management scholars are interested in the ways that public managers can improve the performance of their organizations and, by extension, public service outcomes. However, public sector outcomes are increasingly being produced by nonprofit organizations. Nonprofits have encountered increased pressures to improve effectiveness in recent years, both from their funding entities and from the public. A growing body of public management research has shown that managerial networking can pay dividends for organizational effectiveness, yet no studies to date have considered the effects of managerial networking on nonprofit effectiveness. This is the first study to apply the basic elements of Meier and O'Toole's model to the nonprofit sector. Using survey data from a random sample of 314 nonprofit human service organizations in 16 U.S. states, the authors explore the frequency of various networking relationships on organizational and advocacy effectiveness. The findings reveal that political networking increases advocacy effectiveness and community networking increases organizational effectiveness. C1 [Johansen, Morgen] Univ Hawaii, Publ Adm Program, Honolulu, HI 96822 USA. [Johansen, Morgen] Univ Hawaii, Publ Policy Ctr, Honolulu, HI 96822 USA. [LeRoux, Kelly] Univ Chicago, Dept Publ Adm, Chicago, IL 60637 USA. 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PD MAR-APR PY 2013 VL 73 IS 2 BP 355 EP 363 DI 10.1111/puar.12017 PG 9 WC Public Administration SC Public Administration GA 093VG UT WOS:000315220300023 DA 2019-12-02 ER PT J AU Park, HM Perry, JL AF Park, Hun Myoung Perry, James L. TI The Transformation of Governance: Who Are the New Public Servants and What Difference Does It Make for Democratic Governance? SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE new public servants; new public service; public-private distinction; democratic governance ID SERVICE MOTIVATION; EMPLOYEES; BUREAUCRATS; GOVERNMENT AB The latter 20th and beginning of the 21st century have ushered in new forms of governance, opening the gates to what has been variously described as a "new public service," a "multisectored public service," and a "state of agents." As government authority is dispersed, we increasingly rely on these new public servants for service delivery and policy implementation. But who are now the agents of the state? How might the changed makeup of a new public service alter our expectations about democratic governance? The questions we investigate in this study are, first, now that the public sector has been transformed, what are the characteristics of the agents of the new governance? And are the new public servants, in the words of Charles Goodsell, "ordinary people"? We use the General Social Survey to shed light on our focal question. Our results suggest that public servants in for-profit settings resemble traditional civil servants in many ways. The growing ranks of social, health, and education public servants in nonprofit settings are distinct in many ways from civil servants and for-profit public servants. Implications of the changing composition of the public sector in an era of transformed governance are discussed. C1 [Park, Hun Myoung] Int Univ Japan, Publ Management & Policy Anal Program, Off 328, Minami, Uonuma 9497277, Japan. [Perry, James L.] Indiana Univ, Bloomington, IN USA. 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PD JAN PY 2013 VL 43 IS 1 BP 26 EP 49 DI 10.1177/0275074011433814 PG 24 WC Public Administration SC Public Administration GA 047RJ UT WOS:000311857900002 DA 2019-12-02 ER PT J AU Silvestre, HC De Araujo, JFFE AF Silvestre, Hugo Consciencia Feraz Esteves De Araujo, Joaquim Filipe TI PUBLIC-PRIVATE PARTNERSHIPS/PRIVATE FINANCE INITIATIVES IN PORTUGAL Theory, Practice, and Results SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE logical analysis; narrative review; Portuguese PPP/PFI experience; principal-agent theory; public-private partnership ID AGENCY THEORY AB Public-private partnerships have been adopted worldwide in the last few decades in the belief that private sector participation in the delivery of public services helps to increase the number of facilities and makes public programs more efficient and effective. This article describes the relationship between PPP use and accomplished output in two Portuguese case studies: highways and water supply. 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RI Araujo, Joaquim Filipe Ferraz Esteves/K-8851-2013; Silvestre, Hugo Consciencia/P-8482-2019 OI Araujo, Joaquim Filipe Ferraz Esteves/0000-0001-8531-6036; Silvestre, Hugo Consciencia/0000-0001-7654-6577 CR Amos P., 2004, TRANSPORT PAPERS WOR, V1 [Anonymous], 2005, PUBLIC ADM PUBLIC MA Araujo JF, 2002, GESTAO PUBLICA PORTU Araujo Joaquim Filipe, 2003, FOR GEST ADM PUBL MI Arrow KJ, 1971, ESSAYS THEORY RISK B Audit Department of Exchequer (Tribunal de Contas), 2010, AUD QUAL EF GEST REC Audit Department of Exchequer (Tribunal de Contas), 2008, AUD GEST PARC PUBL P Audit Department of Exchequer (Tribunal de Contas), 2005, CONC ROD REG PORT SC Barrera-Osorio F., 2007, R525 INT DEV BANK BAYLISS K., 2001, WATER PRIVATISATION Blaikie N, 2000, DESIGNING SOCIAL RES Bryman A, 2004, SOCIAL RES METHODS Cooper Phillip, 2003, GOVERNING CONTRACT C Edelenbos J, 2009, INT PUBLIC MANAG J, V12, P310, DOI 10.1080/10967490903094350 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P57, DOI 10.2307/258191 Exchequer & Public Administration (Direccao Geral do Tesouro e das Financas), 2010, PARC PUBL PRIV REL 2 Girard P, 2009, INT J PUBLIC ADMIN, V32, P370, DOI 10.1080/01900690902827267 Glaister S, 1999, PUBLIC MONEY MANAGE, V19, P29, DOI 10.1111/1467-9302.00176 Gore A., 1994, REINVENTAR ADM PUBLI Greener I., 2009, PUBLIC MANAGEMENT CR Ham V.H., 2001, PUBLIC MANAGEMENT RE, V3, P593 HODGE G, 2000, PRIVATIZATION INT RE Hood Christopher, 1991, PUBLIC ADM, V19, P3, DOI DOI 10.1111/J.1467-9299.1991.TB00779.X International Monetary Fund, 2004, PUBL PRIV PARTN Jiang Y., 2010, EC WORKING PAPER SER, V237 Khalifa N, 2003, INT J WATER RESOUR D, V19, P131, DOI 10.1080/0790062032000089266 Navarro-Espigares JL, 2011, SERV IND J, V31, P559, DOI 10.1080/02642069.2010.504303 Marques RC, 2008, REV ESTUDOS POLITECN, V6, P33 Miller GJ, 2005, ANNU REV POLIT SCI, V8, P203, DOI 10.1146/annurev.polisci.8.082103.104840 Monteiro R. 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C., 2010, GESTAO PUBLICA MODEL Silvestre H.C., 2011, 35 ANN ENANPAD C RIO Tati G, 2005, DEV PRACT, V15, P316, DOI 10.1080/09614520500076068 Weintraub R, 2001, INT J PHILOS STUD, V9, P3, DOI 10.1080/09672550010011427 WRIGHT P, 2001, J SOCIO-ECON, V30, P413, DOI DOI 10.1016/S1053-5357(01)00102-0 Yin R., 2009, CASE STUDY RES DESIG NR 48 TC 13 Z9 13 U1 1 U2 60 PU M E SHARPE INC PI ARMONK PA 80 BUSINESS PARK DR, ARMONK, NY 10504 USA SN 1530-9576 J9 PUBLIC PERFORM MANAG JI Public Perform. Manag. Rev. PD DEC PY 2012 VL 36 IS 2 BP 316 EP 339 DI 10.2753/PMR1530-9576360208 PG 24 WC Public Administration SC Public Administration GA 047IC UT WOS:000311832000009 DA 2019-12-02 ER PT J AU Chaminade, C Intarakumnerd, P Sapprasert, K AF Chaminade, Cristina Intarakumnerd, Patarapong Sapprasert, Koson TI Measuring systemic problems in National Innovation Systems. An application to Thailand SO RESEARCH POLICY LA English DT Article DE Systemic problems; Innovation policy; National Innovation System; Hierarchical factor analysis; Thailand ID TECHNOLOGY POLICY; FRAMEWORK; MODES AB The paper contributes to research on innovation systems in general and, in particular, to the current debate on rationales for innovation policy by providing a framework to identify systemic problems in a given system of innovation and test the framework empirically. The data were drawn from the Thai Community Innovation Survey in the period after which a major change in the country's innovation system policy had been initiated. By hierarchical factor analysis, systemic problems are identified and grouped into four components: institution, network. Science and Technology infrastructure and other support services. The analysis allows researchers to investigate the mismatch between policies and problems and identify policy gaps. (C) 2012 Elsevier B.V. All rights reserved. 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PD AUG PY 2012 VL 41 IS 4 BP 656 EP 685 DI 10.1177/0899764011419517 PG 30 WC Social Issues SC Social Issues GA 977MN UT WOS:000306666600007 DA 2019-12-02 ER PT J AU Salge, TO Vera, A AF Salge, Torsten Oliver Vera, Antonio TI Benefiting from Public Sector Innovation: The Moderating Role of Customer and Learning Orientation SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID MARKET ORIENTATION; ORGANIZATIONAL PERFORMANCE; ABSORPTIVE-CAPACITY; SERVICE; KNOWLEDGE; STRATEGY; CULTURE; FUTURE; VALUES AB This article examines whether the payoff from engaging in innovation-generating activities is contingent on an organization's level of customer and learning orientation. The authors suggest that innovative activity is associated with higher public service quality when the level of customer and learning orientation within the focal organization is high. They test this hypothesis by drawing on a novel panel data set covering all public nonspecialist hospital organizations in England. Using dynamic panel data estimation techniques, the authors find strong support for a direct relationship between innovative activity and public service quality and for a moderating role of both customer and learning orientation. These findings call for a contingency perspective on public sector innovation and highlight some of the boundary conditions that need to be in place if public service organizations are to benefit fully from their innovative activities. C1 [Salge, Torsten Oliver] Ruhr Univ Bochum, Bochum, Germany. RP Salge, TO (reprint author), Ruhr Univ Bochum, Bochum, Germany. 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Rev. PD JUL-AUG PY 2012 VL 72 IS 4 DI 10.1111/j.1540-6210.2012.02529.x PG 11 WC Public Administration SC Public Administration GA 957TS UT WOS:000305186500014 DA 2019-12-02 ER PT J AU Jing, YJ Gong, T AF Jing, Yijia Gong, Ting TI Managed Social Innovation: The Case of Government-Sponsored Venture Philanthropy in Shanghai SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article DE Managed social innovation; citizen engagement; government engineering; dual management system; venture philanthropy ID GOVERNANCE; SUPPORT AB In recent years, a model of managed social innovation seems to be emerging in China where local governments take the lead in generating and implementing new citizen-oriented products, processes, and services; the central government has embraced such local innovative activities as part of its high profile harmonious society strategy. The aim is to not only accommodate but also promote and craft civil society initiatives. However, questions remain as to why governments have actively engineered such social innovations and how and to what extent they can be successful in balancing potential conflicts between their own pursuits and those initiated by citizens. In this article, we examine a hybrid form of social innovation combining government engineering and citizen participation as the Chinese government's most recent strategy to cope with the rise of nonprofit organisations. Empirically, we focus on a case of social innovation, the government-sponsored venture philanthropy program in Shanghai. We argue that managed social innovation may create mixed results. It deviates from a genuine citizen-empowered process due to the imposed regulatory hurdles, and the lack of significant citizen-based inputs. On the other hand, it may still provide space and resources for new social ideas, strategies, and organisations. 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Fischer, Eileen TI Publicly funded business advisory services and entrepreneurial outcomes SO RESEARCH POLICY LA English DT Article DE Entrepreneurship policy; Business advisory services; Alliances; Angel finance; Patents ID DYNAMIC CAPABILITIES; FIRM PERFORMANCE; SAMPLE SELECTION; SCIENCE PARKS; VENTURE; INCUBATORS; INNOVATION; ASSISTANCE; MANAGEMENT; PORTFOLIO AB Given the mixed evidence for the impact of various publicly funded initiatives that aim to foster entrepreneurial activity, this paper empirically examines the efficacy of publicly funded business advisory services in relation to entrepreneurial outcomes. Based on a sample of 228 early-stage firms, of which 101 used business advisory services focused on helping companies secure 1st rounds of financing and start generating revenues, we examine the firm-level impact such services can have on sales growth, innovation, finance and alliances. We find services are positively associated with firms' sales growth, patents, finance and alliances. We assess statistical and economic significance, and assess robustness to controls for the non-randomness of the firm's using business advisory service program, as well as endogeneity of advisors' hours spent with firms. Other robustness checks are also included. We find significant robustness of hours spent on sales and finance, but sensitivity of the effect of hours on patents and alliances after controlling for endogeneity. (C) 2011 Elsevier B.V. All rights reserved. C1 [Cumming, Douglas J.; Fischer, Eileen] York Univ, Schulich Sch Business, Toronto, ON M3J 1P3, Canada. RP Cumming, DJ (reprint author), York Univ, Schulich Sch Business, 4700 Keele St, Toronto, ON M3J 1P3, Canada. 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Policy PD MAR PY 2012 VL 41 IS 2 BP 467 EP 481 DI 10.1016/j.respol.2011.09.004 PG 15 WC Management SC Business & Economics GA 895SU UT WOS:000300517500017 DA 2019-12-02 ER PT J AU Johnston, JM Girth, AM AF Johnston, Jocelyn M. Girth, Amanda M. TI Government Contracts and "Managing the Market": Exploring the Costs of Strategic Management Responses to Weak Vendor Competition SO ADMINISTRATION & SOCIETY LA English DT Article DE contracting; competition; privatization; transaction costs ID PUBLIC-SERVICE; DETERMINANTS; ACCOUNTABILITY; PRIVATIZATION; PERFORMANCE; NETWORKS; CHOICE; CARE; US AB Theory tells us that competition is the chief driver of improved efficiency and effectiveness in government contracting, yet contract provider markets are often noncompetitive. This study offers a detailed, contextualized examination of public administrative responses to thin contract markets. Following an inductive approach with data from semistructured interviews with contract administrators, the authors offer a preliminary typology of the conditions that give rise to thin markets, and the "market management" strategies used to create, enhance, and sustain competition in the markets from where governments purchase goods and services. The authors then review the efficacy and implications of these strategies for public services to citizens. C1 [Johnston, Jocelyn M.] American Univ, Dept Publ Adm & Policy, Washington, DC 20016 USA. [Girth, Amanda M.] Ohio State Univ, John Glenn Sch Publ Affairs, Columbus, OH 43210 USA. RP Johnston, JM (reprint author), American Univ, Dept Publ Adm & Policy, 4400 Massachusetts Ave NW,Ward 328, Washington, DC 20016 USA. 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PD JAN PY 2012 VL 44 IS 1 BP 3 EP 29 DI 10.1177/0095399711417396 PG 27 WC Public Administration SC Public Administration GA 902TY UT WOS:000301065500001 DA 2019-12-02 ER PT J AU Batley, R Rose, P AF Batley, Richard Rose, Pauline TI ANALYSING COLLABORATION BETWEEN NON-GOVERNMENTAL SERVICE PROVIDERS AND GOVERNMENTS SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article DE government-NGO relations; service provision; collaboration; partnership ID NON-STATE PROVIDERS; ORGANIZATIONS; PARTNERSHIP; NGOS AB This article introduces a special issue on relations between governments and non-government organisations (NGOs) that collaborate in improving public service provision in Bangladesh, India and Pakistan. NGOs are the focus because, although they are far from being the main non-state service provider, they are the sector most likely to enter into collaboration with governments. However, such collaboration is often thought to lead to the loss of NGO autonomy and capacity for independent public action. This article analyses the factors that have led to the growth of NGO service provision and to the call for their partnership with the government. It then describes the theoretical approach and the research framework on which the special issue is based. The approach considers the institutional and organisational constraints to which NGOs subject themselves by entering into relations with governments and also their capacity for 'strategic choice' in the exercise of influence. Lastly, the article summarises the contributions to this special issue and relates them to the wider literature. Copyright (C) 2011 John Wiley & Sons, Ltd. C1 [Batley, Richard] Univ Birmingham, Int Dev Dept, Birmingham, W Midlands, England. [Rose, Pauline] Univ Sussex, Brighton BN1 9RH, E Sussex, England. RP Batley, R (reprint author), Univ Birmingham, Int Dev Dept, Birmingham, W Midlands, England. 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Dev. PD OCT PY 2011 VL 31 IS 4 SI SI BP 230 EP 239 DI 10.1002/pad.613 PG 10 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 834KK UT WOS:000295958000002 DA 2019-12-02 ER PT J AU Meltzer, R AF Meltzer, Rachel TI "CLEAN AND SAFE" FOR ALL? THE INTERACTION BETWEEEN BUSINESS IMPROVEMENT DISTRICTS AND LOCAL GOVERNMENT IN THE PROVISION OF PUBLIC GOODS SO NATIONAL TAX JOURNAL LA English DT Article DE Business Improvement Districts; private governments; strategic interaction; public goods ID STRATEGIC INTERACTION; TAX COMPETITION; EXPENDITURES; PREFERENCES; ALLOCATION; INCOME; CITY AB Business Improvement Districts (BIDs) privately supplement local public goods, and theory predicts that the public sector will interact with BIDs in their provision of local services. This paper provides the first empirical study of the sub-municipal effect of BIDs on the allocation of publicly provided services. Using unique, neighborhood-level data from New York City I find that BIDs are associated with a significant, but substantively small, shift in the allocation of police and sanitation services. However, after instrumenting for BID presence, any significant effect of BIDs on public spending and service provision disappears. Together the results indicate that there is little or no interaction between public and private governments in the provision of local services. C1 New Sch, Milano New Sch Management & Urban Policy, New York, NY USA. RP Meltzer, R (reprint author), New Sch, Milano New Sch Management & Urban Policy, New York, NY USA. 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PD SEP PY 2011 VL 64 IS 3 BP 863 EP 889 DI 10.17310/ntj.2011.3.05 PG 27 WC Business, Finance; Economics SC Business & Economics GA 818ZE UT WOS:000294794400005 DA 2019-12-02 ER PT J AU Walker, RM Brewer, GA Boyne, GA Avellaneda, CN AF Walker, Richard M. Brewer, Gene A. Boyne, George A. Avellaneda, Claudia N. TI Market Orientation and Public Service Performance: New Public Management Gone Mad? SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID ORGANIZATIONAL PERFORMANCE; EXTERNAL CONSTRAINTS; MULTIPLE INFORMANTS; CUSTOMER SERVICE; METAANALYSIS; SECTOR AB The backbone of theory of the market-based approach New Public Management is that market orientation improves public service performance. In this article, market orientation is operationalized through the dominant theoretical framework in the business literature: competitor orientation, customer orientation, and interfunctional coordination. Market orientation is examined from the vantage point of three stakeholder groups in English local government: citizens, public servants, and the central government's agent, the Audit Commission. Findings show that market orientation works best for enhancing citizen satisfaction with local services, but its impacts on the performance judgments of local managers or the Audit Commission are negligible. The conclusion discusses important implications of these findings for research, policy, and practice. C1 [Walker, Richard M.] City Univ Hong Kong, Dept Publ & Social Adm, Hong Kong, Hong Kong, Peoples R China. [Brewer, Gene A.] Univ Georgia, Athens, GA 30602 USA. [Boyne, George A.] Cardiff Univ, Publ Sect Management, Cardiff, S Glam, Wales. [Boyne, George A.] Cardiff Univ, Cardiff Business Sch, Cardiff, S Glam, Wales. [Avellaneda, Claudia N.] Univ N Carolina Charlotte, Charlotte, NC 28223 USA. 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Rev. PD SEP-OCT PY 2011 VL 71 IS 5 BP 707 EP 717 DI 10.1111/j.1540-6210.2011.02410.x PG 11 WC Public Administration SC Public Administration GA 817JM UT WOS:000294668300005 DA 2019-12-02 ER PT J AU Dougherty, D Dunne, DD AF Dougherty, Deborah Dunne, Danielle D. TI Organizing Ecologies of Complex Innovation SO ORGANIZATION SCIENCE LA English DT Article DE complexity; innovation; ecologies ID PERSPECTIVE; TRANSFORMATION; DETERMINANTS; EMERGENCE AB For many sectors like health care, financial services, or renewable energy, new products and services are generated by an ecology of business firms, nonprofit foundations, public institutions, and other agents. Knowledge to innovate is dispersed across ecologies, so no single firm or small group of firms can innovate alone. Moreover, many new products and services in ecologies such as health care or energy are complex or comprise many parts with unknown interactions. New products, knowledge, business models, and applications all emerge unpredictably over considerable time periods, as various agents in the ecologies of innovation interact with and react to the actions of others. However, the existing organizing structure in these ecologies stifles emergence and precludes much innovation, simply because theory and practice do not adequately address how to organize for complex innovation. We develop a preliminary model for organizing ecologies of complex innovation. We suggest that innovations can continually emerge productively if people work locally in ecologies to set and solve problems of orchestrating knowledge capabilities across the ecology, strategizing across the ecology to create new businesses and applications, and developing public policies to embrace ambiguity. Using examples from biopharmaceuticals and alternative energy, we develop specific organizing ideas that can be examined and elaborated upon. 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PD SEP-OCT PY 2011 VL 22 IS 5 BP 1214 EP 1223 DI 10.1287/orsc.1100.0605 PG 10 WC Management SC Business & Economics GA 822EV UT WOS:000295027600010 DA 2019-12-02 ER PT J AU Molenaers, N Dewachter, S Dellepiane, S AF Molenaers, Nadia Dewachter, Sara Dellepiane, Sebastian TI MOVING INTO THE NEW AID APPROACH, DILEMMAS FOR NGOs: THE BELGIAN CASE SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article DE organizational change; new aid approach; civil society; Belgium; NGO ID LEGITIMACY; IDENTITY; ISSUE AB Under the new aid approach, nongovernmental development organizations (NGOs) are expected to move from "delivery" (service delivery projects) to "leverage" (lobbying and advocacy). In line with this international tendency, the Belgian government has signed a pact with the NGO sector in which a move away from delivery and toward leverage is being proposed. Given that Belgian NGOs are heavily dependent on government funding and strongly oriented toward the "delivery" model, this pact implies that a number of NGOs will have to undergo organizational changes. This article shows that there is a major cleavage in the NGO landscape in Belgium. Some organizations clearly favor the leverage, whereas others prefer the delivery roles. Those that are more dependent on government funding tend to incline toward the leverage orientation. The attitudinal orientation toward the leverage model however does not imply that organizations are effectively willing and able to change. A number of identity and legitimacy concerns are perceived by NGOs to be important sources of organizational inertia. Copyright (C) 2011 John Wiley & Sons, Ltd. C1 [Molenaers, Nadia; Dewachter, Sara; Dellepiane, Sebastian] Univ Antwerp, Inst Dev Policy & Management, B-2000 Antwerp, Belgium. 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PD AUG PY 2011 VL 31 IS 3 BP 188 EP 204 DI 10.1002/pad.600 PG 17 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 811ZW UT WOS:000294258500005 DA 2019-12-02 ER PT J AU Meijer, AJ AF Meijer, Albert Jacob TI Networked Coproduction of Public Services in Virtual Communities: From a Government-Centric to a Community Approach to Public Service Support SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID CO-PRODUCERS; PARTICIPATION; MANAGEMENT; DELIVERY AB Research on and practical attention for the coproduction of public services is increasing. Coproduction is seen as a way to strengthen the quality and legitimacy of public service and reduce costs. Scholarship on coproduction of public services repeatedly ignores the role of the new media. This is surprising since many proponents highlight its potential for changing traditional, government-centric approaches to delivering public services. This article shows that digital communities form an important addition to the government-centric form of public service provision since they foster both an exchange of experiential information and social-emotional support. C1 Utrecht Sch Governance, Utrecht, Netherlands. RP Meijer, AJ (reprint author), Utrecht Sch Governance, Utrecht, Netherlands. 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Rev. PD JUL-AUG PY 2011 VL 71 IS 4 BP 598 EP 607 DI 10.1111/j.1540-6210.2011.02391.x PG 10 WC Public Administration SC Public Administration GA 786LT UT WOS:000292310600012 DA 2019-12-02 ER PT J AU Ahn, MJ Bretschneider, S AF Ahn, Michael J. Bretschneider, Stuart TI Politics of E-Government: E-Government and the Political Control of Bureaucracy SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID PARTICIPATION; DEMOCRACY; RESPONSIVENESS; ONLINE; TRUST; STATE AB This case study reports an innovative e-government experiment by a local government in Seoul, South Korea-Gangnam-gu. A new local political leadership in Gangnam made strategic use of e-government applications to exert greater political control over the local civil service bureaucracy. The authors find that e-government applications possess political properties that can be applied effectively by the political leadership as instruments to improve control over the government bureaucracy as well as to enhance essential government accountability and transparency. The political circumstances underlying e-government development as well as its impact on local government are reported, along with key variables associated with this innovation and directions for future research. C1 [Ahn, Michael J.] Univ Massachusetts Boston, Dept Publ Policy & Publ Affairs, McCormack Grad Sch Policy Studies, Boston, MA 02125 USA. [Bretschneider, Stuart] Syracuse Univ, Maxwell Sch Citizenship & Publ Affairs, Dept Publ Adm, Syracuse, NY 13244 USA. RP Ahn, MJ (reprint author), Univ Massachusetts Boston, Dept Publ Policy & Publ Affairs, McCormack Grad Sch Policy Studies, Boston, MA 02125 USA. 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Rev. PD MAY-JUN PY 2011 VL 71 IS 3 BP 414 EP 424 DI 10.1111/j.1540-6210.2011.02225.x PG 11 WC Public Administration SC Public Administration GA 761WG UT WOS:000290431100012 DA 2019-12-02 ER PT J AU Yam, RCM Lo, W Tang, EPY Lau, AKW AF Yam, Richard C. M. Lo, William Tang, Esther P. Y. Lau, Antonio K. W. TI Analysis of sources of innovation, technological innovation capabilities, and performance: An empirical study of Hong Kong manufacturing industries SO RESEARCH POLICY LA English DT Article DE Regional innovation system; Firm innovation system; Utilization of innovation sources; Knowledge-intensive business services; Technological innovation capabilities ID ABSORPTIVE-CAPACITY; SYSTEMS; DETERMINANTS; SIZE; PATENTS; IMPACT; FIRMS AB The concept of the regional innovation system (RIS) has been developed into an important framework for evaluating innovation performance. The study reported in this paper explores the relationship between the RIS and the firm's innovation system (FIS) according to the basic premise that firms that better utilize sources of information (SI) available within their regional innovation system (RIS) perform better due effect this has in enhancing the firm's technological innovation capabilities (TICs). The different innovation capabilities of a firm are regarded as the key components of the firm's innovation system. The sources of information available within an RIS include external sources (EXT) and external expert organizations, the latter of which are referred to as knowledge-intensive business services (KIBS). This study also explores the dual role of KIBS as both sources of and bridges for innovation in the RIS. Data were obtained through a mailed survey using a self-administered questionnaire. The utilization concept and the dual role of KIBS were verified. The results show that externally available information affects all innovation capabilities of the firm, while external expert organizations affect only the firm's R&D and resources allocation capabilities. This study contributes to the RIS literature by providing empirical evidence on how firms can interact with the RIS by utilizing SI to enhance their TICs and achieve global competitiveness. (C) 2010 Elsevier B.V. All rights reserved. C1 [Yam, Richard C. M.; Lo, William; Tang, Esther P. Y.; Lau, Antonio K. W.] City Univ Hong Kong, Dept Mfg Engn & Engn Management, Kowloon Tong, Hong Kong, Peoples R China. RP Yam, RCM (reprint author), City Univ Hong Kong, Dept Mfg Engn & Engn Management, Tai Chee Ave, Kowloon Tong, Hong Kong, Peoples R China. 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Pedersen, Lene Holm TI ADMINISTRATIVE PROFESSIONALS AND THE DIFFUSION OF INNOVATIONS: THE CASE OF CITIZEN SERVICE CENTRES SO PUBLIC ADMINISTRATION LA English DT Article ID POLICY INNOVATIONS; E-GOVERNMENT; ORGANIZATIONS; ADOPTION; REFORM; STATES; DETERMINANTS; ISOMORPHISM; FEDERALISM; AMERICAN AB This article examines how administrative professionals affect the diffusion of one-stop shops in the form of integrated citizen service centres (CSC) in a Danish local government setting. CSCs are an example of a new organizational form: functionally integrated small units (FISUs). The diffusion of the CSCs among municipalities is used to analyse how administrative professionals act as drivers in the process of organizational level innovation. Furthermore, it is examined how institutional, political and economic characteristics of municipalities influence the likelihood of adoption. 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PY 2011 VL 89 IS 4 BP 1335 EP 1350 DI 10.1111/j.1467-9299.2011.01932.x PG 16 WC Political Science; Public Administration SC Government & Law; Public Administration GA 869JS UT WOS:000298594800007 DA 2019-12-02 ER PT J AU Warner, ME AF Warner, Mildred E. TI The Future of Local Government: Twenty-First-Century Challenges SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID PRIVATIZATION; REVERSE AB Local governments in the twenty-first century face challenges regarding service delivery, finance, the workforce, and citizen engagement. While privatization was a major innovation in the last decades of the twentieth century, lack of costs savings and the loss of public values in market provision are prompting reversals in privatization, increases in regulation, and new approaches to government enterprise. 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E., 2009, LOCAL GOVT INFRASTRU Warner Mildred E., 2008, POLICY SOC, V27, P163, DOI DOI 10.1016/J.POLSOC.2008.09.001 NR 21 TC 15 Z9 15 U1 1 U2 34 PU WILEY-BLACKWELL PUBLISHING, INC PI MALDEN PA COMMERCE PLACE, 350 MAIN ST, MALDEN 02148, MA USA SN 0033-3352 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD DEC PY 2010 VL 70 SU 1 SI SI BP S145 EP S147 DI 10.1111/j.1540-6210.2010.02257.x PG 3 WC Public Administration SC Public Administration GA 694RV UT WOS:000285316200017 DA 2019-12-02 ER PT J AU Bel, G Fageda, X Warner, ME AF Bel, Germa Fageda, Xavier Warner, Mildred E. TI Is Private Production of Public Services Cheaper Than Public Production? A Meta-Regression Analysis of Solid Waste and Water Services SO JOURNAL OF POLICY ANALYSIS AND MANAGEMENT LA English DT Article ID PROPERTY-RIGHTS THEORY; LOCAL PRIVATIZATION; MARKET-STRUCTURE; COST; COLLECTION; OWNERSHIP; EFFICIENCY; PRIVATISATION; DELIVERY; SECTOR AB Privatization of local government services is assumed to deliver cost savings, but empirical evidence for this from around the world is mixed. We conduct a meta-regression analysis of all econometric studies examining privatization of water distribution and solid waste collection services and find no systematic support for lower costs with private production. Differences in study results are explained by differences in time period of the analyses, service characteristics, and policy environment. We do not find a genuine empirical effect of cost savings resulting from private production. 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Policy Anal. Manage. PD SUM PY 2010 VL 29 IS 3 BP 553 EP 577 DI 10.1002/pam.20509 PG 25 WC Economics; Public Administration SC Business & Economics; Public Administration GA 610YW UT WOS:000278778100006 HC Y HP N DA 2019-12-02 ER PT J AU Link, AN Scott, JT AF Link, Albert N. Scott, John T. TI Government as entrepreneur: Evaluating the commercialization success of SBIR projects SO RESEARCH POLICY LA English DT Article DE Government entrepreneur; Small business innovation research (SBIR); Research and development (R&D) ID PARTNERSHIPS; MARKET AB Thinking of government as entrepreneur is a unique lens through which to view a subset of government actions. The lens is not a template for an evaluation of government policy; rather, it is a characterization that underscores the government's purposeful intent, ability to act in new and innovative ways, and willingness to undertake policy actions that have uncertain outcomes. Our focus is on the U.S. Small Business Innovation Research (SBIR) program. We argue that the innovative action of government - the innovative use of public resources through the SBIR program to target and support research in small firms - does lessen innovation barriers that cause small firms to underinvest in R&D. However, this government action is subject to entrepreneurial risk, namely the a priori uncertainty that the funded research will result in a commercialized product, process, or service. We quantify the uncertainty that the government accepts in the context of innovation supported by the SBIR program; or stated alternatively, we quantify the probability that a project funded by the SBIR program will fail to commercialize its results. Our empirical results show that the entrepreneurial risk that characterizes the SBIR program is, on average, somewhat more than the probability of failing to get heads on the toss of a fair coin. Importantly, however, our evidence shows that there is a large range in the entrepreneurial risk that the government accepts-across the projects, the predicted probability of failure covers essentially the entire range from 0 to 1.0. (C) 2010 Elsevier B.V. All rights reserved. C1 [Link, Albert N.] Univ N Carolina, Dept Econ, Greensboro, NC 27402 USA. [Scott, John T.] Dartmouth Coll, Dept Econ, Hanover, NH 03755 USA. RP Link, AN (reprint author), Univ N Carolina, Dept Econ, Greensboro, NC 27402 USA. EM anlink@uncg.edu; john.t.scott@dartmouth.edu CR Arrow K.J., 1962, RATE DIRECTION INVEN Astebro T, 2003, ECON J, V113, P226, DOI 10.1111/1468-0297.00089 Audretsch DB, 2002, RES POLICY, V31, P145, DOI 10.1016/S0048-7333(00)00158-X Baudeau N., 1910, 1 INTRO PHILOS EC Baumol W. J., 2007, CAPITALISM SOC, V2 Cantillon R., 1931, ESSAI NATURE COMMERC Hebert RF, 2009, ROUTL STUD HIST ECON, P1 Jaffe A., 1998, J TECHNOLOGY TRANSFE, V23, P11, DOI DOI 10.1007/BF02509888 Knight F. 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PD MAY PY 2010 VL 40 IS 3 BP 326 EP 350 DI 10.1177/0275074009337621 PG 25 WC Public Administration SC Public Administration GA 592BN UT WOS:000277350000005 DA 2019-12-02 ER PT J AU Forrer, J Kee, JE Newcomer, KE Boyer, E AF Forrer, John Kee, James Edwin Newcomer, Kathryn E. Boyer, Eric TI Public-Private Partnerships and the Public Accountability Question SO PUBLIC ADMINISTRATION REVIEW LA English DT Article AB Public-private partnerships (PPPs) are growing in popularity as a governing model for delivery of public goods and services. PPPs have existed since the Roman Empire, but their expansion into traditional public projects today raises serious questions about public accountability. This article examines public accountability and its application to government and private firms involved in PPPs. An analytical framework is proposed for assessing the extent to which PPPs provide (or will provide) goods and services consistent with public sector goals of effectiveness, efficiency, and equity. Six dimensions-risk, costs and benefits, political and social impacts, expertise, collaboration, and performance measurement-are incorporated into a model that assists public managers in improving partnerships' public accountability. C1 [Forrer, John; Kee, James Edwin; Boyer, Eric] George Washington Univ, Trachtenberg Sch Publ Policy & Publ Adm, Washington, DC 20052 USA. [Forrer, John] George Washington Univ, Ctr Study Globalizat, Washington, DC 20052 USA. [Forrer, John] George Washington Univ, Inst Corp Responsibil, Washington, DC 20052 USA. [Newcomer, Kathryn E.] George Washington Univ, Trachtenberg Sch Publ Policy & Publ Management, Washington, DC 20052 USA. RP Forrer, J (reprint author), George Washington Univ, Trachtenberg Sch Publ Policy & Publ Adm, Washington, DC 20052 USA. 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J., 1991, J APPL BEHAV SCI, V27, P139, DOI DOI 10.1177/0021886391272001 Yescombe E. R., 2007, PUBLIC PRIVATE PARTN 2007, INT J PUBLIC SECTOR, V20, P392 NR 56 TC 125 Z9 129 U1 11 U2 101 PU WILEY-BLACKWELL PI MALDEN PA COMMERCE PLACE, 350 MAIN ST, MALDEN 02148, MA USA SN 0033-3352 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD MAY-JUN PY 2010 VL 70 IS 3 BP 475 EP 484 DI 10.1111/j.1540-6210.2010.02161.x PG 10 WC Public Administration SC Public Administration GA 588OU UT WOS:000277082500013 DA 2019-12-02 ER PT J AU Chaves, M Wineburg, B AF Chaves, Mark Wineburg, Bob TI Did the Faith-Based Initiative Change Congregations? SO NONPROFIT AND VOLUNTARY SECTOR QUARTERLY LA English DT Article DE congregations; faith-based initiative; social services; religion; trends AB We use national surveys of congregations conducted in 1998 and 2006-2007 to assess whether or not the faith-based initiative increased congregations' social service involvement, government funding, or collaborations with government or nonprofit organizations. More congregations indicated interest in social services and government funding in 2006-2007 than in 1998, but congregational involvement in social services, government funding, or collaborations has not increased since 1998. An in-depth local study of partnerships between congregations and nonprofit social service agencies leads to the same conclusion. The faith-based initiative did not change congregations' behavior or expand their role in our social welfare system because it overlooked congregations' longstanding role in community systems, and it was built on false assumptions about congregations' latent capacity to expand that role and the extent to which they constitute a meaningful alternative to existing organizational networks of social support. C1 [Chaves, Mark] Duke Univ, Dept Sociol, Durham, NC 27708 USA. [Wineburg, Bob] Univ N Carolina, Greensboro, NC 27412 USA. RP Chaves, M (reprint author), Duke Univ, Dept Sociol, Box 90088, Durham, NC 27708 USA. 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E., 2003, RISING EXPECTATIONS Farris Anne, 2004, EXPANDING ADM PRESID Kennedy S., 2006, CHARITABLE CHOICE WO Kramer F., 2005, FEDERAL POLICY GROUN Kuo David, 2007, TEMPTING FAITH INSID Lichterman P, 2005, PRINC STUD CULT, P1 SAGER R, HOLY SMOKE IN PRESS WINEBURG B, 2001, LTD PARTNERSHIP POLI Wineburg B., 2007, FAITH BASED INEFFICI Wuthnow R, 2004, SAVING AMERICA: FAITH-BASED SERVICES AND THE FUTURE OF CIVIL SOCIETY, P1 NR 20 TC 22 Z9 22 U1 0 U2 4 PU SAGE PUBLICATIONS INC PI THOUSAND OAKS PA 2455 TELLER RD, THOUSAND OAKS, CA 91320 USA SN 0899-7640 J9 NONPROF VOLUNT SEC Q JI Nonprofit Volunt. Sect. Q. PD APR PY 2010 VL 39 IS 2 BP 343 EP 355 DI 10.1177/0899764009333955 PG 13 WC Social Issues SC Social Issues GA 565EH UT WOS:000275271500008 DA 2019-12-02 ER PT J AU Beh, LS AF Beh, Loo-See TI Development and Distortion of Malaysian Public-Private Partnerships - Patronage, Privatised Profits and Pitfalls SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article DE public-private partnerships; patronage; public interest; accountability ID GOVERNANCE AB This article examines the politicisation of systemic patronage and privatised profits in the development of Public-Private Partnerships (PPPs) in Malaysia. Issues associated with inadequate regulatory frameworks, control, accountability and poorly managed risks, demonstrate that much more effective reforms are required to reduce further pitfalls, to protect public interests and to uphold the integrity of the public service and government. The adoption of a transparent procurement and evaluation system will be a challenging task if public and investor confidence is to be built up and strategic partnerships in the complex web of governance and administrative relationships in the governance of PPPs are to be developed effectively. Finally directions of reform and lessons learnt are suggested. C1 Univ Malaya, Kuala Lumpur, Malaysia. RP Beh, LS (reprint author), Univ Malaya, Kuala Lumpur, Malaysia. RI Beh, Loo-See/B-4549-2009 OI Beh, Loo-See/0000-0001-7061-9317 CR ANIS MN, 2008, STAR 0903 Antonsen M, 1997, PUBLIC ADMIN, V75, P337, DOI 10.1111/1467-9299.00064 ARUKESAMY K, 2008, SUN 0807 Bozeman B, 2002, PUBLIC ADMIN REV, V62, P145, DOI 10.1111/0033-3352.00165 Economic Planning Unit (EPU), 1981, 4 MAL PLAN 1981 1985 Economic Planning Unit (EPU), 2006, 9 MAL PLAN 2006 2010 *EPU, 1985, GUID PRIV EPU, 2001, 8 MAL PLAN 2001 2005 *EPU, 2009, SECT DISTR PRIV PROJ Ghere RK, 2001, PUBLIC ADMIN REV, V61, P441, DOI 10.1111/0033-3352.00048 Hodge GA, 2004, AUST J PUBL ADMIN, V63, P37, DOI 10.1111/j.1467-8500.2004.00400.x Johnston J, 2007, INT REV ADM SCI, V73, P569, DOI 10.1177/0020852307083459 JOMO KS, 1995, PRIVATISING MALAYSIA Kirlin John J., 1996, J PUBL ADM RES THEOR, V6, P161 NADESWARAN R, 2008, SUN 0409 NG N, 2006, BUSINESS TIMES 0719 OSBORN SP, 2000, PUBLIC PRIVATE PARTN PERRY JL, 1988, ACAD MANAGE REV, V13, P182, DOI 10.2307/258571 PHANG LA, 2008, SUN 0318 PHANG SN, 2004, TINJAUAN POLICY MANA, V6, P44 Quiggin J., 2004, AUSTR ACCOUNTING REV, V14, P51, DOI DOI 10.1111/AUAR.2004.14.ISSUE-33 Quiggin J, 1996, AUSTR EC REV, V96, P51 SAWATAN J, 2007, MASTER BUILDERS 0911 SMITH BLR, 1983, ANN AM ACAD POLIT SS, V466, P149, DOI 10.1177/0002716283466001010 Spackman M., 2002, EC SYSTEMS, V26, P283, DOI DOI 10.1016/S0939-3625(02)00048-1 Teisman GR, 2002, PUBLIC ADMIN REV, V62, P197, DOI 10.1111/0033-3352.00170 THAM C, 2007, SUN 0910 *TIM, 2007, MAL TRANSP PERC SURV WONG P, 2008, SUN 0321 Wong S. C., 2005, MALAYSIAN BAIL OUTS 2009, SUN 0702 2008, SUN 0627 NR 32 TC 16 Z9 16 U1 1 U2 32 PU WILEY-BLACKWELL PUBLISHING, INC PI MALDEN PA COMMERCE PLACE, 350 MAIN ST, MALDEN 02148, MA USA SN 0313-6647 J9 AUST J PUBL ADMIN JI Aust. J. Public Adm. PD MAR PY 2010 VL 69 SU 1 BP S74 EP S84 DI 10.1111/j.1467-8500.2009.00655.x PG 11 WC Public Administration SC Public Administration GA 583QY UT WOS:000276695000007 DA 2019-12-02 ER PT J AU Hui, G Hayllar, MR AF Hui, Glenn Hayllar, Mark Richard TI Creating Public Value in E-Government: A Public-Private-Citizen Collaboration Framework in Web 2.0 SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article DE e-government; public value; Web 2; 0; citizen relationship management and PPP ID MANAGEMENT; GOVERNANCE AB Whether dealing with Public-Private Partnerships (PPP), or with other forms of service provision and delivery, public managers face difficulties in responding to ever-growing demands for more and better quality services. The question of how to do more, but without doing more of the same, can perhaps be answered partially through the use of some of the recently developed and innovative tools that build on Web 2.0 and by the application of Citizen Relationship Management. This article discusses a simple input-output Public-Private-Citizen Collaboration (PC2) framework which reflects the collaborative interactions through which public and private stakeholders can exchange and process information with citizens. The framework highlights the need for genuine involvement of the public and suggests that by utilising new Web 2.0-based tools citizens can participate both in the processes of creating and crafting web-based content and in enhancing service design. If used in relation to PPPs such tools may very well be able to help governments access much needed information so as to both better visualise and actualise public value in PPP-based service delivery. C1 [Hui, Glenn; Hayllar, Mark Richard] City Univ Hong Kong, Hong Kong, Hong Kong, Peoples R China. RP Hui, G (reprint author), City Univ Hong Kong, Hong Kong, Hong Kong, Peoples R China. 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J. Public Adm. PD MAR PY 2010 VL 69 SU 1 BP S120 EP S131 DI 10.1111/j.1467-8500.2009.00662.x PG 12 WC Public Administration SC Public Administration GA 583QY UT WOS:000276695000010 DA 2019-12-02 ER PT J AU Toonen, T AF Toonen, Theo TI Resilience in Public Administration: The Work of Elinor and Vincent Ostrom from a Public Administration Perspective SO PUBLIC ADMINISTRATION REVIEW LA English DT Editorial Material ID COMMONS; SUSTAINABILITY; INSTITUTIONS; PANACEAS; STATE AB This essay examines the remarkable careers of Elinor and Vincent Ostrom, exploring polycentricity and human management of common property resources from the "no-name fields" of public administration in the late 1950s, through the metropolitan public service industries and public choice approach to democratic administration in the 1960s and 1970s and the institutional analysis of common pool resource management of the 1980s and 1990s. It continues with the diagnosis of the self-governing capabilities of socio-ecological systems in the 2000s. Many continuities underlie focal shifts in attention. Their work will be related to developments in the public administration field along with illustrations of their pioneer example for public administration on research as a collaborative enterprise. The 2009 Nobel Laureate in economics, Elinor Ostrom has been working from an academic background and intellectual tradition that, particularly through her long-term collaboration with Vincent Ostrom, is strongly rooted in the classical and prevailing institutional concerns that may be seen as core to public administration as an academic field of education and research. C1 [Toonen, Theo] Delft Univ Technol, Fac Technol Policy & Management, NL-2600 AA Delft, Netherlands. [Toonen, Theo] Delft Univ Technol, Inst Governance & Publ Adm, NL-2600 AA Delft, Netherlands. [Toonen, Theo] Leiden Univ, NL-2300 RA Leiden, Netherlands. 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Rev. PD MAR-APR PY 2010 VL 70 IS 2 BP 193 EP 202 DI 10.1111/j.1540-6210.2010.02147.x PG 10 WC Public Administration SC Public Administration GA 554SJ UT WOS:000274454400001 DA 2019-12-02 ER PT J AU LeRoux, K Brandenburger, PW Pandey, SK AF LeRoux, Kelly Brandenburger, Paul W. Pandey, Sanjay K. TI Interlocal Service Cooperation in US Cities: A Social Network Explanation SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID TRANSACTION COSTS; KANSAS-CITY; REGIONALISM; GOVERNANCE AB Local governments increasingly confront policy problems that span the boundaries of individual political jurisdictions. Institutional theories of local governance and intergovernmental relations emphasize the importance of networks for fostering service cooperation among local governments. Yet empirical research fails to examine systematically the effects of social networks on interlocal service cooperation. Do the individual networks of local government actors increase their jurisdiction's level of interlocal service delivery? Drawing data from the National Administrative Studies Project IV (NASP-IV), multivariate analysis is applied to examine this question among 919 municipal managers and department heads across the United States. The findings indicate that interlocal service cooperation increases when jurisdictional actors network frequently through a regional association or council of government and when they are united by a common set of professional norms and disciplinary values. Manager participation in professional associations, however, does not increase interjurisdictional cooperation. The key conclusion for local government practitioners searching for ways to increase collaboration: networks that afford opportunities for more face-to-face interaction yield better results for effective service partnerships. C1 [LeRoux, Kelly] Univ Kansas, Dept Publ Adm, Lawrence, KS 66045 USA. 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B., 1991, ECON DEV Q, V5, P126 Swayze R., 1997, INTERLOCAL COO UNPUB Thurmaier K, 2002, PUBLIC ADMIN REV, V62, P585, DOI 10.1111/1540-6210.00239 Wasserman S., 1994, SOCIAL NETWORK ANAL WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548, DOI 10.1086/227496 Wood C, 2006, AM REV PUBLIC ADM, V36, P337, DOI 10.1177/0275074005284071 ZIMMERMAN JF, 1983, NATL CIVIC REV, V73, P125 NR 45 TC 57 Z9 58 U1 1 U2 31 PU WILEY-BLACKWELL PUBLISHING, INC PI MALDEN PA COMMERCE PLACE, 350 MAIN ST, MALDEN 02148, MA USA SN 0033-3352 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD MAR-APR PY 2010 VL 70 IS 2 BP 268 EP 278 DI 10.1111/j.1540-6210.2010.02133.x PG 11 WC Public Administration SC Public Administration GA 554SJ UT WOS:000274454400009 DA 2019-12-02 ER PT J AU Grossman, SA AF Grossman, Seth A. TI RECONCEPTUALIZING THE PUBLIC MANAGEMENT AND PERFORMANCE OF BUSINESS IMPROVEMENT DISTRICTS SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE business improvement districts; community revitalization; public entrepreneurship; public management; public-private partnerships; social capital ID URBAN GOVERNANCE AB Business improvement districts (BIDs) offer an increasingly popular avenue of public impact, participation, and organization for invested local private actors to revitalize business centers as well as enhance local governance, services, and management capacity. The privatization aspects of BIDs have received important attention. Little attention, however, has been dedicated to BIDs as a form of public private partnerships (PPPs), particularly the public purpose and intention-the "publicization" aspects-of these partnerships. BIDs are distinctive but uncanny partnerships between the public and private sectors, operating at the local sub governmental level and functioning both contractually and in a strategic collaboration. In a 2008 study of BID managers in the United States, managers overwhelmingly identified the BID as a PPP and themselves as managing a PPP and said that a key factor in determining success was how well the partnership was managed. This suggests that BID management is fundamentally more than the provision of planning and supervision of business development services, infrastructure improvement, promotions and marketing, design, or economic revitalization. BIDs also enhance governance, and this enhancement is of equal or greater importance in the sustained success of BIDs. The research suggests that the administration of BIDs, as PPPs, has a place in public management. In this paper, PPP management as a form of hybrid management is referred to as a "third door" in administration technology, one that is related to but distinct from public and business administration and, because of its accountability to public processes, appears to be closer to public administration. We cannot understand BIDs without examining the role and impact of the PPPs they represent. C1 Rutgers State Univ, Newark, NJ 07102 USA. RP Grossman, SA (reprint author), Rutgers State Univ, Newark, NJ 07102 USA. 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Zimmermann, Ulf TI PUBLIC-PRIVATE COLLABORATIONS The Case of Atlanta Metro Community Improvement District Alliance SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE business improvement districts; community improvement districts; economic development; public-private collaborations; public private partnerships ID GOVERNMENT; GOVERNANCE AB Globally business improvement districts have proliferated as the most influential public-private mechanisms for revitalizing business districts and promoting infrastructure improvement projects. Community improvement districts in Georgia share the same characteristics of business improvement districts (BIDs) as in other states or countries. The Georgia constitution enables the state legislature to create BIDs, called community improvement districts (CIDs) in Georgia, in any city or county or any combination thereof to deliver public services. This analysis explores the CIDs' governance structures, financing mechanisms, and promotion strategies through CIDs' provision in various projects and their impacts in the Atlanta metropolitan area. The paper begins with a historical synopsis, followed by a discussion of governance, intergovernmental relations, accountability, and effectiveness as these pertain to the informal coalition of 13 CIDs in the Atlanta Metro Alliance that represent the heart of Georgia's high-revenue business community. In conclusion, the paper provides some policy recommendations on how to use CIDs as a unique tool for infrastructure financing and economic development. C1 [Ewoh, Andrew I. E.; Zimmermann, Ulf] Kennesaw State Univ, Master Publ Adm Program, Kennesaw, GA USA. RP Ewoh, AIE (reprint author), Kennesaw State Univ, Master Publ Adm Program, Kennesaw, GA USA. CR *ATL DOWNT IMPR DI, 2009, CIT ATL SUBM APPL US Briffault R, 1999, COLUMBIA LAW REV, V99, P365, DOI 10.2307/1123583 Caruso G, 2008, PUBLIC ADM PUBLIC PO, V145, P319 *CENTR ATL PROGR A, 2007, DOWNT NOW CENTR ATL *CUMB COMM IMPR DI, 2009, NEWS VIEWS NEWSLETTE, V3, P1 *CUMB COMM IMPR DI, 2009, ACC *CUMB COMM IMPR DI, 2008, ANN REP 2008 *CUMB COMM IMPR DI, 2007, NEWS VIEWS NEWSLETTE, V1, P1 Ewoh AIE, 2007, PUBLIC WORKS MANAG P, V12, P359, DOI 10.1177/1087724X07302584 Garodnick DR, 2000, U PENN LAW REV, V148, P1733, DOI 10.2307/3312753 Garreau J., 1991, EDGE CITY LIFE NEW F HART A, 2008, BIDS TAKEN NEW 400 H Houstoun L. O., 2003, BIDS BUSINESS IMPROV Hoyt L, 2004, ENVIRON PLANN B, V31, P367, DOI 10.1068/b29124 Hoyt L, 2003, BUSINESS IMPROVEMENT Hoyt LM, 2005, J PLAN EDUC RES, V25, P185, DOI 10.1177/0739456X05279276 JACKSON D, 2008, TRANSPORTATION 0630, P1 KOVEN SG, 2003, EC DEV STRAT STAT LO LAVERY K, 1995, PUBLIC MONEY MANAGE, V15, P49, DOI 10.1080/09540969509387895 Levy PR, 2001, ECON DEV Q, V15, P124, DOI 10.1177/089124240101500202 LIGHTSEY E, 2008, GEORGIA TREND NOV Lindblom C. E, 1993, POLICY MAKING PROCES Logan J, 1987, URBAN FORTUNES POLIT MALLETT WJ, 1993, GROWTH CHANGE, V24, P385, DOI 10.1111/j.1468-2257.1993.tb00132.x McKenzie E., 1994, PRIVATOPIA HOMEOWNER *MIDT ALL, 2008, MIDT IMPR DISTR HIGH Mitchell J, 2001, ECON DEV Q, V15, P115, DOI 10.1177/089124240101500201 MOLOTCH H, 1976, AM J SOCIOL, V82, P309, DOI 10.1086/226311 Monti Daniel J., 1999, AM CITY SOCIAL CULTU Morcol G, 2008, PUBLIC ADM PUBLIC PO, V145, P27 Morcol G, 2008, PUBLIC ADM PUBLIC PO, V145, P289 Morcol G, 2006, INT J PUBLIC ADMIN, V29, P77, DOI 10.1080/01900690500408999 MORGAN AR, 2007, MANAGING URBAN AM Nelson Robert H., 2005, PRIVATE NEIGHBORHOOD Pack Janet Rothenberg, 1992, BROOKINGS REV, V10, P18 *PER COMM IMPR DIS, 2002, ANN REP *PER COMM IMPR DIS, 2009, PCIDS CEL 10 YEARS L Ross Bernard H., 2001, URBAN POLITICS POWER *TOWN CTR AR COMM, 2009, LIV CTR IN WARNER S. B., 1987, PRIVATE CITY PHILADE NR 40 TC 4 Z9 4 U1 0 U2 13 PU M E SHARPE INC PI ARMONK PA 80 BUSINESS PARK DR, ARMONK, NY 10504 USA SN 1530-9576 J9 PUBLIC PERFORM MANAG JI Public Perform. Manag. Rev. PD MAR PY 2010 VL 33 IS 3 BP 395 EP 412 DI 10.2753/PMR1530-9576330305 PG 18 WC Public Administration SC Public Administration GA 758DH UT WOS:000290140400005 DA 2019-12-02 ER PT J AU Becker, CJ AF Becker, Carol Jean TI SELF-DETERMINATION, ACCOUNTABILITY MECHANISMS, AND QUASI-GOVERNMENTAL STATUS OF BUSINESS IMPROVEMENT DISTRICTS IN THE UNITED STATES SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE business improvement district; government failure; market failure; national survey; quasi-governmental organization; self-determination AB Business improvement districts (BIDs) are special districts established by government with a nonprofit that sets policy and carries out services. Traditionally in BID literature, this arrangement is considered to be publicly authorized but privately initiated and managed. This paper argues that a more proper way of describing BIDs is that they are quasi-governmental entities, or organizations that have features of both government and private organizations. This structure lets them be more than public and more than private, one of the keys to their success. This theory that BIDs are quasi-governmental entities is supported by a survey that shows that BIDs are private entities that provide governmental services with substantial policy-setting independence from government. It also argues that quasi-governmental entities such as BIDs are created in situations where both the private market and government fail to adequately provide needed goods or services. This theory is backed up with interviews and research into why BIDs are created. CR ARROW K, 1951, J POLITICAL EC, V58, P328 Black D, 1948, J POLIT ECON, V56, P23, DOI 10.1086/256633 Bozeman B, 2002, PUBLIC ADMIN REV, V62, P145, DOI 10.1111/0033-3352.00165 BUCHANAN JAMES M., 1962, CALCULUS CONSENT LOG Caruso G, 2006, INT J PUBLIC ADMIN, V29, P187, DOI 10.1080/01900690500409088 Chapman J., 1998, PROPOSITION 13 SOME Downs Anthony, 1957, EC THEORY DEMOCRACY DYE T, 2007, POLITICS AM Frank T., 2004, WHATS MATTER KANSAS Friedman M, 1982, CAPITALISM FREEDOM Hall E.T, 1976, CULTURE Hinkley B., 1971, SENIORITY SYSTEM C Krugman P., 2006, ECONOMICS LUECK T, 1994, NY TIMES 1120, P1 MARTIN D, 1994, NY TIMES 0325 Mary Powers, 1997, WASHINGTON POST 0423, pA1 Mitchell J., 1999, BUSINESS IMPROVEMENT MORCOL G, 2006, INT J PUBLIC ADMIN, V29, P1 Morcol G, 2006, INT J PUBLIC ADMIN, V29, P137, DOI 10.1080/01900690500409013 Morcol G, 2006, INT J PUBLIC ADMIN, V29, P77, DOI 10.1080/01900690500408999 Olson Jr. M., 1965, LOGIC COLLECTIVE ACT Phillips K., 2003, WEALTH DEMOCRACY POL Phillips Kevin, 2007, AM THEOCRACY PERIL P Rauch J., 1994, GOVT END WHY WASHING NR 24 TC 6 Z9 6 U1 0 U2 0 PU M E SHARPE INC PI ARMONK PA 80 BUSINESS PARK DR, ARMONK, NY 10504 USA SN 1530-9576 J9 PUBLIC PERFORM MANAG JI Public Perform. Manag. Rev. PD MAR PY 2010 VL 33 IS 3 BP 413 EP 435 DI 10.2753/PMR1530-9576330306 PG 23 WC Public Administration SC Public Administration GA 758DH UT WOS:000290140400006 DA 2019-12-02 ER PT J AU Ruffin, FA AF Ruffin, Fayth A. TI COLLABORATIVE NETWORK MANAGEMENT FOR URBAN REVITALIZATION The Business Improvement District Model SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE business improvement districts; network management; performance management; urban entrepreneurial governance; urban management ID POLICY TRANSFER; PUBLIC-POLICY; GOVERNANCE; GOVERNMENT AB In the context of globalization, regionalization, and urbanization, business improvement districts (BIDs) emerge on the urban landscape as a public-private mechanism of place management across networks. This article raises the question: In a public-private partnership model that is globalizing, how does the local context shape BID performance management across networks? In search of an answer, this paper uses the Organization for Economic Cooperation and Development's urban entrepreneurial governance framework to examine a sociospatial reconfiguration of space in which BIDs are often nestled and within which they manage network structures for service delivery while implementing urban revitalization policy. The article explores the BID model as a microcosmic example of how performance management may emerge through meta-sector network management geared toward creating a globally competitive locale. In so doing, the article draws on qualitative research data from the Newark Downtown District in New Jersey and the Central City Improvement District in Cape Town, (Western Cape, South Africa). Findings from the cross-national triangulated descriptive case study suggest that Newark Downtown District's collaborative network management for capital improvements generates performance-based budgeting, and in Cape Town, collaborative network management facilitates opportunity for transformative social development. C1 Rutgers State Univ, Div Global Affairs, Newark, NJ 07102 USA. RP Ruffin, FA (reprint author), Rutgers State Univ, Div Global Affairs, Newark, NJ 07102 USA. 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Manag. Rev. PD MAR PY 2010 VL 33 IS 3 BP 459 EP 487 DI 10.2753/PMR1530-9576330308 PG 29 WC Public Administration SC Public Administration GA 758DH UT WOS:000290140400008 DA 2019-12-02 ER PT J AU Peel, D Lloyd, MG AF Peel, Deborah Lloyd, Michael Gregory TI WRESTLING WITH THE VALUE ADDED OF BUSINESS IMPROVEMENT DISTRICTS Efficiency, Accountability, and Contractual Governance in Scotland SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE additionality; contractual governance; efficiency; performance management; service-level agreements ID CHALLENGES; MANAGEMENT; POLICY; PERFORMANCE; GOVERNMENT; POLITICS; ENGLAND; WORKS AB In the United Kingdom the active interest in the designation of business improvement districts (BIDs) forms part of a broader political and economic policy agenda, which, on the one hand, promotes greater business engagement in public policy and, on the other, invokes a parallel modernization of the public sector. This has taken place within a process of devolution which has encouraged different policy and institutional design and implementation. In Scotland, for example, the devolved administration has adopted the BID model in a variety of submunicipal contexts. This paper offers this experience as a contribution to wider international comparative practice. It presents a theoretical conceptualization of the emergent performance management regime being devised for BIDs in Scotland. This involves different policing, satisficing, and maximizing imperatives of the BID concept in relation to experiential learning and democratic accountability. It considers the use of contractual baseline service level agreements as policing mechanisms to ensure that public bodies maintain the standards to which they are committed. It considers the extent to which the potential value added for BID stakeholders is measured. 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Manag. Rev. PD MAR PY 2010 VL 33 IS 3 BP 488 EP 508 DI 10.2753/PMR1530-9576330309 PG 21 WC Public Administration SC Public Administration GA 758DH UT WOS:000290140400009 DA 2019-12-02 ER PT J AU Milward, HB Provan, KG Fish, A Isett, KR Huang, K AF Milward, H. Brinton Provan, Keith G. Fish, Amy Isett, Kimberley R. Huang, Kun TI Governance and Collaboration: An Evolutionary Study of Two Mental Health Networks SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Article; Proceedings Paper CT Conference on State of Agents CY JUL 23-25, 2008 CL Madison, WI ID ORGANIZATIONAL SOCIAL OUTCOMES; HUMAN-SERVICES NETWORK; STRUCTURAL EMBEDDEDNESS; FOR-PROFIT; CARE; QUALITY; TRUST; COST AB This article presents a comparative analysis of the evolution of two community mental health networks that both have similar contracts from the State of Arizona. One of the networks is governed by a for-profit firm that buys needed services from a network of largely nonprofit agencies. The other network is governed by a community-based nonprofit that contracts with four separate nonprofit agencies to provide services directly or through a network of other providers, most of which are nonprofit. These two networks are analyzed, using social network analysis, when each system was first formed and again, 4 years later. The for-profit governed network is then compared to the nonprofit governed network on four dimensions: sector, nonprofit or for-profit, relationships and trust, the evolution of the structure of the networks, and a limited comparison of the two networks' performance. C1 [Milward, H. Brinton; Provan, Keith G.; Fish, Amy] Univ Arizona, Tucson, AZ 85721 USA. [Isett, Kimberley R.] Columbia Univ, New York, NY 10027 USA. [Huang, Kun] Univ New Mexico, Albuquerque, NM 87131 USA. RP Milward, HB (reprint author), Univ Arizona, Tucson, AZ 85721 USA. 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M., 2009, COLLABORATIVE PUBLIC, P137 VOLLENBERG M, 2007, 9 PUBL MAN RES C TUC, P25 Weisbrod B.A., 1998, PRIVATE ACTION PUBLI, P69 NR 42 TC 49 Z9 49 U1 1 U2 83 PU OXFORD UNIV PRESS PI OXFORD PA GREAT CLARENDON ST, OXFORD OX2 6DP, ENGLAND SN 1053-1858 EI 1477-9803 J9 J PUBL ADM RES THEOR JI J. Publ. Adm. Res. Theory PD JAN PY 2010 VL 20 SU 1 BP I125 EP I141 DI 10.1093/jopart/mup038 PG 17 WC Political Science; Public Administration SC Government & Law; Public Administration GA 539MF UT WOS:000273258000008 DA 2019-12-02 ER PT J AU Lonsdale, C Kirkpatrick, I Hoque, K de Ruyter, A AF Lonsdale, Chris Kirkpatrick, Ian Hoque, Kim de Ruyter, Alex TI SUPPLIER BEHAVIOUR AND PUBLIC CONTRACTING IN THE ENGLISH AGENCY NURSING MARKET SO PUBLIC ADMINISTRATION LA English DT Article ID NATIONAL-HEALTH-SERVICE; UK; PARTNERSHIP; WORK AB The worldwide expansion in the use of private firms to deliver public services and infrastructure has promoted a substantial literature on public sector contract and relationship management. This literature is currently dominated by the notion that supplier relationships should be based upon trust. Less prominent are more sceptical approaches that emphasize the need to assiduously manage potential supplier exploitation and opportunism. This article addresses this imbalance by focusing upon the recent experience of the English National Health Service (NHS) in its dealings with its nursing agencies. Between 1997 and 2001, the NHS was subjected to considerable exploitation and opportunism. This forced managers to adopt a supply strategy based upon an assiduous use of e-auctions, framework agreements and quality audits. The article assesses the effectiveness of this strategy and reflects upon whether a more defensive approach to contract and relationship management offers a viable alternative to one based upon trust. C1 [Lonsdale, Chris] Univ Birmingham, Sch Business, Birmingham B15 2TT, W Midlands, England. [Kirkpatrick, Ian] Univ Leeds, Sch Business, Leeds LS2 9JT, W Yorkshire, England. [Hoque, Kim] Univ Nottingham, Sch Business, Nottingham NG7 2RD, England. [de Ruyter, Alex] Univ West Scotland, Sch Business, Paisley, Renfrew, Scotland. RP Lonsdale, C (reprint author), Univ Birmingham, Sch Business, Birmingham B15 2TT, W Midlands, England. 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PY 2010 VL 88 IS 3 BP 800 EP 818 DI 10.1111/j.1467-9299.2010.01846.x PG 19 WC Political Science; Public Administration SC Government & Law; Public Administration GA 646OM UT WOS:000281551900011 PM 20925153 DA 2019-12-02 ER PT J AU Stone, MM Sandfort, JR AF Stone, Melissa M. Sandfort, Jodi R. TI Building a Policy Fields Framework to Inform Research on Nonprofit Organizations SO NONPROFIT AND VOLUNTARY SECTOR QUARTERLY LA English DT Article DE nonprofits; public policy; networks; structuration theory ID INTERGOVERNMENTAL RELATIONS; NETWORK; INSTITUTIONALIZATION; IMPLEMENTATION; STRUCTURATION; COLLABORATION; GOVERNANCE; EVOLUTION AB Although the importance of the public policy environment for strategic action of nonprofit organizations has become increasingly clear, research on nonprofits is often divorced from their policy context. The purpose of this article is to present a theoretically informed framework for analyzing policy environments that can inform nonprofit research. Drawing on insights from political science, organization theory, public management, and nonprofit studies, the authors propose that the framework reflects a policy field that is an identifiable set of elements in a specific environment that directly shapes local public service provision. These elements include the structures created by institutions that deliver public programs and the ways in which state and local actors interact with and shape these structures as they work on public problems. Through a research example, the article presents the policy field framework's analytic steps. C1 [Stone, Melissa M.; Sandfort, Jodi R.] Univ Minnesota, Hubert H Humphrey Inst Publ Affairs, Minneapolis, MN 55455 USA. RP Stone, MM (reprint author), Univ Minnesota, Hubert H Humphrey Inst Publ Affairs, Minneapolis, MN 55455 USA. 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TI Managing Collaborative Service Delivery: Comparing China and the United States SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID TRANSACTION COSTS; SOCIAL-SERVICES; PRIVATIZATION; BUSINESSES; GOVERNMENT; PERFORMANCE; COMPETITION; CITIES AB Successful adoption of collaborative service delivery requires that governments develop better capacity to handle potential pitfalls. In this essay, Yijia Jing of Fudan University and E. S. Savas of the City University of New York provide a framework that compares and contrasts the management practices in China and America. Both nations favor collaborative service delivery and engage in it extensively. Can China's state-affiliated strategy and the United States' competition-oriented strategy both work effectively? Such distinct systems, embedded in vastly different socioeconomic and political institutional environments decisively influence the effectiveness of collaborative service delivery management in the two countries. C1 [Jing, Yijia] Fudan Univ, Sch Int Relat & Publ Affairs, Shanghai, Peoples R China. [Jing, Yijia] Fudan Univ, Ctr Collaborat Governance Res, Shanghai, Peoples R China. [Savas, E. S.] CUNY, Baruch Coll, Sch Publ Affairs, New York, NY USA. RP Jing, YJ (reprint author), Fudan Univ, Sch Int Relat & Publ Affairs, Shanghai, Peoples R China. 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PD DEC PY 2009 VL 69 SU 1 BP S101 EP S107 DI 10.1111/j.1540-6210.2009.02096.x PG 7 WC Public Administration SC Public Administration GA 509UN UT WOS:000271044100014 DA 2019-12-02 ER PT J AU Marvel, MK Marvel, HP AF Marvel, Mary K. Marvel, Howard P. TI SHAPING THE PROVISION OF OUTSOURCED PUBLIC SERVICES Incentive Efficacy and Service Delivery SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE agency; incentives; monitoring; outsourcing; stewardship AB Local governments that contract out services are faced with a complex problem of developing an appropriate mix of incentives to elicit performance from a diverse set of service providers, including networks of other local governments, mission-driven nonprofit organizations, and profit-maximizing firms. This paper employs agency and stewardship theory to motivate an analysis of rewards and sanctions used in service delivery relationships. Our findings, consistent with principal-agent theory, indicate that a significant proportion of local governments in our sample employ high-powered incentives with for-profit firms. It is interesting to note, however, that governments with short-term relationships with for-profit firms do not utilize high-powered incentives. These incentives are found in longer duration contracts. In line with the predictions of stewardship theory, governments in our sample do not use high-powered incentives with other governments or nonprofit service providers. Low-powered incentives, primarily informal discussions with those providers, constitute the primary means by which the contracting government ensures that the necessary adjustments to service delivery are made. The efficacy of informal discussion with nonprofits and other governments diminished significantly with longer term contracts, leaving contracting governments with few tools to influence the behavior of their contracting partners. Trust, value congruence, and mission compatibility can explain the initiation of relationships with nonprofits and other governments but do not yet inform government officials about how such relationships can be maintained and enhanced. C1 [Marvel, Mary K.] Ohio State Univ, John Glenn Sch Publ Affairs, Columbus, OH 43210 USA. RP Marvel, MK (reprint author), Ohio State Univ, John Glenn Sch Publ Affairs, Columbus, OH 43210 USA. CR Ban C., 2003, REV PUBLIC PERS ADM, V23, P133, DOI [10.1177/0734371x03023002004, DOI 10.1177/0734371X03023002004] Barnow Burt, 2004, PUBLIC FINANCE AND M, V4, P247, DOI DOI 10.1002/(SICI)1520-6688(200024)19:13.0.CO;2-E Enticott G, 2003, LOCAL GOV STUD, V29, P52, DOI 10.1080/03003930308559370 Ettlie J. 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Thomas, John Clayton TI GDOT'S CONSULTANT AND CONTRACTOR SURVEYS An Approach to Strengthening Relationships with Government's Business Partners SO PUBLIC PERFORMANCE & MANAGEMENT REVIEW LA English DT Article DE consultants; government contracts; outsourcing; transportation AB Developing productive working relationships with business partners is both challenging and of paramount importance for governments agencies that increasingly rely on private firms and nonprofit organizations to help deliver services and meet customers' needs. This case discusses the need to strengthen relationships with government's business partners and suggests conducting surveys of these critical stakeholder groups as an early step in this direction. Such surveys can be designed to probe business partners' rating of a government agency's performance of relevant tasks in which they interact, gauge their satisfaction with working with the agency, and identify problems and issues that need to be addressed to strengthen these partnerships. This approach is illustrated by parallel surveys of highway contractors and professional engineering and design consultants conducted by the Georgia Department of Transportation at multiple points in time. The results show that such surveys can reveal useful information and indicate that when public agencies actively respond to this kind of feedback, the process can help strengthen their working relationships with key business partners. C1 [Poister, Theodore H.; Thomas, John Clayton] Georgia State Univ, Andrew Young Sch Policy Studies, Atlanta, GA 30303 USA. RP Poister, TH (reprint author), Georgia State Univ, Andrew Young Sch Policy Studies, Atlanta, GA 30303 USA. CR Behn R. D., 1999, PUBLIC PRODUCTIVITY, V22, P470, DOI DOI 10.2307/3380931 Bryson J., 2004, PUBLIC MANAGEMENT RE, V6, P21, DOI DOI 10.1080/14719030410001675722 CARR D, 1990, EXCELLENCE GOVT TOTA COCHRAN JA, 2004, TRANSPORT RES REC, V1885, P42 Cohen Steven, 1993, TOTAL QUALITY MANAGE EGER RJ, 2002, EVALUATION TRANSPORT GEN S, 2007, PUBLIC WORKS MANAGEM, V13, P331 GOLDSMITH S, 2004, GOVERNING NETWORK NE Hancher D., 2001, 39 NCHRP TRANSP RES HARTGEN DT, 2008, 17 REAS FDN Kelly JM, 2005, PUBLIC ADMIN REV, V65, P76, DOI 10.1111/j.1540-6210.2005.00432.x KETTL DF, 1993, PUBLIC GOVERNANCE PR Lockwood S., 2006, CHANGES ROLES PARTNE LOCKWOOD S, 1998, CHANGING STATE DOT MILLER TI, 2000, CITIZEN SURVEYS DO T Poister T., 2002, PUBLIC PERFORM MANAG, V26, P58, DOI DOI 10.2307/3381298 Schwartz M., 2006, BUILDING CREDIBILITY Science Applications International Corporation, 2003, 59 NCHRP SCI APPL IN WARNE TR, 2003, NCHRP SYNTHESIS, V313 NR 19 TC 3 Z9 3 U1 0 U2 5 PU M E SHARPE INC PI ARMONK PA 80 BUSINESS PARK DR, ARMONK, NY 10504 USA SN 1530-9576 J9 PUBLIC PERFORM MANAG JI Public Perform. Manag. Rev. PD SPR PY 2009 VL 33 IS 1 BP 122 EP 140 DI 10.2753/PMR1530-9576330106 PG 19 WC Public Administration SC Public Administration GA V17BE UT WOS:000207911900006 DA 2019-12-02 ER PT J AU Bakir, C AF Bakir, Caner TI THE GOVERNANCE OF FINANCIAL REGULATORY REFORM: THE AUSTRALIAN EXPERIENCE SO PUBLIC ADMINISTRATION LA English DT Article ID POLICY; POLITICS; STATE AB The dominant perspective in the literature linking governance, globalization and public policy argues that globalization undercuts state capacity, weakening a government's ability to effectively regulate its domestic affairs. This paper shows otherwise with special reference to the Australian experience in financial regulation. It challenges the conventional wisdom that the Australian state is weak and cannot adopt anticipatory industrial policies. This paper argues that the adoption of the 'twin peaks' model of financial regulatory arrangements is an example of the existence of government-led steering in Australia which can adopt a proactive approach to financial regulation by steering and coordinating policy networks. 'Governance through hierarchy' in the financial services industry may be a function of the government's political entrepreneurship; its skill in setting and implementing an agenda; and an ability to create new policy communities and networks. C1 Koc Univ, Dept Int Relat, Istanbul, Turkey. RP Bakir, C (reprint author), Koc Univ, Dept Int Relat, Istanbul, Turkey. CR AFIC (Australian Financial Institutions Commission), 1996, FIN SYST INQ SUBM *AMP, 1996, AUSTR FIN SYST INQ S *ANZ, 1996, FIN SYST INQ SUBM ASC (Australian Securities Commission), 1996, FIN SYST INQ SUBM Atkinson M. 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PY 2009 VL 87 IS 4 BP 910 EP 922 DI 10.1111/j.1467-9299.2009.01778.x PG 13 WC Political Science; Public Administration SC Government & Law; Public Administration GA 524GH UT WOS:000272131300012 DA 2019-12-02 ER PT J AU Andrew, SA AF Andrew, Simon A. TI Regional Integration Through Contracting Networks An Empirical Analysis of Institutional Collection Action Framework SO URBAN AFFAIRS REVIEW LA English DT Article DE regional integration; network analysis; institutional collective action; law enforcement; interjurisdictional agreement ID TRANSACTION COSTS; GOVERNMENT; COOPERATION; GOVERNANCE; EXCHANGE; TIES AB This article advances two general hypotheses, bonding and bridging, to explain the process by which local governments decide whether to enter into contracts. The characteristics of goods and services are important factors in these decisions. In high asset-specificity transactions, the bridging hypothesis predicts local governments will establish ties with only a few "high status" actors, whereas in transactions for services with measurement difficulties, the bonding hypothesis predicts local governments will establish ties with partners of their existing partners to pool resources and reduce commitment risks. The general hypotheses are tested using agreements for law enforcement activities linking 66 actors in the Orlando-Kissimmee metropolitan area during five time periods (i.e., between 1986 and 2003). Using simulation investigation network analysis (SIENA) techniques, this study finds strong statistical support for these hypotheses. C1 Univ N Texas, Dept Publ Adm, Denton, TX 76203 USA. RP Andrew, SA (reprint author), Univ N Texas, Dept Publ Adm, Denton, TX 76203 USA. CR *ACIR, 1985, INT SERV AGR DEL LOC ANDREW SA, 2007, S NETW COORD FRAGM A ATKINS PS, 1997, INT CITY COUNTY MANA, V29 Benton J. 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PD JAN PY 2009 VL 44 IS 3 BP 378 EP 402 DI 10.1177/1078087408323941 PG 25 WC Urban Studies SC Urban Studies GA 378AY UT WOS:000261294700004 DA 2019-12-02 ER PT J AU Savard, S Harvey, B Tremblay, S AF Savard, Sebastien Harvey, Benoit Tremblay, Sabrina TI Les relations de collaboration entre le secteur public et les organismes communautaires du secteur jeunesse-enfance-famille : Entre la sous-traitance et la coconstruction SO CANADIAN PUBLIC ADMINISTRATION-ADMINISTRATION PUBLIQUE DU CANADA LA English DT Article AB The government encourages public institutions and community organizations to develop and increase the frequency of their inter-organizational relationships. In doing so, the government seeks the integration of their services in order to meet the social needs of the population more effectively. This study aims to develop a typology for analysing patterns in the relationships being established between these two groups of stakeholders. The research focused on the interfaces in the social service sector for children, youth and families in Quebec. In total, 111 managers responded to a survey that enabled them to assess their relationships on the basis of four dimensions proposed by Coston for analysing relationships between the government and third-sector organizations. The respondents identified "coexistence" as the most common type of relationships. Although the community organizations and the public institutions identified the same type of relationships, a more nuanced analysis of the survey results reveals that community organizations see themselves as part of a system that is more "socio-governmental" in nature (i.e., dominated by the institutions in the network) rather than "public.". C1 [Savard, Sebastien; Harvey, Benoit; Tremblay, Sabrina] Univ Quebec, Chicoutimi, PQ, Canada. RP Savard, S (reprint author), Univ Quebec, Chicoutimi, PQ, Canada. CR *ASS CLSC CHSLD QU, 1998, SERV JEUN CLSC CTR J BOURQUE D, 2006, CAHIER LAREPPS Bourque D., 2004, NOUVELLE DONNE RAPPO Clark J., 1991, DEMOCRATIZING DEV RO CLICHE G, 1998, AGISSONS COMPLICES S COLLIN Jean-Pierre, 1987, FACE CACHEE SYSTEME Coston JM, 1998, NONPROF VOLUNT SEC Q, V27, P358, DOI 10.1177/0899764098273006 Dumais A, 1991, CLSC GROUPES COMMUNA GUAY L, 1991, NOUVELLES PRATIQUES, V4, P43 LAMOUREUX J, 1988, FILIERES ACTION SOCI Najam A., 2000, NONPROFIT MANAGEMENT, V10, P375, DOI DOI 10.1002/NML.10403 Osborne D., 1992, REINVENTING GOVT ENT Panet-Raymond J., 1991, PARTENARIAT PATERNAR PROULX J, 2005, INTERFACES ENTRE ETA Proulx Jean, 2007, VOLUNTAS, V18, P293, DOI DOI 10.1007/S11266-007-9045-5 *QUEB, 2003, LOI AG DEV RES LOC S, pCH21 *QUEB GOUV QUEB, 1991, QUEB FOU SES ENF RAP *QUEB GOUV QUEB, 2004, CHEZ SOI PREM CHOIX ROBERT L, 1989, NOUVELLES PRATIQUES, V2, P37 ROBICHAUD S, 2003, BENEVOLAT ENTRE COEU SAVARD S, 2002, CONCERTATION COLLABO, P345 VAILLANCOURT Y, 1997, CAHIERS LAREPPS WHITE D, 2001, REV CANADIENNE RECHE, V2, P34 WHITEHEAD BD, 1992, FAMILY AFFAIRS, V5, P1 Young DR, 2000, NONPROF VOLUNT SEC Q, V29, P149, DOI 10.1177/0899764000291009 NR 25 TC 1 Z9 1 U1 1 U2 2 PU WILEY-BLACKWELL PUBLISHING, INC PI MALDEN PA COMMERCE PLACE, 350 MAIN ST, MALDEN 02148, MA USA SN 0008-4840 J9 CAN PUBLIC ADMIN JI Can. Public Adm.-Adm. Publique Can. PD DEC PY 2008 VL 51 IS 4 BP 569 EP 588 DI 10.1111/j.1754-7121.2008.00042.x PG 20 WC Public Administration SC Public Administration GA 381EP UT WOS:000261518700002 DA 2019-12-02 ER PT J AU Simonet, D AF Simonet, Daniel TI The New Public Management theory and European health-care reforms SO CANADIAN PUBLIC ADMINISTRATION-ADMINISTRATION PUBLIQUE DU CANADA LA English DT Article ID INSURANCE SYSTEM; CANADA; COMPENSATION; GERMANY AB This article analyses the dynamics of health-care reforms in Germany, the U.K., Switzerland, France and Italy. In light of the "New Public Management" (NPM) theory, the author discusses governments' attempts at providing better health-care services for less. Health-care reforms inspired by NPM meant opening up to competition and revamping service provision to improve organizational performance. These reforms also put the emphasis on outcomes measurements to improve insurers and providers' accountability, demanded greater decentralization of the decision-making process (e.g., planning, investment and financing of health-care services), and encouraged contracting-out of public services and partnerships between the public and the private sector. While most features of the NPM theory were applicable to EU health-care reforms, NPM was not a panacea: it advanced at different paces across nations, with some aspects of NPM being more appropriate in some countries but less so in others. It led to greater inequity and more bureaucracy in some, but not all, countries. Competition, a major characteristic of the NPM, did not necessarily lead to better health outcomes, and, unlike in other sectors, the application of NPM in health care meant larger providers (e.g., insurers, hospitals) and regulations have remained strong. 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PD DEC PY 2008 VL 51 IS 4 BP 617 EP 635 DI 10.1111/j.1754-7121.2008.00044.x PG 19 WC Public Administration SC Public Administration GA 381EP UT WOS:000261518700004 DA 2019-12-02 ER PT J AU Malley, J Netten, A AF Malley, Juliette Netten, Ann TI Measuring and monitoring outputs in social care: the problem of measuring quality SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article; Proceedings Paper CT Permanent-Study-Group-on-Public-Sector-Performance Conference of the EGPA CY 2007 CL Inst Nacl Adm Publica, Madrid, SPAIN SP European Grp Public Adm HO Inst Nacl Adm Publica DE government outputs; output measurement; quality; social care ID PATIENT SATISFACTION; SERVICE USERS; HOME-CARE; PERFORMANCE; TARGETS; INDICATORS; ISSUES AB The focus of this article is the measurement of quality within the context of a new approach to measuring government-funded social care services. The approach builds on principles set out in a UK review led by Professor Sir Tony Atkinson. At its heart are the concepts of capacity for benefit, describing the potential benefit to users from services, and quality, reflecting the extent to which the benefit is realized. We report on a study designed to explore the suitability of a weighted user satisfaction measure to measure quality, examining in particular its sensitivity to changes in the quality of social care over time. The study finds some problems with using weighted user satisfaction. We discuss potential reasons for these problems, including the possibility of gaming and the specification of the measure, and discuss a way forward in the context of the requirement to draw upon routine sources of data. C1 [Malley, Juliette; Netten, Ann] Univ Kent, Personal Social Serv Res Unit, Canterbury CT2 7NZ, Kent, England. [Malley, Juliette] Univ London London Sch Econ & Polit Sci, London WC2A 2AE, England. RP Malley, J (reprint author), Univ Kent, Personal Social Serv Res Unit, Canterbury CT2 7NZ, Kent, England. 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Rev. Adm. Sci. PD DEC PY 2008 VL 74 IS 4 BP 535 EP 553 DI 10.1177/0020852308098467 PG 19 WC Public Administration SC Public Administration GA 390DA UT WOS:000262143300002 DA 2019-12-02 ER PT J AU Dawes, SS AF Dawes, Sharon S. TI The Evolution and Continuing Challenges of E-Governance SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID E-GOVERNMENT; DIGITAL GOVERNMENT; LOCAL-GOVERNMENTS; PUBLIC-SECTOR; BENEFITS; SERVICES; STATE AB E-governance comprises the use of information and communication technologies (ICTs) to support public services, government administration, democratic processes, and relationships among citizens, civil society, the private sector, and the state. Developed over more than two decades of technology innovation and policy response, the evolution of e-governance is examined in terms of five interrelated objectives: a policy framework, enhanced public services, high-quality and cost-effective government operations, citizen engagement in democratic processes, and administrative and institutional reform. This summary assessment of e-governance in U.S. states and local governments shows that the greatest investment and progress have been made in enhanced public services and improved government operations. Policy development has moved forward on several fronts, but new policy issues continually add to an increasingly complex set of concerns. The least progress appears to have occurred in enhancing democracy and exploring the implications of e-governance for administrative and institutional reform. ICT-enabled governance will continue to evolve for the foreseeable future providing a dynamic environment for ongoing learning and action. C1 SUNY Albany, Ctr Technol Govt, Albany, NY 12222 USA. RP Dawes, SS (reprint author), SUNY Albany, Ctr Technol Govt, Albany, NY 12222 USA. EM sdawes@ctg.albany.edu CR Andersen D., 1991, GOVT INFORM MANAGEME Andersen David F., 1994, PUBLIC PRODUCTIVITY, V17, P335 Brown M. M., 2004, PUBLIC PERFORM MANAG, V28, P96 Brown MM, 2007, AM REV PUBLIC ADM, V37, P178, DOI 10.1177/0275074006291635 CAUDLE SL, 1991, MIS QUART, V15, P171, DOI 10.2307/249378 Chen Y., 2003, PUBLIC PERFORM MANAG, V26, P404, DOI [10.1177/1530957603252590, DOI 10.1177/1530957603252590] *COMP SCI TEL BOAR, 2002, INF TECHN RES INN E *COUNC EXC GOV, 2001, GOV NEXT AM REV Cresswell A. M., 2006, ADV RETURN INVESTMEN Cresswell A. 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D., 2005, PUBLIC ADM Q, V29, P78 STROMERGALLEY J, 2002, J COMPUTER MEDIATED, V8 TEHAN R, 1999, SPINNING WEB HIST IN The World Bank, DEF E GOV The World Wide Web Consortium, EXT MARK LANG XML VANDERVEEN C, 2007, HOW DID WE GET HERE Waddell P, 2004, SOC SCI COMPUT REV, V22, P37, DOI 10.1177/0894439303259882 WEAVER M, 2007, SUPPORTING DOMAIN SP, P7 WELCH EW, 2006, J PUBL ADM RES THEOR, V17, P379 WEST DM, 2007, STATE FEDERAL E GOV YANG K, 2007, PUBLIC PERFORM MANAG, V30, P426, DOI DOI 10.2753/PMR1530-9576300306 Zhang J, 2006, PUBLIC PERFORM MANAG, V29, P433, DOI DOI 10.1080/15309576.2006.11051880 NR 86 TC 144 Z9 146 U1 18 U2 119 PU WILEY-BLACKWELL PI HOBOKEN PA 111 RIVER ST, HOBOKEN 07030-5774, NJ USA SN 0033-3352 EI 1540-6210 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD DEC PY 2008 VL 68 SU S BP S86 EP S102 DI 10.1111/j.1540-6210.2008.00981.x PG 17 WC Public Administration SC Public Administration GA 361XR UT WOS:000260161700009 DA 2019-12-02 ER PT J AU Chaminade, C Vang, J AF Chaminade, Cristina Vang, Jan TI Globalisation of knowledge production and regional innovation policy: Supporting specialized hubs in the Bangalore software industry SO RESEARCH POLICY LA English DT Review DE Regional innovation systems; Evolution; Globalization of innovation; Software industry; Bangalore ID FACE-TO-FACE; ACADEMIC RESEARCH; SMALL FIRMS; COMMUNITIES; CLUSTERS; TECHNOLOGIES; PROXIMITY; SERVICES; SYSTEMS; BASES AB This paper is concerned with the changing role of regional innovation systems and regional policies in supporting the transition of indigenous firms in developing countries from competing on low costs towards becoming knowledge providers in global value chains. Special attention is paid to policies supporting the emergence and development of the regional innovation system in this transition process. Regional innovation systems in developing countries have very recently started to be conceptualised as specialized hubs in global innovation and production networks (Asheim, B., Coenen, L, Vang-Lauridsen, J., 2007. Face-to-face, buzz and knowledge bases: socio-spatial implications for learning, innovation and innovation policy. Environment and Planning C: Government and Policy 25 (5), 655-670; Chaminade, C., Vang, J., 2006a. Innovation policy for small and medium size SMEs in Asia: an innovation systems perspective. In: Yeung, H. (Ed.), Handbook of Research on Asian Business. Edward Elgar. Cheltenham; Maggi, C., 2007. The salmon farming and processing cluster in Southern Chile. In: Pietrobello, C., Rabellotti, R. (Eds.), Upgrading and Governance in Clusters and Value Chains in Latin America. Harvard University Press). A specialized hub refers to a node in a global value chain that mainly undertakes one or a few of the activities required for the production and development of a given good or service or serves a particular segment of the global market. In global value chains, firms in developing countries have traditionally been responsible for the lowest added-value activities. However, a few emerging regional innovation systems in developing countries are beginning to challenge this scenario by rapidly upgrading in the value chain. There is, however, still only a poorly developed understanding of how the system of innovation emerges and evolves to support this transition process and what the role of regional innovation policy is in building the regional conditions that support indigenous small and medium size enterprises (SMEs) in this transition process. 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Policy PD DEC PY 2008 VL 37 IS 10 BP 1684 EP 1696 DI 10.1016/j.respol.2008.08.014 PG 13 WC Management SC Business & Economics GA 383FE UT WOS:000261658700004 OA Green Published DA 2019-12-02 ER PT J AU Ohemeng, FK Grant, JK AF Ohemeng, Frank K. Grant, John K. TI When markets fail to deliver: An examination of the privatization and de-privatization of water and wastewater services delivery in Hamilton, Canada SO CANADIAN PUBLIC ADMINISTRATION-ADMINISTRATION PUBLIQUE DU CANADA LA English DT Article ID CONTRACTING-OUT; PRIVATISATION; GOVERNMENTS; COMPETITION; FRAMEWORK; ECONOMY AB The emergence of the "New Public Management" (NPM) and its faith in markets led governments to search for alternative methods in the delivery of public services. One of the most popular methods was privatization. The rationale behind the choice of privatization is based on what Charles Wolf describes as "non-market failure." This article argues that the market may not be as efficient as its proponents have asserted, especially when there is a monopoly over service delivery. This has been the case in many municipalities, in some developed countries, where privatization of water service delivery has reverted to public delivery. Using the City of Hamilton's experience with its water and wastewater services as an example, the authors' finding is that the nature of the good to be delivered is essential in determining whether the "market" or the "public" provides the best method of service delivery C1 [Ohemeng, Frank K.] Univ Ottawa, Sch Polit Studies, Ottawa, ON K1N 6N5, Canada. [Grant, John K.] McMaster Univ, Dept Polit Sci, Hamilton, ON L8S 4L8, Canada. RP Ohemeng, FK (reprint author), Univ Ottawa, Sch Polit Studies, Ottawa, ON K1N 6N5, Canada. CR ANDERSON J, 1999, PRIVATIZING WATER TR ANDERSON J, 1999, ANAL PUBLIC PRIVATE ARNOLD S, 1996, HAMILTON SPECTA 0410, pB2 Bailey R. 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PD SEP PY 2008 VL 51 IS 3 BP 475 EP 499 DI 10.1111/j.1754-7121.2008.00034.x PG 25 WC Public Administration SC Public Administration GA 398LY UT WOS:000262734800005 DA 2019-12-02 ER PT J AU Eckardt, S AF Eckardt, Sebastian TI Political accountability, fiscal conditions and local government performance - Cross-sectional evidence from Indonesia SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article DE governance; public services; fiscal decentralisation; accountability; political economy; political incentives ID DECENTRALIZATION; COUNTRIES; MODEL AB Why are some local governments more successful than others in managing resources and delivering services? And even more vitally, how can malfunctioning governments be reformed so that they perform their responsibilities more effectively? This article contributes to our understanding of theses overarching questions by exploring the interactions between political institutions and public sector performance in the context of decentralisation and local governance. It shows-both theoretically and empirically-that performance outcomes are determined by the extent to which people can hold their governments accountable through political institutions. The basic hypothesis underlying this research is that political accountability, either by encouraging sanctions upon non-compliant public agents or simply by reducing the informational gap regarding government activities, will create forceful incentives for elected officials and civil servants to reduce opportunistic behaviour and improve performance. Using a cross-sectional regression the hypothesis is empirically tested against evidence from newly empowered local governments in Indonesia. The empirical findings broadly support our hypotheses. Improved public services on the ground, both in terms of quantity and quality, require informed and well functioning decision-making processes that allocate resources to priority areas that meet the demand of the broader community. Copyright (c) 2008 John Wiley & Sons, Ltd. C1 World Bank Off, Jakarta 12190, Indonesia. RP Eckardt, S (reprint author), World Bank Off, Jakarta Stock Exchange Bldg,Tower 2,12th Floor,JI, Jakarta 12190, Indonesia. 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PD FEB PY 2008 VL 28 IS 1 BP 1 EP 17 DI 10.1002/pad.475 PG 17 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 268GV UT WOS:000253568600001 DA 2019-12-02 ER PT J AU Lim, JH Tang, SY AF Lim, Joon Hyoung Tang, Shui-Yan TI Urban e-government initiatives and environmental decision performance in Korea SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Review ID INFORMATION-TECHNOLOGY; COLLECTIVE ACTION; WEB TECHNOLOGIES; LOCAL GOVERNANCE; E-COMMERCE; DEMOCRACY; SUPPORT; TAIWAN; DEMOCRATIZATION; PERCEPTIONS AB Although e-government initiatives have been credited as engines of government reform, empirical evidence is insufficient to determine their effects on public sector performance. To explore the impact of e-government on local governance, this article examines how e-government initiatives influence the perceived performance of environmental decision making in an urban context and what organizational and contextual factors affect Web-aided decision performance. Data were collected from the content analysis of city government Web sites and a nationwide survey of city officials in Korea. Findings from path analysis show that (1) information technology leadership of senior management and Web site quality are key to decision intelligence, quality, and speed and (2) e-government Web divide, a gap in the capability of city Web sites to support public service delivery and democratic interaction, translates into disparities in environmental decision performance across cities. Additionally, environmental activism is a significant factor shaping the impact of e-government on environmental decision making. 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Hefetz, Amir TI Managing markets for public service: The role of mixed public-private delivery of city services SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID MUNICIPAL-GOVERNMENT; PRIVATIZATION; MANAGEMENT; PERSPECTIVE; PERFORMANCE; BUREAUCRACY; REDUNDANCY; RESISTANCE; DEMOCRACY; REVERSE AB The privatization experience of U.S. municipalities shows declining use of complete contracts and a dramatic rise in mixed public private delivery (joint contracting) of city services. The analysis here shows that city managers have recognized the need to move beyond a simple dichotomy between market delivery and public planning to an approach that balances concerns with efficiency, market management, and citizen satisfaction. The New Public Management stresses the importance of competition and efficiency, transaction costs economics emphasizes the challenges of contract management, and New Public Service assigns primary concern to citizen engagement. Nonetheless, city managers see the need to balance all three. The analysis shows the evolution of a middle position where city managers integrate markets with public delivery and give greater attention to citizen satisfaction in the service delivery process. C1 [Warner, Mildred E.] Cornell Univ, Dept City & Reg Planning, Ithaca, NY 14853 USA. [Hefetz, Amir] Technion Israel Inst Technol, Haifa, Israel. RP Warner, ME (reprint author), Cornell Univ, Dept City & Reg Planning, Ithaca, NY 14853 USA. 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E., 2004, MUNICIPAL YB 2004, V2004, P8 WARNER ME, 2008, PUBLIC ADM, V86 WARNER ME, 2001, 112 EC POL I Warner ME, 2006, SOC POLICY ADMIN, V40, P612, DOI 10.1111/j.1467-9515.2006.00523.x Webster C, 2003, PROPERTY RIGHTS PLAN Williamson OE, 1999, J LAW ECON ORGAN, V15, P306, DOI 10.1093/jleo/15.1.306 ZEBRE RO, 1999, J POLICY ANAL MANAG, V18, P558 NR 73 TC 108 Z9 108 U1 3 U2 54 PU WILEY PI HOBOKEN PA 111 RIVER ST, HOBOKEN 07030-5774, NJ USA SN 0033-3352 EI 1540-6210 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD JAN-FEB PY 2008 VL 68 IS 1 BP 155 EP 166 DI 10.1111/j.1540-6210.2007.00845.x PG 12 WC Public Administration SC Public Administration GA 257CF UT WOS:000252776100017 DA 2019-12-02 ER PT J AU Heintzman, R AF Heintzman, Ralph TI Public-service values and ethics: Dead end or strong foundation? SO CANADIAN PUBLIC ADMINISTRATION-ADMINISTRATION PUBLIQUE DU CANADA LA English DT Review AB In the Winter 2004 issue of this journal, John Langford pronounced a negative verdict on the concern for public-service values, which has been a feature of public-service reform over the past decade. This article reconsiders Langford's arguments. It suggests that public-service renewal requires ongoing attention to public-service values but also a widening of perspectives. It is now necessary to give more attention to the organizational, professional and institutional conditions for sound individual behaviour. Renewed attention to public-service values did not seek to supplant traditional approaches to individual decision-making but rather to re-frame them, grounded in the principles without which they cannot make sense of the world. The research literature on values and ethics contradicts the critique's main contentions. The critique is also based on a mistaken premise, false dichotomies, and inadequate and contradictory assumptions about the nature of individual decision-making. Three points that are useful contributions to the ongoing dialogue on public-service values and ethics are noted. But an individual perspective must now be augmented by a focus on organizational performance. Far from being a "dead end," public-service values remain the strong foundation - the only possible foundation - for the public service of the future. C1 Univ Ottawa, Grad Sch Publ & Int Affairs, Ottawa, ON K1N 6N5, Canada. RP Heintzman, R (reprint author), Univ Ottawa, Grad Sch Publ & Int Affairs, Ottawa, ON K1N 6N5, Canada. 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R., 1999, BUSINESS ETHICS Q, V9, P315, DOI DOI 10.2307/3857477 WILSON, MORAL SENSE, P234 Wilson James Q., 1993, MORAL SENSE, P243 Wilson James Q., 1989, BUREAUCRACY WHAT GOV WOODRUFF P, 2004, REVERENCE RENEWING F, P62 NR 98 TC 12 Z9 12 U1 1 U2 7 PU INST PUBLIC ADMINISTRATION CANADA PI TORONTO PA REVUE DE L INST ADMINSTRATION PUBLIQUE DU CANADA, 1075 RUE BAY ST, STE 401, TORONTO, ONTARIO M5S 2B1, CANADA SN 0008-4840 J9 CAN PUBLIC ADMIN JI Can. Public Adm.-Adm. Publique Can. PD WIN PY 2007 VL 50 IS 4 BP 573 EP 602 DI 10.1111/j.1754-7121.2007.tb02207.x PG 30 WC Public Administration SC Public Administration GA 268WA UT WOS:000253609400010 DA 2019-12-02 ER PT J AU Brewer, B AF Brewer, Brian TI Citizen or customer? Complaints handling in the public sector SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article; Proceedings Paper CT 8th Annual Symposium on Scholarly Communication CY OCT 24, 2006 CL State Univ New York, Albany, NY HO State Univ New York DE citizenship; complaints handling; consumerism; public management; redress ID SERVICE; ACCOUNTABILITY; PERFORMANCE AB Ensuring that public service complaints are handled effectively and rights of redress upheld is an integral feature of good governance and effective service delivery. A review of the academic literature and a number of key government reports reveals what citizen complaint and redress systems exist currently, how they can be designed and enabled to operate with the greatest positive impact, and why they are important in holding public officials accountable for the use of discretionary decision-making authority. With the development of new public management (NPM) and public sector reforms in many jurisdictions, a consumerist model for handling complaints has come increasingly to the fore. When combined with the traditional citizenship perspective, this would appear to have considerable potential for improving complaints handling and redress. However, the consumerist model's narrow focus on customer satisfaction and the risk of weakening citizenship values such as fairness and social justice suggest a cautious approach may be best. Public sector managers and professionals need an awareness of how public reform strategies oriented exclusively towards a strengthened consumer role do risk undermining important aspects of the complaints handling and redress strategies embedded in the 'rule of law' and 'due process' features of citizen-oriented public administration. Accountability may be weakened when service recipients are defined less in terms of their citizenship and more on the basis of a narrowly defined status as a marketplace consumer. This is a key implication of current trends by governments to rely increasingly on privatization, contracting-out and public-private partnerships to deliver services. Points for practitioners How well service complaints are handled is a key determinant of quality in the public services at both systemic and service-recipient levels. Procedures that are easily accessible, simple to invoke and operate, transparent, ensure stakeholders are kept informed, and sensitive to different social groups help build confidence in complaints handling and redress processes. However, as more public services are delivered by quasi-public and private organizations using contracting and subcontracting arrangements, the challenge facing practitioners is how to ensure that citizen-centric values are maintained even as external review agencies like the Ombudsman and traditional accountability promoting procedures are replaced by narrower consumerist-oriented approaches. C1 City Univ Hong Kong, Dept Publ & Social Adm, Hong Kong, Hong Kong, Peoples R China. RP Brewer, B (reprint author), City Univ Hong Kong, Dept Publ & Social Adm, Hong Kong, Hong Kong, Peoples R China. 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Rev. Adm. Sci. PD DEC PY 2007 VL 73 IS 4 BP 549 EP 556 DI 10.1177/0020852307083457 PG 8 WC Public Administration SC Public Administration GA 262SE UT WOS:000253167500004 DA 2019-12-02 ER PT J AU Tihanyi, L Hegarty, WH AF Tihanyi, Laszlo Hegarty, W. Harvey TI Political interests and the emergence of commercial banking in transition economies SO JOURNAL OF MANAGEMENT STUDIES LA English DT Article ID ORGANIZATIONAL FORMS; EMERGING ECONOMIES; CORPORATE GOVERNANCE; EASTERN-EUROPE; SELF-INTEREST; TRANSFORMATION; INSTITUTIONS; COEVOLUTION; STRATEGY; COMPETITION AB This paper examines how interactions between government agencies and banking organizations led to the emergence of commercial banking in the Czech Republic and Hungary during the 1990s. We rely on interviews with bank managers at six large banks, government officers, and experts at other organizations to learn how actions based on different political ideologies shaped the banking field. We integrate prior research on institutional change, political interest, and transition economies to describe the emergence of commercial banking. Three important problems characterized commercial banking in the two countries: the disposal of bad loans, the privatization of banks, and the establishment of banking services. We argue that the solutions to these problems based on the changing political interests of organizational actors and regulators represent the phases of institutional development in commercial banking during the 1990s. Implications of our research are discussed regarding the political perspective of organizational fields in transition economies. C1 Texas A&M Univ, Mays Business Sch, Dept Management, College Stn, TX 77843 USA. Indiana Univ, Bloomington, IN 47405 USA. RP Tihanyi, L (reprint author), Texas A&M Univ, Mays Business Sch, Dept Management, College Stn, TX 77843 USA. 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K., 1994, CASE STUDY RES DESIG 2001, ECONOMIST 0426, P77 NR 82 TC 16 Z9 17 U1 2 U2 22 PU BLACKWELL PUBLISHING PI OXFORD PA 9600 GARSINGTON RD, OXFORD OX4 2DQ, OXON, ENGLAND SN 0022-2380 J9 J MANAGE STUD JI J. Manage. Stud. PD JUL PY 2007 VL 44 IS 5 BP 788 EP 813 DI 10.1111/j.1467-6486.2007.00707.x PG 26 WC Business; Management SC Business & Economics GA 179WT UT WOS:000247321800006 DA 2019-12-02 ER PT J AU Pearson, MM AF Pearson, Margaret M. TI Governing the Chinese economy: Regulatory reform in the service of the state SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID GOVERNMENT AB Pursuant to its extensive program of market reforms, China's government tried to restructure itself to support a market-dominated economy. Reform efforts have included elements that are familiar to scholars of public administration: streamlining government, strengthening bureaucratic capacity, distancing government from firms, and establishing independent regulators. But how deep have these reforms been, and with what ultimate goals? This article examines a crucial segment of the economy-China's so-called lifeline industries-to show how reforms to China's economic governance system have been mapped onto an existing system characterized by extreme institutional fragmentation and an inability to imbue new governmental bodies with authority. Moreover, for these key industrial sectors, the Chinese party-state's strong interests in ownership, revenues, and social policy dictate that it use a variety of tools to protect these interests. C1 Univ Maryland, Dept Govt & Polit, College Pk, MD 20742 USA. RP Pearson, MM (reprint author), Univ Maryland, Dept Govt & Polit, College Pk, MD 20742 USA. EM mpearson@gvpt.umd.edu CR Aberbach JD, 2003, ADMIN SOC, V35, P491, DOI 10.1177/0095399703256158 BOYD M, 2003, CHINA EC Q, V7, P24 Burns JP, 2003, CHINA QUART, P775 Carlile L. 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E, 2003, PRIVATIZING CHINA ST World Bank, 2002, BUILD I MARK WORLD D *WORLD TRAD ORG WT, 2001, REP WORK PART ACC CH Worthley JA, 1999, ADMIN SOC, V31, P571, DOI 10.1177/00953999922019247 XU CLX, 2000, UNFINISHED AGENDA TE Yang Dali, 2004, REMAKING CHINESE LEV ZHAN XZ, 2000, THEORY REGULATION CO ZHANG C, 2003, REFORM CHINESE ELECT 2004, ELECT TOO MUCH TOO L, V8, P37 NR 58 TC 45 Z9 45 U1 1 U2 7 PU BLACKWELL PUBLISHING PI OXFORD PA 9600 GARSINGTON RD, OXFORD OX4 2DQ, OXON, ENGLAND SN 0033-3352 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD JUL-AUG PY 2007 VL 67 IS 4 BP 718 EP 730 DI 10.1111/j.1540-6210.2007.00755.x PG 13 WC Public Administration SC Public Administration GA 177SU UT WOS:000247173600011 DA 2019-12-02 ER PT J AU Bolivar, MPR Perez, CC Hernandez, AML AF Rodriguez Bolivar, Manuel Pedro Perez, Carmen Caba Lopez Hernandez, Antonio M. TI E-government and public financial reporting - The case of Spanish regional governments SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE e-government; digital accounts; autonomous regions; public financial information ID ELECTRONIC GOVERNANCE; FEDERAL-GOVERNMENT; EUROPEAN-UNION; UNITED-STATES; DEMOCRACY; CITIZENS; WEB; CHALLENGES; AGE; INFORMATION AB Technology has changed the way public organizations relate to the public. Government's use of the Internet and other associated technologies, known as e-government, could become the instrument that makes regular timely information on public finances more forthcoming. New technologies can improve government responsiveness and empower individual citizens. By making government financial information available, the public could continuously assess a government agency through everyday interaction. The financial accountability of government and its response to public demands for information and services are thus a contribution to government openness. It is therefore relevant to determine whether public organizations are also becoming more aware of the importance of placing financial information on their Web sites to help in decision-making processes. This article focuses on the e-democracy process, specifically the transparency of government information, by analyzing governmental financial disclosures on the Web as a tool for the public to assess its financial accountability. To this end, an empirical study was carried out on regional governments in Spain. C1 Univ Granada, E-18071 Granada, Spain. Univ Almeria, Almeria, Spain. RP Bolivar, MPR (reprint author), Univ Granada, E-18071 Granada, Spain. 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PD JUN PY 2007 VL 37 IS 2 BP 142 EP 177 DI 10.1177/0275074006293193 PG 36 WC Public Administration SC Public Administration GA 168IB UT WOS:000246516200002 DA 2019-12-02 ER PT J AU Asenova, D Stein, W McCann, C Marshall, A AF Asenova, Darinka Stein, William McCann, Claire Marshall, Alasdair TI Private sector participation in health and social care services in Scotland: assessing the risk SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article DE health care; Private Finance Initiative; risk; risk assessment; social care ID PUBLIC-HEALTH; FINANCE; NHS; UNCERTAINTY; MEDICARE; SYSTEMS; UK AB The UK Government faces increased pressure to provide health and social care services more cheaply yet at a high level of quality. Increased private sector involvement in the funding and delivery of services is seen as a major part of the solution. When assessing the relative merits of approaches to private versus public sector provision, risk may be an important differentiator. This article explores some key points of comparison on risk issues and builds a framework for the assessment of risk-related issues. A twin case study approach is adopted: a care home for older people and a Private Finance Initiative (PFI) hospital. The analysis suggests that in the case of both private financing and of private delivery of health and social care services, the increased involvement of the private sector necessitates rigorous risk assessment and management. C1 Glasgow Caledonian Univ, Glasgow G4 0BA, Lanark, Scotland. RP Asenova, D (reprint author), Glasgow Caledonian Univ, Glasgow G4 0BA, Lanark, Scotland. CR Adams J. G. U., 1995, RISK BEARDSHAW J, 1989, EC STUDENTS GUIDE BEVEN G, 2006, PUBLIC ADM, V84, P517 Chapman C. 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Rev. Adm. Sci. PD JUN PY 2007 VL 73 IS 2 BP 275 EP 292 DI 10.1177/0020852307077975 PG 18 WC Public Administration SC Public Administration GA 187TM UT WOS:000247871400007 DA 2019-12-02 ER PT J AU Steiner, S AF Steiner, Susan TI Decentralisation and poverty: Conceptual framework and application to Uganda SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article DE decentralisation; poverty; local government; efficiency; participation; Uganda ID SERVICE DELIVERY; REDUCTION; COUNTRIES; AFRICA; ACCOUNTABILITY; PARTICIPATION; CHALLENGES; TRANSFERS AB In order to shed further light on the discussion about decentralisation-poverty linkages in developing countries, this article introduces a conceptual framework for the relationship between decentralisation and poverty. The framework takes the form of an optimal scenario and indicates potential ways for an impact of decentralisation on poverty. Three different but interrelated channels are identified. Decentralisation is considered to affect poverty through providing opportunities for previously excluded people to participate in public decision-making, through increasing efficiency in the provision of local public services due to an informational advantage of local governments over the central government and through granting autonomy to geographically separable conflict groups and entitling local bodies to resolve local-level conflicts. Based on the experience with decentralisation in Uganda, it is shown that these channels are often not fully realised in practice. Different reasons are singled out for the Ugandan case, among them low levels of information about local government affairs, limited human capital and financial resources, restricted local autonomy, corruption and patronage, high administrative costs related with decentralisation and low downward accountability. Copyright (c) 2007 John Wiley & Sons, Ltd. EM steiner@giga-hamburg.de CR AGRAWAL A, 1999, WELTTRENDS, V25, P53 Asante FA, 2003, EC ANAL DECENTRALISA BAHL R, 1994, PUBLIUS J FEDERALISM, V24, P1 Bahl Roy, 2002, DEV POVERTY FISCAL P, P253 BAIIGWA G, 2004, UGANDA RURAL TAXATIO Bird R. 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Dev. PD MAY PY 2007 VL 27 IS 2 BP 175 EP 185 DI 10.1002/pad.445 PG 11 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 166KB UT WOS:000246376500006 DA 2019-12-02 ER PT J AU Pasquier, M Villeneuve, JP AF Pasquier, Martial Villeneuve, Jean-Patrick TI Organizational barriers to transparency: a typology and analysis of organizational behaviour tending to prevent or restrict access to information SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article; Proceedings Paper CT Research Workshop on Decentralization as a Concept in Public Sector Reforms CY 2005 CL Bern, SWITZERLAND SP EGPA DE access to information; governance; organization; public administration; public management; transparency AB Transparency in the activities of government and public service agencies has become a democratic sine qua non, legislated by access to information laws in many countries. While these laws have increased the amount of information available to the public, it is evident that numerous public organizations still try to conceal information, although no public or private interest of any importance justifies such behaviour. This article will develop a typology of these forms of behaviour which will allow for a better understanding of the origins of such dynamics and pave the way for a better evaluation of the point of equilibrium between administrative privilege and transparency. OI Pasquier, Martial/0000-0002-9552-037X CR Aid M., 2006, DECLASSIFICATION REV [Anonymous], 2004, FREED INF COAL Archon Fung, 2003, POLITICAL EC TRANSPA BANISAR D, 2004, WWW FREEDOMINFO ORG BANISAR D, 2003, WWW FREEDOMINFO ORG Blanton T, 2002, FOREIGN POLICY, P50, DOI 10.2307/3183417 Blanton T, 2003, NATL SECURITY OPEN G BLUM V, 2005, LEGAL INTELLIGENCER, V232, P4 CADDY J, 2001, INFORM *CAN COMM INF, 2003, RAPP ANN COMM INF 20 *CAN COMM INF, 1994, RAPP ANN COMM INF 19 *CAN COMM INF, 2004, RAPP ANN COMM INF 20 *CAN SECR CONS TRE, 2000, AN COUTS DEC MIS APP *CAN VER GEN GOUV, 2005, RAPP VER GEN CAN 200 COLLINS P, 2003, REINVENTING GOVT *COMM EUR, 2001, 10492001 COMM EUR EVANS R, 2006, GUARDIAN 0102 Florini A, 1998, FOREIGN POLICY, P50, DOI 10.2307/1149378 Frankel M., 2001, FREEDOM INFORM CORRU HOOD C, 1991, PUBLIC ADMIN, V69, P3, DOI 10.1111/j.1467-9299.1991.tb00779.x *IR INF COMM, 2006, ANN REP 2003 JUILLET L, 2001, POLITIQUE INFORM GOU LANE C, 2003, WASHINGTON POST WASH, DOI UNSP A03 MENDEL T, 2003, NATL SECURITY VS OPE MENDEL T, 2003, FREEDOM INFORM LEGIS Naurin D., 2002, TAKING TRANSPARENCY OECD, 2002, PUBL SECT TRANSP ACC *OECD, 1999, 66 OECD Osborne D., 1993, REINVENTING GOVT ENT PASQUIER M, 2004, REV EC SOCIALE DEC, P69 POPE J, 2003, INFORM QUI DROIT QUE REID JM, 2004, GESTION INFORM GOVT REID JM, 2004, DISCOURS INFORM Roberts A, 2002, CAN PUBLIC ADMIN, V45, P175, DOI 10.1111/j.1754-7121.2002.tb01079.x Roberts Alasdair, 2001, U TORONTO LAW J, V51, P243 Roberts Alasdair, 2004, GEO PUB POLY REV, V9, P69 Roberts AS, 2005, PUBLIC ADMIN, V83, P1, DOI 10.1111/j.0033-3298.2005.00435.x SAFIRE W, 2003, NY TIMES 1217, P39 SANCHEZ AC, 2002, RIGHT INFORM PUBLIC Savoie D. J., 2003, BREAKING BARGAIN *SOPJ, 2005, BILL WOULD MAK AG EX SUNDSTROM H, 2000, OPEN GOVT FOSTERING *TRANSP INT, 2004, GLOB CORR REP BERL *UN NAT, 1948, 217 A UN NAT VANDEWALLE S, 2003, REV INT SCI ADM, V69, P329 WACHAM J, 2003, NATL SECURITY OPEN G WHITTINGTON L, 2004, TORONTO STAR 1014, P22 ZUSSMAN D, 2001, TABLE RONDE INFORM C 2005, NEWS MEDIA LAW, V29 2001, MEDIATEUR EUROPEEN R NR 50 TC 52 Z9 53 U1 0 U2 18 PU SAGE PUBLICATIONS LTD PI LONDON PA 1 OLIVERS YARD, 55 CITY ROAD, LONDON EC1Y 1SP, ENGLAND SN 0020-8523 J9 INT REV ADM SCI JI Int. Rev. Adm. Sci. PD MAR PY 2007 VL 73 IS 1 BP 147 EP 162 DI 10.1177/0020852307075701 PG 16 WC Public Administration SC Public Administration GA 160EB UT WOS:000245922600013 DA 2019-12-02 ER PT J AU Jung, K Moon, MJ AF Jung, Kwangho Moon, M. Jae TI The double-edged sword of public-resource dependence: The impact of public resources on autonomy and legitimacy in Korean cultural nonprofit organizations SO POLICY STUDIES JOURNAL LA English DT Article DE public-resource dependence; nonprofit organizations; legitimacy; autonomy ID INDUSTRY AB As governments and nonprofit organizations build close partnerships for the provision of public services, they become interdependent in many ways. In particular, nonprofits' public-resource dependence has significant implications for their behavior and decisions. By examining Korean cultural nonprofit organizations (CNPOs), this article posits a theoretical framework for the impact of public-resource dependence on nonprofits' organizational autonomy and legitimacy. The empirical results of national survey data of Korean cultural nonprofits suggest that public-resource dependence has a dual effect, reducing managerial autonomy while enhancing institutional legitimacy. Korean CNPOs seem to be constrained by public funding granted by both local governments and the central government, particularly in goal setting, resource allocations, and program choices. However, public funding also helps nonprofits earn institutional legitimacy through its reputation and recognition effects. C1 Yonsei Univ, Seoul 120749, South Korea. Seoul Natl Univ, Grad Sch Publ Adm, Seoul 151, South Korea. RP Moon, MJ (reprint author), Yonsei Univ, Seoul 120749, South Korea. EM mjmoon@yonsei.ac.kr RI Moon, M. Jae/W-1476-2019 CR ALDRICH HE, 1994, ACAD MANAGE REV, V19, P645, DOI 10.2307/258740 BAUM JAC, 1992, AM SOCIOL REV, V57, P540, DOI 10.2307/2096100 Borgonovi F., 2004, Journal of Cultural Economics, V28, P21, DOI 10.1023/B:JCEC.0000009823.76834.64 BRIGHOUSE H, 1995, PHILOS PUBLIC AFF, V24, P35, DOI 10.1111/j.1088-4963.1995.tb00021.x Brinkerhoff J. 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PY 2007 VL 35 IS 2 BP 205 EP 226 DI 10.1111/j.1541-0072.2007.00216.x PG 22 WC Political Science; Public Administration SC Government & Law; Public Administration GA 179BK UT WOS:000247264100005 DA 2019-12-02 ER PT J AU Hodgson, L Farrell, CM Connolly, M AF Hodgson, Lesley Farrell, Catherine M. Connolly, Michael TI Improving UK public services: A review of the evidence SO PUBLIC ADMINISTRATION LA English DT Review ID SECONDARY-SCHOOLS; LOCAL-GOVERNMENT; PERFORMANCE; IMPROVEMENT; MANAGEMENT; EFFICIENCY; AGENDA AB Over a number of years in the UK, public service improvement has been at the centre of both Conservative and Labour policy. Keen to make improvements in public services, the current Labour government is pursuing this issue more strongly than any other. This paper examines the concept of improvement and reviews the academic literature which has empirically assessed improvements in a range of public services. Drawn from over 50 studies of improvement, the evidence highlights seven determinants or improvement 'triggers' which have been put in place and which have had a positive effect on a public service. These include quality frameworks and public participation forums. The paper reviews the evidence and evaluates the strengths and weaknesses of the studies themselves. The findings of the paper indicate that, despite a political drive to improve public services, there is insufficient evidence available on 'what works' in bringing about improvement. The need for sustained research in this area is emphasized and conclusions are drawn on a way forward. C1 Univ Glamorgan, Sch Humanities Law & Social Sci, Pontypridd CF37 1DL, M Glam, Wales. RP Hodgson, L (reprint author), Univ Glamorgan, Sch Humanities Law & Social Sci, Pontypridd CF37 1DL, M Glam, Wales. 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G., 1997, UNDERSTANDING MANAGI ROSENTHAL L, 2001, COST REGULATION ED S Rouse J., 2002, EVALUATING NEW LABOU Sanderson I, 2001, PUBLIC ADMIN, V79, P297, DOI 10.1111/1467-9299.00257 Talbot C, 2000, PUBLIC MONEY MANAGE, V20, P63, DOI 10.1111/1467-9302.00238 Talbot C., 1999, PUBLIC POLICY ADMIN, V14, P15, DOI DOI 10.1177/095207679901400302 TANG KH, 1998, TOTAL QUAL MANAGE, V8, P669 TOYNBE P, 2001, DID THINGS GET BETTE Tsai PF, 2002, EUR J OPER RES, V141, P21, DOI 10.1016/S0377-2217(01)00223-5 WALKER R, 2000, GUARDIAN WALKER R, 2003, INNOVATION PUBLI APR, P93 WILCOCKS S, 2002, HLTH SERVICES MANAGE, V15, P106 Willcocks LP, 1997, PUBLIC ADMIN, V75, P617, DOI 10.1111/1467-9299.00078 Wisniewski M., 2001, INT J PUBLIC SECTOR, V14, P540 Zairi M, 1999, J Manag Med, V13, P298, DOI 10.1108/02689239910274134 Zairi M, 2001, TOTAL QUAL MANAGE, V12, P882, DOI 10.1080/09544120100000011 NR 89 TC 24 Z9 24 U1 1 U2 21 PU BLACKWELL PUBLISHING PI OXFORD PA 9600 GARSINGTON RD, OXFORD OX4 2DQ, OXON, ENGLAND SN 0033-3298 J9 PUBLIC ADMIN JI Public Adm. PY 2007 VL 85 IS 2 BP 355 EP 382 DI 10.1111/j.1467-9299.2007.00647.x PG 28 WC Political Science; Public Administration SC Government & Law; Public Administration GA 169XA UT WOS:000246624200005 DA 2019-12-02 ER PT J AU Asenova, D Stein, W McCann, C Marshall, A AF Asenova, Darinka Stein, William McCann, Claire Marshall, Alasdair TI Private sector participation in health and social care services in Scotland: assessing the risk SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article DE health care; Private Finance Initiative; risk; risk assessment; social care ID PUBLIC-HEALTH; FINANCE; NHS; UNCERTAINTY; MEDICARE; SYSTEMS; UK AB The UK Government faces increased pressure to provide health and social care services more cheaply yet at a high level of quality. Increased private sector involvement in the funding and delivery of services is seen as a major part of the solution. When assessing the relative merits of approaches to private versus public sector provision, risk may be an important differentiator. This article explores some key points of comparison on risk issues and builds a framework for the assessment of risk-related issues. A twin case study approach is adopted: a care home for older people and a Private Finance Initiative (PFI) hospital. The analysis suggests that in the case of both private financing and of private delivery of health and social care services, the increased involvement of the private sector necessitates rigorous risk assessment and management. C1 Glasgow Caledonian Univ, Glasgow G4 0BA, Lanark, Scotland. RP Asenova, D (reprint author), Glasgow Caledonian Univ, Glasgow G4 0BA, Lanark, Scotland. CR Adams J. G. U., 1995, RISK BEARDSHAW J, 1989, EC STUDENTS GUIDE BEVEN G, 2006, PUBLIC ADM, V84, P517 Chapman C. B., 1997, PROJECT RISK MANAGEM Cohen E, 2004, PUBLIC INTEREST, P37 *DEP HLTH, 2000, NHS PLAN *DEP HLTH, 2002, GOV RESP HOUS COMM H Department of Health, 2004, NAT STAND LOC ACT HL DICKSON GCA, 1991, RISK ANAL Douglas M., 1992, RISK BLAME ESSAYS CU Exworthy M, 2001, HEALTH SOC CARE COMM, V9, P266, DOI 10.1046/j.0966-0410.2001.00306.x Fraser D, 2003, EVOLUTION BRIT WELFA Friedland RB, 2005, GENERATIONS, V29, P30 Froud J, 2003, ACCOUNT ORG SOC, V28, P567, DOI 10.1016/S0361-3682(02)00011-9 Froud J, 2001, FINANCIAL ACCOUNTABI, V3, P247, DOI DOI 10.1111/1468-0408.00130 Gaffney D, 1999, BRIT MED J, V319, P116, DOI 10.1136/bmj.319.7202.116 Glaister S, 1999, PUBLIC MONEY MANAGE, V19, P29, DOI 10.1111/1467-9302.00176 Glennerster Howard, 2003, UNDERSTANDING FINANC Gosling P, 2004, PFI PUBLIC INTEREST Greener I, 2004, PUBLIC ADMIN, V82, P657, DOI 10.1111/j.0033-3298.2004.00411.x GREY S, 1995, PRACTICAL RISK ASSES Griffiths R., 1988, COMMUNITY CARE AGEND *HM TREAS, 2000, MAN RISKS STRAT OV HOOD C, 1996, ACCIDENT DESIGN CONT *HOUS COMM HLTH CO, 2002, 1 REP ROL PRIV SECT Keane C, 2001, AM J PUBLIC HEALTH, V91, P611, DOI 10.2105/AJPH.91.4.611 Kerzner H., 1995, PROJECT MANAGEMENT S LAING, 1994, CARE ELDERLY PEOPLE Le Bihan B, 2006, SOC POLICY ADMIN, V40, P26 Lupton Deborah, 1999, RISK *NHS QUAL IMPR SCO, 2005, CLIN GOV RISK MAN AC PLUMRIDGE N, 2005, MIXED REV Pollock A.M., 2004, NHS PLC PRIVATISATIO Pollock AM, 2002, BRIT MED J, V324, P1205, DOI 10.1136/bmj.324.7347.1205 POLLOCK AM, 1995, LANCET, V346, P683, DOI 10.1016/S0140-6736(95)92286-5 Reddy SG, 1996, ECON SOC, V25, P222, DOI 10.1080/03085149600000011 *SCOTT EX, 2004, NAT CAR STAND CAR HO Taylor-Gooby P, 2003, J SOC POLICY, V32, P271, DOI 10.1017/S0047279402006992 Tuohy CH, 2004, J HEALTH POLIT POLIC, V29, P359, DOI 10.1215/03616878-29-3-359 *UNISON, 1999, ONL GAM TOWN REP CUM UNISON, 2001, PUBL SERV PRIV FIN Wanless D, 2002, SECURING OUR FUTURE Young S, 2005, INT J PUBLIC SECT MA, V18, P25, DOI 10.1108/09513550510576134 NR 43 TC 6 Z9 6 U1 0 U2 9 PU SAGE PUBLICATIONS LTD PI LONDON PA 1 OLIVERS YARD, 55 CITY ROAD, LONDON EC1Y 1SP, ENGLAND SN 0020-8523 J9 INT REV ADM SCI JI Int. Rev. Adm. Sci. PD JUN PY 2007 VL 73 IS 2 BP 275 EP 292 DI 10.1177/0020852307077975 PG 18 WC Public Administration SC Public Administration GA 187TM UT WOS:000247871400007 DA 2019-12-02 ER PT J AU Erridge, A AF Erridge, Andrew TI Public procurement, public value and the northern Ireland unemployment pilot project SO PUBLIC ADMINISTRATION LA English DT Article ID NEW-DEAL; PARTICIPATION; EMPLOYABILITY; EMPLOYMENT AB This paper analyses the regulatory, commercial and socio-economic goals underlying UK public procurement policy, highlighting the conflicts inherent between them and arguing that there is an overemphasis on commercial goals. A critique of the market model leads to consideration of the utility of the 'public value' concept as a means of assessing the achievement of public procurement goals in a balanced way through a greater emphasis on public consultation and the impacts and outcomes of procurement. An analytical framework is proposed, based on public value, against which to assess the delivery of public procurement policies. The framework is used to analyse a pilot project conducted in Northern Ireland on increasing employment through public service and construction projects. The paper demonstrates the achievement of a range of procurement goals and values and concludes by calling both for further research into the validity of the concept of public value and more extensive application of the framework. C1 Univ Ulster, Sch Policy Studies, Coleraine BT52 1SA, Londonderry, North Ireland. RP Erridge, A (reprint author), Univ Ulster, Sch Policy Studies, Coleraine BT52 1SA, Londonderry, North Ireland. CR Barnes M, 2003, PUBLIC ADMIN, V81, P379, DOI 10.1111/1467-9299.00352 Bozeman B, 2002, PUBLIC ADMIN REV, V62, P145, DOI 10.1111/0033-3352.00165 BYATT SI, 2001, DELIVERING BETTER SE COX AW, 1998, P 2 WORLD WID RES S, P139 *DEP FIN PERS, 2001, NI PUBL PROC POL Devins D, 2005, URBAN STUD, V42, P245, DOI 10.1080/0042098042000316128 Erridge A, 2002, PUBLIC ADMIN, V80, P503, DOI 10.1111/1467-9299.00315 Erridge A., 2000, PUBLIC POLICY ADMIN, V15, P25, DOI [10.1177/095207670001500403, DOI 10.1177/095207670001500403] Erridge A., 2002, PUBLIC POLICY ADMIN, V17, P52, DOI DOI 10.1177/095207670201700105 *EUR COMM, 1996, PUBL PROC EUR UN EXP *EUR COMM, 2001, COMM INT COMM COMM L European Commission, 2001, INT COMM COMM COMM L FERNANDEZ MJ, 1996, EC PUBLIC PROCUREMEN Finn D, 2000, INT J MANPOWER, V21, P384, DOI 10.1108/01437720010377693 Geddes M, 2000, POLICY POLIT, V28, P379, DOI 10.1332/0305573002501036 Gershon P., 2004, RELEASING RESOURCES GERSHON P, 1999, REV CIVIL PROCUREMEN Jackson PM, 2001, PUBLIC ADMIN, V79, P5, DOI 10.1111/1467-9299.00243 Kelly G., 2002, CREATING PUBLIC VALU LEE S, 2002, PUBLIC MONEY MAN OCT, P49 Lowndes V, 2001, PUBLIC ADMIN, V79, P445, DOI 10.1111/1467-9299.00264 McQuaid RW, 2004, INT J MANPOWER, V25, P392, DOI 10.1108/01437720410554124 McQuaid RW, 2005, URBAN STUD, V42, P197, DOI 10.1080/0042098042000316100 Moore Mark H., 1995, CREATING PUBLIC VALU Moss JE, 2004, REG STUD, V38, P121, DOI 10.1080/0034340042000190118 *NAT AUD OFF, 1999, MOD PROC HC808 SESS *NAT AUD OFF, 2004, IMPR PROC PROGR OGC New S. 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PY 2007 VL 85 IS 4 BP 1023 EP 1043 DI 10.1111/j.1467-9299.2007.00674.x PG 21 WC Political Science; Public Administration SC Government & Law; Public Administration GA 231YE UT WOS:000250984300007 DA 2019-12-02 ER PT J AU Thatcher, JB Brower, RS Mason, RM AF Thatcher, Jason Bennett Brower, Ralph S. Mason, Robert M. TI Organizational fields and the diffusion of information technologies within and across the Nonprofit and public sectors - A preliminary theory SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE nonprofit sector; technology diffusion; qualitative methods; organizational fields; adaptive structuration theory ID PRIVATE ORGANIZATIONS; SYSTEMS; MODEL AB This qualitative-inductive study examines the diffusion of information technologies across service providers that contract to provide public services for a state human service agency. The researchers were struck by extensive data that illustrated salient "ruptures," inconsistencies, and contradictions in the information systems that stand in stark contrast to the touted characteristics of the ostensible systems. The analysis draws attention to the extensive political symbolism attached to the actual information systems and to contradictory institutional logics that different participants impose on the collecting and valuing of various parcels of information. The researchers provide a preliminary theory about the isomorphic diffusion of technologies into and across the nonprofit sector and argue that these institutional dynamics imply a structuration process at a level that is much more macro institutional than the structuration of information technology artifacts that has been emphasized by recent scholars who write in the adaptive structuration perspective. C1 Clemson Univ, Dept Management, Coll Business & Behav Sci, Clemson, SC 29631 USA. Florida State Univ, Askew Sch Publ Adm & Policy, Tallahassee, FL 32306 USA. Univ Washington, Informat Sch, Seattle, WA 98195 USA. RP Thatcher, JB (reprint author), Clemson Univ, Dept Management, Coll Business & Behav Sci, Clemson, SC 29631 USA. RI Thatcher, Jason/L-3196-2019 OI Thatcher, Jason/0000-0002-7136-8836 CR Alford R. R., 1992, LANGUAGE SYMBOLISM P, P17 *AM PSYCH ASS, 2000, DIAGN CRIT DSM IV TR BARLEY SR, 1986, ADMIN SCI QUART, V31, P78, DOI 10.2307/2392767 Benbasat I, 2003, MIS QUART, V27, P183 Berry F. S., 2000, PUBLIC PRODUCTIVITY, V23, P338 Boland Jr R. J., 1991, INFORMATION SYSTEMS, P439 Bovens M, 2002, PUBLIC ADMIN REV, V62, P174, DOI 10.1111/0033-3352.00168 Bozeman B., 1987, ALL ORG ARE PUBLIC BRETSCHNEIDER S, 1990, PUBLIC ADMIN REV, V50, P536, DOI 10.2307/976784 Brower RS, 2000, ADMIN SOC, V32, P363, DOI 10.1177/00953990022019470 Corder K, 2001, ADMIN SOC, V33, P194, DOI 10.1177/00953990122019730 COURSEY D, 1990, PUBLIC ADMIN REV, V50, P525, DOI 10.2307/976783 Creswell J., 2003, RES DESIGN QUALITATI DAFT RL, 1984, ACAD MANAGE REV, V9, P284, DOI 10.2307/258441 Dear Peter, 1991, NEW I ORG ANAL, P1, DOI DOI 10.1075/TSL.19.1.02CLO DESANCTIS G, 1994, ORGAN SCI, V5, P121, DOI 10.1287/orsc.5.2.121 DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147, DOI 10.2307/2095101 DiMaggio PJ, 1991, NEW I ORG ANAL, P267 DUFNER D, 2002, COMMUNICATIONS AIS, V8, P1 Eagles M, 1999, SOC SCI COMPUT REV, V17, P5, DOI 10.1177/089443939901700101 Ebrahim A, 2002, NONPROF VOLUNT SEC Q, V31, P84, DOI 10.1177/0899764002311004 Edelman M. 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H., 2004, ORGANIZATIONAL CULTU Schutt R. K., 2001, INVESTIGATING SOCIAL Scott W.R., 1995, I ORG SHEH J, 1993, NONPROFIT ORG MARKET STAKE RE, 1995, ART CASE STUDY RES P Strauss A., 1998, BASICS QUALITATIVE R Sutton RI, 1997, ORGAN SCI, V8, P97, DOI 10.1287/orsc.8.1.97 Tolbert PS, 1996, HDB ORG STUDIES, P175 Wilson James Q., 1989, BUREAUCRACY WHAT GOV NR 54 TC 14 Z9 15 U1 0 U2 19 PU SAGE PUBLICATIONS INC PI THOUSAND OAKS PA 2455 TELLER RD, THOUSAND OAKS, CA 91320 USA SN 0275-0740 EI 1552-3357 J9 AM REV PUBLIC ADM JI Amer. Rev. Public Adm. PD DEC PY 2006 VL 36 IS 4 BP 437 EP 454 DI 10.1177/0275074006286704 PG 18 WC Public Administration SC Public Administration GA 102GH UT WOS:000241798500012 DA 2019-12-02 ER PT J AU Keast, R Brown, K AF Keast, Robyn Brown, Kerry TI Adjusting to new ways of working: Experiments with service delivery in the public sector SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article ID STATE AB In response to the perceived failure of both the state and market models of service delivery, governments have embarked on a reform program that draws on the community sector to expand the suite of available policy and service delivery arrangements. This paper explores and identifies the nature of changed relationships between government and the community sector. It uses a case study that examines the operation of a new type of community organisation, and analyses the affectivity and outcomes from the experience of a community based networked arrangement. Although there is evidence of a shift to more relationship- oriented models of operation because of either mandate or preference both community and government sectors have found it difficult to make the necessary adjustments to these new ways of working. Community has begun the shift to this new relational approach but finds it difficult to sustain the momentum and tends to revert to more independent and competitive modes. Governments find it difficult to make the necessary adjustments to power-sharing and resource allocation and continue to operate as 'business as usual' through the traditional bureaucratic authority of command and control. In this way, the rhetoric of collaboration and partnership between government and the community sector is not necessarily matched by policy and action supporting the practice of 'new ways of working' although these 'experiments in service delivery' have opened the way for adopting more innovative and effective approaches to service delivery. C1 Queensland Univ Technol, Brisbane, Qld, Australia. RP Keast, R (reprint author), Queensland Univ Technol, Brisbane, Qld, Australia. 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J. Public Adm. PD DEC PY 2006 VL 65 IS 4 BP 41 EP 53 DI 10.1111/j.1467-8500.2006.00503a.x PG 13 WC Public Administration SC Public Administration GA 110IW UT WOS:000242372900005 OA Green Published DA 2019-12-02 ER PT J AU McShane, I AF McShane, Ian TI Social value and the management of community infrastructure SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article ID AUSTRALIAN LOCAL-GOVERNMENT; GOVERNANCE; POLICY AB The management of community infrastructure by local governments has emerged as a significant policy issue in Australia as evidence mounts of a funding shortfall to maintain ageing physical assets. In 2003 the Victorian government introduced a new infrastructure management policy to focus local government decision-making on service potential and financial sustainability rather than political interests or community preference. However, the policy relies on a model of local government as a service provider that is inattentive to new interests in community building and governance and takes limited account of the wider social value of community facilities. This article backgrounds debates over infrastructure, particularly at local level, and critically analyses the new policy direction set by the Victorian government. C1 Swinburne Univ Technol, Hawthorn, Vic 3122, Australia. RP McShane, I (reprint author), Swinburne Univ Technol, Hawthorn, Vic 3122, Australia. 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J. Public Adm. PD DEC PY 2006 VL 65 IS 4 BP 82 EP 96 DI 10.1111/j.1467-8500.2006.00506a.x PG 15 WC Public Administration SC Public Administration GA 110IW UT WOS:000242372900008 DA 2019-12-02 ER PT J AU Bloomfield, P AF Bloomfield, P TI The challenging business of long-term public-private partnerships: Reflections on local experience SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID GOVERNANCE AB Many widely publicized arrangements bearing the popular "public-private partnership" label are complex, long-term contracts between municipalities and private companies. In theory, these innovative contracts offer substantial public benefits, including improved service quality, risk sharing with the private sector, and cost savings. In practice, however, the challenges that long-term contracts pose can undermine their successful implementation at the local level. Drawing on illustrative cases, this article explores some practical impediments to achieving market-driven competition, equitable risk sharing, effective performance guarantees, and appropriate transparency in innovative long-term contracts. It examines the inapplicability of the partnership model to most commercial transactions between government and business, the risks of uncontrollable circumstances, the impact of local resource constraints, and barriers to transparency in long-term contracts. It concludes that local governments embarking on long-term contracts must invest in specialized expertise, effective contract management, and strong governance structures. EM pbloomfield@theclarusgroup.com CR Altshuler Alan, 2003, MEGAPROJECTS *AM CIT COUNT, 1997, CIT PRIV WAST TREATM ANDERSON R, 2003, US MAYOR 0203 Bloomfield P., 1998, PUBLIC PRODUCTIVITY, V21, P460 Chang I., 1999, USE PUBLIC PRIVATE P *CIT ATL OFF CIT I, 2003, PERF AUD AN CIT SAV CLARKSON KW, 1998, W BUSINESS LAW TEXT *COMM MASS OFF INS, 2001, PRIV WAST FAC LYNN *COMM MASS OFF INS, 1997, N E SOL WAST COMM PR *COMM MASS OFF INS, 1997, LEAS PURCH FIN DES B COOPER PJ, 2003, GOVT CONTRACT CURTIN M, 2004, PUERTO RICO HER 0114 DONAHUE JD, 1989, PRIVATIZATION DECISI EVANS DS, 2003, REVISITING PUBLIC IN, P4 Forrer J., 2002, PUBLIC MANAGER, V32, P43 Gleick P. H., 2002, NEW EC WATER RISKS B HODGE GA, 2004, NAT C AM SOC PUBL AD JEHL D, 2003, NY TIMES 0210 Johnson C. 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K., 1996, GOVERNING, V9, P67 WARD J, 1998, AM CITY COUNTY 0501 WERKMAN J, 2000, PUBLIC WORKS MANAGEM, V5, P52, DOI DOI 10.1177/1087724X0051005 WETTENHALL R, 2003, PUBLIC ORG REV, V3, P77, DOI DOI 10.1023/A:1023000128175 Williams T., 2003, MOVING PUBLIC PRIVAT WOLFF GH, 2003, INDEPENDENT REV PROP 2004, CARIBBEAN NET N 0116 1993, ENG NEWS RECORD 0628, P11 NR 54 TC 133 Z9 135 U1 4 U2 122 PU BLACKWELL PUBLISHING PI OXFORD PA 9600 GARSINGTON RD, OXFORD OX4 2DQ, OXON, ENGLAND SN 0033-3352 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD MAY-JUN PY 2006 VL 66 IS 3 BP 400 EP 411 DI 10.1111/j.1540-6210.2006.00597.x PG 12 WC Public Administration SC Public Administration GA 050VE UT WOS:000238116200009 DA 2019-12-02 ER PT J AU Andrews, R Boyne, GA Walker, RM AF Andrews, R Boyne, GA Walker, RM TI Strategy content and organizational performance: An empirical analysis SO PUBLIC ADMINISTRATION REVIEW LA English DT Article; Proceedings Paper CT Annual Meeting of the Public-Management-Research-Association CY OCT, 2004 CL Washington, DC SP Public Management Res Assoc ID DISTINCTIVE MARKETING COMPETENCES; PUBLIC MANAGEMENT; LOCAL-GOVERNMENT; SINGLE-ITEM; MANAGERIAL STRATEGIES; COMPETITIVE ADVANTAGE; INNOVATION; DYNAMICS; IMPLEMENTATION; SATISFACTION AB This study presents the first empirical test of the proposition that strategy content is a key determinant of organizational performance in the public sector. Strategy content comprises two dimensions: strategic stance (the extent to which an organization is a prospector defender, or reactor) and strategic actions (the relative emphasis on changes in markets, services, revenues, external relationships, and internal characteristics). Data were drawn from a multiple-informant survey of 119 English local authorities. Measures of strategy content are included in a multivariate model of interauthority variations in performance. The statistical results show that strategy content matters. Organizational performance is positively associated with a prospector stance and negatively with a reactor stance. Furthermore, local authorities that seek new markets for their services are more likely to perform well. These results suggest that measures of strategy content must be included in valid theoretical and empirical models of organizational performance in the public sector. C1 Cardiff Univ, Sch City & Reg Planning, Ctr Local & Reg Govt, Cardiff CF1 1XL, S Glam, Wales. Cardiff Univ, Sch Business, Cardiff CF1 1XL, S Glam, Wales. RP Andrews, R (reprint author), Cardiff Univ, Sch City & Reg Planning, Ctr Local & Reg Govt, Cardiff CF1 1XL, S Glam, Wales. EM andrewsr@cardiff.ac.uk; boyne@cardiff.ac.uk; rwalker@hkucc.hku.hk RI Walker, Richard Mark/A-4139-2010; boyne, george/C-6948-2013 OI Walker, Richard Mark/0000-0003-1503-1814; CR AIKEN M, 1968, AM SOCIOL REV, V33, P912, DOI 10.2307/2092683 AMBURGEY TL, 1993, ADMIN SCI QUART, V38, P51, DOI 10.2307/2393254 Bardach E., 1998, MANAGERIAL CRAFTSMAN Barnett WP, 2001, ORGAN SCI, V12, P539, DOI 10.1287/orsc.12.5.539.10095 BERRY FS, 1994, PUBLIC ADMIN REV, V54, P322, DOI 10.2307/977379 Bevir M, 2001, PUBLIC ADMIN REV, V61, P535, DOI 10.1111/0033-3352.00126 Borins S, 2000, J POLICY ANAL MANAG, V19, P46, DOI 10.1002/(SICI)1520-6688(200024)19:1<46::AID-PAM4>3.3.CO;2-Q Borins S. 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Rev. PD JAN-FEB PY 2006 VL 66 IS 1 BP 52 EP 63 DI 10.1111/j.1540-6210.2006.00555.x PG 12 WC Public Administration SC Public Administration GA 008NN UT WOS:000235047700006 DA 2019-12-02 ER PT J AU Coe, CK Brunet, JR AF Coe, CK Brunet, JR TI Organizational report cards: Significant impact or much ado about nothing? SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID QUALITY; INFORMATION; STATE AB Despite a recent spate of organizational report cards, relatively little is known about their impact on consumers' choices or public policy. This study identifies 32 report cards that compare government performance across states in a variety of policy domains. These report cards fall into four categories according to their issuer: governments, commercial enterprises, academics, and advocacy groups. Government-generated report cards are directed at improving consumer choice and enhancing service quality. Commercial enterprises seek to increase profits and readership. Academics generally take a value-neutral approach, looking to stimulate public policy debate. Public interest groups, think tanks, and foundations indirectly measure public policy impact by the amount of media attention generated. C1 N Carolina State Univ, Dept Polit Sci & Publ Adm, Raleigh, NC 27695 USA. RP Coe, CK (reprint author), N Carolina State Univ, Dept Polit Sci & Publ Adm, Raleigh, NC 27695 USA. EM Charlie_coe@ncsu.edu; jim_brunet@ncsu.edu CR Abelson D. E., 2002, THINK TANKS MATTER ALLEN D, 1999, AM JOURNALISM REV, V21, P57 ATKINSON RD, 2003, COMMUNICATION 0508 BENNETT WL, 1997, INNOVATION AM GOVT C, P177 CLARKE J, 2003, STATE AIR REPORT DES CLOTFELTER C, 1994, ANN C ASS PUBL POL A Clotfelter C. T., 1996, HOLDING SCH ACCOUNTA, P23 COCHRAN J, 2003, CQ WEEKLY C AFFAIRS, V61, P924 Coe C. 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W., 1995, AGENDAS ALTERNATIVES Konar S, 1997, J ENVIRON ECON MANAG, V32, P109, DOI 10.1006/jeem.1996.0955 KUCZYNSKI A, 2001, NY TIMES 0820 Lombardi J., 2000, TOP AM RES U Monks J., 1999, CHANGE, V31, P42, DOI DOI 10.1080/00091389909604232 MORGAN S, 2003, COMMUNICATION 0801 Mukamel DB, 1998, MED CARE, V36, P945, DOI 10.1097/00005650-199807000-00002 NOLAN J, 2003, COMMUNICATION 1113 REEVES KR, 2003, COMMUNICATION 0617 REYNOLDS M, 2002, MEDIA COVERAGE 2002 SCHWARTZ J, 2003, 4 QUESTIONS REPORTER THOMPSON N, 2000, PLAYING NUMBERS US N VASU M, 2003, COMMUNICATION 1112 WHITEMAN D, 1985, WESTERN POLIT QUART, V38, P294, DOI 10.2307/448631 NR 38 TC 12 Z9 12 U1 0 U2 3 PU BLACKWELL PUBLISHING PI OXFORD PA 9600 GARSINGTON RD, OXFORD OX4 2DQ, OXON, ENGLAND SN 0033-3352 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD JAN-FEB PY 2006 VL 66 IS 1 BP 90 EP 100 DI 10.1111/j.1540-6210.2006.00558.x PG 11 WC Public Administration SC Public Administration GA 008NN UT WOS:000235047700009 DA 2019-12-02 ER PT J AU Heintzman, R Marson, B AF Heintzman, R Marson, B TI People, service and trust: Is there a public sector service value chain? SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article AB This article reviews the evidence for the existence of a 'public sector service value chain', offering a new way of thinking about what Bouckaert and his colleagues have called the micro-performance approach to improving trust and confidence in public institutions (Bouckaert et al., 2002). In particular, the article focuses on the role of service delivery in enhancing citizen trust and confidence. But it does so in the context of a broader model, one that links service delivery to other important aspects of management performance, especially people management. The article refers to this model as the 'public sector service value chain', drawing on work by Heskett and others in the private sector (Heskett et al., 1994, 1997). The article reviews evidence for links between employee engagement (satisfaction and commitment) and client satisfaction in the public sector, and between public sector client satisfaction and citizen trust and confidence. The article identifies the five main 'drivers' of service satisfaction in the public sector, and reviews both purported 'drivers' of employee engagement as well as data documenting the influence service delivery appears to have on citizens' trust and confidence in Canada. The article outlines a forward research agenda, to identify the drivers of staff satisfaction and commitment, as well as drivers of trust and confidence in public institutions, and to determine whether the proposed links in the 'public sector service value chain' can be empirically validated. C1 Publ Serv Human Resources Management Agcy Canada, Off Publ Serv Values & Eth, Ottawa, ON, Canada. Treasury Board Canada Secretariat, Informat Officer Branch, Ottawa, ON, Canada. RP Heintzman, R (reprint author), Publ Serv Human Resources Management Agcy Canada, Off Publ Serv Values & Eth, Ottawa, ON, Canada. 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T, 1983, CASE BUREAUCRACY GRIFFITHS S, 1999, WIR SUCC CREAT CULT HAUSERMAN J, 2001, NEW RULES KEEPING BE HEINTZMAN R, 2001, CANADIAN GOVT EXECUT, V4, P26 Heskett J, 1997, SERVICE PROFIT CHAIN HESKETT JL, 1994, HARVARD BUSINESS MAR, P164 HEWITT, 2003, NAT MAN COMM COOP FE HEWITT, 2003, TREAS BOARD CAN SECR KAMPEN JK, 2003, ASPA 64 NAT C POW PU Kernaghan K, 2001, CAN PUBLIC ADMIN, V44, P67, DOI 10.1111/j.1754-7121.2001.tb02044.x Kernaghan Kenneth, 2000, NEW PUBLIC ORG Lawler III E.E., 2003, TREAT PEOPLE RIGHT O Light Paul C., 2002, GOVT GREATEST ACHIEV LUNDBERG A, 2003, COMMUNICATION JUL *MARK CONS A S CFI, 2002, EUR EMPL IND BENCH M MARSON B, 2003, PUBLIC SECTOR MANAGE, V14, P6 MICHIAK AL, 2000, CANADIAN CALL CTR NE *MORI, 2003, EXPL TRUST PUBL I NE NYE JS, 1997, PEOPLE DONT TRUST GO Oakley J, 2005, LINKING ORG CHARACTE Putnam R. D., 2000, BOWLING ALONE COLLAP RUCCI AJ, 1998, HARVARD BUSINESS JAN, P82 SCHMIDT F, 2004, PUBL SERV HUM RES MA SCHNEIDER B, 1993, ORGAN DYN, V21, P39, DOI 10.1016/0090-2616(93)90032-V Sims H., 2001, PUBLIC CONFIDENCE GO SPEARS G, 2003, ENGAGING EMPLOYEES R *SQM, 2005, PRES PREP TREAS BOAR STOYKO P, 2002, CONFIDENCE TRUST GOV Van de Walle S., 2004, PERCEPTIONS ADM PERF VIEIRA S, 2002, KEY DRIVERS JOB SATI WYATT W, 2002, WORKCANADA RESTORING WYATT W, 2000, WORKUSA EMPLOYEE COM NR 58 TC 64 Z9 64 U1 1 U2 22 PU SAGE PUBLICATIONS LTD PI LONDON PA 1 OLIVERS YARD, 55 CITY ROAD, LONDON EC1Y 1SP, ENGLAND SN 0020-8523 J9 INT REV ADM SCI JI Int. Rev. Adm. Sci. PD DEC PY 2005 VL 71 IS 4 BP 549 EP 575 DI 10.1177/0020852305059599 PG 27 WC Public Administration SC Public Administration GA 001MZ UT WOS:000234542300001 OA Bronze DA 2019-12-02 ER PT J AU Bloomfield, P AF Bloomfield, P TI The challenging business of long-term public-private partnerships: Reflections on local experience SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID GOVERNANCE AB Many widely publicized arrangements bearing the popular "public-private partnership" label are complex, long-term contracts between municipalities and private companies. In theory, these innovative contracts offer substantial public benefits, including improved service quality, risk sharing with the private sector, and cost savings. In practice, however, the challenges that long-term contracts pose can undermine their successful implementation at the local level. Drawing on illustrative cases, this article explores some practical impediments to achieving market-driven competition, equitable risk sharing, effective performance guarantees, and appropriate transparency in innovative long-term contracts. It examines the inapplicability of the partnership model to most commercial transactions between government and business, the risks of uncontrollable circumstances, the impact of local resource constraints, and barriers to transparency in long-term contracts. It concludes that local governments embarking on long-term contracts must invest in specialized expertise, effective contract management, and strong governance structures. EM pbloomfield@theclarusgroup.com CR Altshuler Alan, 2003, MEGAPROJECTS *AM CIT COUNT, 1997, CIT PRIV WAST TREATM ANDERSON R, 2003, US MAYOR 0203 Bloomfield P., 1998, PUBLIC PRODUCTIVITY, V21, P460 Chang I., 1999, USE PUBLIC PRIVATE P *CIT ATL OFF CIT I, 2003, PERF AUD AN CIT SAV CLARKSON KW, 1998, W BUSINESS LAW TEXT *COMM MASS OFF INS, 2001, PRIV WAST FAC LYNN *COMM MASS OFF INS, 1997, N E SOL WAST COMM PR *COMM MASS OFF INS, 1997, LEAS PURCH FIN DES B COOPER PJ, 2003, GOVT CONTRACT CURTIN M, 2004, PUERTO RICO HER 0114 DONAHUE JD, 1989, PRIVATIZATION DECISI EVANS DS, 2003, REVISITING PUBLIC IN, P4 Forrer J., 2002, PUBLIC MANAGER, V32, P43 Gleick P. H., 2002, NEW EC WATER RISKS B HODGE GA, 2004, NAT C AM SOC PUBL AD JEHL D, 2003, NY TIMES 0210 Johnson C. L., 1994, PUBLIC BUDGETING FIN, V14, P41 JOHNSON RA, 2002, LONG TERM CONTRACTIN JOURGENSEN T, 2004, WATER IND NEWS 0224 Kettl D., 1993, SHARING POWER Klein M., 1998, 158 WORLD BANK GROUP Klitgaard R., 2003, ASSESSING PARTNERSHI Linder SH, 1999, AM BEHAV SCI, V43, P35, DOI 10.1177/00027649921955146 Moore A., 2000, J CONT WATER RES ED, V117, P21 Moore M., 2002, MARKET BASED GOVERNA, P296 National Council for Public-Private Partnerships (NCPPP), 2002, GOOD PEOPL US PUBL P PAYSON WH, 1996, PRIVATIZING TRANSPOR, P33 *PLYM COUNT MASS S, 1991, CRIM DET FAC PROJ FA POOLE RW, 1996, AM BAR ASS SECT PUBL Prager Jones, 1996, PUBLIC PRODUCTIVITY, V20, P185 RENZI M, 1991, PLYMOUTH COUNTY BUSI, V10, P3 Rosenau PV, 1999, AM BEHAV SCI, V43, P10, DOI 10.1177/00027649921955137 ROUMASSET J, 2000, J CONT WATER RES ED, V117, P40 RUBENSTEIN S, 2002, ATLANTA BUSINES 0809 SAVAS ES, 2000, PRIVATIZATION PUBLIC SEADER DL, 1994, CONSTRUCTION BUSINES, V4, P78 *SEATTL PUBL UT, 2004, TOLT TREATM FAC SEGAL GF, 2003, ISSUE ANAL ATLANTA W Teisman GR, 2002, PUBLIC ADMIN REV, V62, P197, DOI 10.1111/0033-3352.00170 TSYBINE A, 2003, REVISITING PUBLIC IN *US C MAYORS, 2001, US MAYOR 0528 *US EPA, 2000, GUID PRIV FED FUND W UTT RD, 2001, HERITAGE FDN BACKGRO, V1463, P1 Vigoda E, 2002, PUBLIC ADMIN REV, V62, P527, DOI 10.1111/1540-6210.00235 Wallison F. K., 1996, GOVERNING, V9, P67 WARD J, 1998, AM CITY COUNTY 0501 WERKMAN J, 2000, PUBLIC WORKS MANAGEM, V5, P52, DOI DOI 10.1177/1087724X0051005 WETTENHALL R, 2003, PUBLIC ORG REV, V3, P77, DOI DOI 10.1023/A:1023000128175 Williams T., 2003, MOVING PUBLIC PRIVAT WOLFF GH, 2003, INDEPENDENT REV PROP 2004, CARIBBEAN NET N 0116 1993, ENG NEWS RECORD 0628, P11 NR 54 TC 133 Z9 135 U1 4 U2 122 PU BLACKWELL PUBLISHING PI OXFORD PA 9600 GARSINGTON RD, OXFORD OX4 2DQ, OXON, ENGLAND SN 0033-3352 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD MAY-JUN PY 2006 VL 66 IS 3 BP 400 EP 411 DI 10.1111/j.1540-6210.2006.00597.x PG 12 WC Public Administration SC Public Administration GA 050VE UT WOS:000238116200009 DA 2019-12-02 ER PT J AU O'Hare, M AF O'Hare, Michael TI Environmental agencies' funding sources should follow their diverse business models SO POLICY STUDIES JOURNAL LA English DT Article AB Environmental agencies provide a variety of regulatory, consulting, analysis, and other services that are typically funded by a mix of mechanisms including taxes, fees, contributions, and earmarked streams. Public deliberation in this area mostly attends to the levels of funding of these services, with inadequate attention to the relationship between means and funding adequacy, or between means and agency performance. The characteristic business models of such agencies provide useful guidance regarding appropriate funding mechanisms. In particular, five different such models are commonly found, each with strong analogies to other familiar kinds of enterprise: (i) Agriculture: the Wildlife Ranch; (ii) Habitat; (iii) Maintenance: the Park; (iv) Consulting, education, and permits: the Think Tank; (v) Risk Spreading: Insurance; and (vi) Enforcement: The Police. Each of these models has strong although not usually decisive implications for the type of funding mechanism best suited to it. Budget analysis and internal accounting that incorporates these models would improve agencies' practice and their claims on appropriate funding. The analysis uses the California Department of Fish and Game as an example. C1 Univ Calif Berkeley, Goldman Sch Publ Policy, Berkeley, CA 94720 USA. RP O'Hare, M (reprint author), Univ Calif Berkeley, Goldman Sch Publ Policy, Berkeley, CA 94720 USA. OI O'Hare, Michael/0000-0002-3288-9065 CR Bardach E, 1982, GOING BOOK PROBLEM R Bardach Eugene, 1982, SOCIAL REGULATION ST BARZELAY M, 1994, SHOULD CUSTOMER SATI Bateman I., 1999, VALUING ENV PREFEREN Breyer S.G., 1982, REGULATION ITS REFOR BROWNLEE OH, 1965, PRIVATE WANTS PUBLIC, P134 *CAL RES BUR, 2001, FUND FISH WILDL PROG Coase R. H., 1960, J LAW ECON, V2, P1 Dorfman R., 1993, EC ENV Finkler SA., 2001, FINANCIAL MANAGEMENT *FISH GAM CAL DEP, 2002, FUND REF MAN *FISH GAM CAL DEP, 2002, BUDG FACT BOOK Fountain JE, 2001, GOVERNANCE, V14, P55, DOI 10.1111/0952-1895.00151 KAGAN RA, 2000, REGULATORY ENCOUNTER KAPLAN R, 1998, COST EFFECT USING IN *LEG AN OFF STAT C, 2001, AN 2001 2 BUDG BILL Mashaw Jerry, 1983, BUREAUCRATIC JUSTICE Mintzberg H., 1993, STRUCTURE 5 DESIGNIN Moore Mark H., 1995, CREATING PUBLIC VALU Munger M. C., 2000, ANAL POLICY CHOICES O'Hare M., 1983, FACILITY SITING PUBL OHARE M, 1993, J POLICY ANAL MANAG, V12, P364, DOI 10.2307/3325241 Olson Mancur, 1971, LOGIC COLLECTIVE ACT Smolensky Eugene, 1994, MODERN PUBLIC FINANC SPARROW MK, 1994, IMPOSING DUTIES GOVT Stiglitz J., 2000, EC PUBLIC SECTOR TIETENBERG T, 2000, ENV EC POLICY Vogel D, 1986, NATL STYLES REGULATI WEIDENBAUM M, 1994, CURRENT ISSUES PUBLI, P386 Weimer D.L., 1992, POLICY ANAL CONCEPTS Williamson OE, 1996, MECH GOVERNANCE Zivin J, 2000, J ENVIRON ECON MANAG, V39, P189, DOI 10.1006/jeem.1999.1101 NR 32 TC 0 Z9 0 U1 0 U2 9 PU BLACKWELL PUBLISHING PI OXFORD PA 9600 GARSINGTON RD, OXFORD OX4 2DQ, OXON, ENGLAND SN 0190-292X J9 POLICY STUD J JI Policy Stud. J. PY 2006 VL 34 IS 4 BP 511 EP 532 DI 10.1111/j.1541-0072.2006.00189.x PG 22 WC Political Science; Public Administration SC Government & Law; Public Administration GA 117IO UT WOS:000242866800004 DA 2019-12-02 ER PT J AU Coe, CK Brunet, JR AF Coe, CK Brunet, JR TI Organizational report cards: Significant impact or much ado about nothing? SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID QUALITY; INFORMATION; STATE AB Despite a recent spate of organizational report cards, relatively little is known about their impact on consumers' choices or public policy. This study identifies 32 report cards that compare government performance across states in a variety of policy domains. These report cards fall into four categories according to their issuer: governments, commercial enterprises, academics, and advocacy groups. Government-generated report cards are directed at improving consumer choice and enhancing service quality. Commercial enterprises seek to increase profits and readership. Academics generally take a value-neutral approach, looking to stimulate public policy debate. Public interest groups, think tanks, and foundations indirectly measure public policy impact by the amount of media attention generated. C1 N Carolina State Univ, Dept Polit Sci & Publ Adm, Raleigh, NC 27695 USA. RP Coe, CK (reprint author), N Carolina State Univ, Dept Polit Sci & Publ Adm, Raleigh, NC 27695 USA. EM Charlie_coe@ncsu.edu; jim_brunet@ncsu.edu CR Abelson D. E., 2002, THINK TANKS MATTER ALLEN D, 1999, AM JOURNALISM REV, V21, P57 ATKINSON RD, 2003, COMMUNICATION 0508 BENNETT WL, 1997, INNOVATION AM GOVT C, P177 CLARKE J, 2003, STATE AIR REPORT DES CLOTFELTER C, 1994, ANN C ASS PUBL POL A Clotfelter C. T., 1996, HOLDING SCH ACCOUNTA, P23 COCHRAN J, 2003, CQ WEEKLY C AFFAIRS, V61, P924 Coe C. K., 2003, PUBLIC PERFORM MANAG, V27, P53 Coggburn JD, 2003, PUBLIC ADMIN REV, V63, P206, DOI 10.1111/1540-6210.00280 CORDATO R, 2001, CLEARING AIR ALAS MI DARNALL N, 2003, P 2003 AC MAN C AUG Davidson Roger H., 2004, C ITS MEMB EDWARDS C, 2003, COMMUNICATION 0617 GLAZER S, 2000, CQ RES, V10, P1 Gormley W. T., 2003, NAT PUBL MAN RES C O Gormley W. T., 1999, ORG REPORTS CARDS GORMLEY WT, 1978, J PUBL ADM RES THEOR, V42, P354 GOTTLIEB B, 1999, COOKING SCH BOOKS US Graham A., 2001, WASHINGTON MONTH SEP GRAY V, 2000, J PUBL ADM RES THEOR, V10, P573, DOI DOI 10.1093/OXFORDJOURNALS.JPART.A024282 HAMILTON JT, 1995, J ENVIRON ECON MANAG, V28, P98, DOI 10.1006/jeem.1995.1007 Jencks SF, 2000, JAMA-J AM MED ASSOC, V284, P1670, DOI 10.1001/jama.284.13.1670 KEMPER D, 2003, COMMUNICATION 0212 Kingdon J. W., 1995, AGENDAS ALTERNATIVES Konar S, 1997, J ENVIRON ECON MANAG, V32, P109, DOI 10.1006/jeem.1996.0955 KUCZYNSKI A, 2001, NY TIMES 0820 Lombardi J., 2000, TOP AM RES U Monks J., 1999, CHANGE, V31, P42, DOI DOI 10.1080/00091389909604232 MORGAN S, 2003, COMMUNICATION 0801 Mukamel DB, 1998, MED CARE, V36, P945, DOI 10.1097/00005650-199807000-00002 NOLAN J, 2003, COMMUNICATION 1113 REEVES KR, 2003, COMMUNICATION 0617 REYNOLDS M, 2002, MEDIA COVERAGE 2002 SCHWARTZ J, 2003, 4 QUESTIONS REPORTER THOMPSON N, 2000, PLAYING NUMBERS US N VASU M, 2003, COMMUNICATION 1112 WHITEMAN D, 1985, WESTERN POLIT QUART, V38, P294, DOI 10.2307/448631 NR 38 TC 12 Z9 12 U1 0 U2 3 PU BLACKWELL PUBLISHING PI OXFORD PA 9600 GARSINGTON RD, OXFORD OX4 2DQ, OXON, ENGLAND SN 0033-3352 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD JAN-FEB PY 2006 VL 66 IS 1 BP 90 EP 100 DI 10.1111/j.1540-6210.2006.00558.x PG 11 WC Public Administration SC Public Administration GA 008NN UT WOS:000235047700009 DA 2019-12-02 ER PT J AU Kelly, JM AF Kelly, JM TI The dilemma of the unsatisfied customer in a market model of public administration SO PUBLIC ADMINISTRATION REVIEW LA English DT Article ID URBAN SERVICE DISTRIBUTIONS; CITIZEN SATISFACTION; PERFORMANCE-MEASURES; NEGLECTED ISSUES; LOCAL-GOVERNMENT; MANAGEMENT; DELIVERY; POLICY; COPRODUCTION; LEADERSHIP AB The relationship between administrative service performance and citizen satisfaction has been assumed, but not demonstrated, in the application of market models to public service delivery. Although the citizen satisfaction literature cautions that the link between objective and subjective measures of service quality is tenuous at best, public-sector professional organizations define a managerial focus on objective measures of service performance as accountability to citizens for outcomes. What if we're wrong? C1 Cleveland State Univ, Maxine Goodman Levin Coll Urban Affairs, Cleveland, OH 44115 USA. RP Kelly, JM (reprint author), Cleveland State Univ, Maxine Goodman Levin Coll Urban Affairs, Cleveland, OH 44115 USA. EM jkelly@urban.csuohio.edu CR AMMONS DN, 1996, MUNICIPAL BENCHMARKS ANTUNES G, 1977, URBAN AFF QUART, V4, P343 Behn R., 2001, RETHINKING DEMOCRATI Behn R. D., 2002, MARKET BASED GOVERNA, P323 Behn R. D, 2002, PUBLIC PERFORM MANAG, V26, P5, DOI DOI 10.2307/3381295 BEHN RD, 2003, PUBLIC ADMIN REV, V63, P596 Berman EM, 1997, PUBLIC ADMIN REV, V57, P105, DOI 10.2307/977058 Bok D., 2001, TROUBLE GOVT Bozeman B, 2002, PUBLIC ADMIN REV, V62, P145, DOI 10.1111/0033-3352.00165 BROWN K, 1983, PUBLIC ADMIN REV, V43, P50, DOI 10.2307/975299 BRUDNEY JL, 1982, PUBLIC ADMIN REV, V42, P127, DOI 10.2307/975534 Campbell A, 1971, WHITE ATTITUDES BLAC Campbell A, 1976, QUALITY AM LIFE PERC CLARK TN, 1976, CITIZEN PREFERENCES, P13 Cook BJ, 1998, PUBLIC ADMIN REV, V58, P225, DOI 10.2307/976562 Cope Glen H., 1997, J PUBL ADM RES THEOR, V7, P461 deLeon L, 2000, PUBLIC ADMIN REV, V60, P89, DOI 10.1111/0033-3352.00068 Denhardt RB, 2000, PUBLIC ADMIN REV, V60, P549, DOI 10.1111/0033-3352.00117 Dunn MJ, 2001, PROTEOMICS, V1, P1 Finer Herman, 1972, BUREAUCRATIC POWER N, P326 FREDERICKSON HG, 1992, GOVERNING, V12, P13 FREIDRICH CJ, 1978, BUREAUCRATIC POWER N, P316 Glaser M., 1994, STATE LOCAL GOVT REV, V26, P161 Glaser M. A., 1999, PUBLIC PRODUCTIVITY, V23, P48, DOI DOI 10.2307/3380792 Hatry Harry, 1980, PUBLIC PRODUCTIVITY, V4, P312 HERO RE, 1985, URBAN AFF REV, V20, P344, DOI 10.1177/004208168502000305 HICKS DA, 1982, ANAL URBAN SERVICE D, P81 Jones Bryan D, 1982, ANAL URBAN SERVICE D, P155 JONES LR, 1997, ADV INT COMP MANAGEM, P15 Julnes PD, 2001, PUBLIC ADMIN REV, V61, P693, DOI 10.1111/0033-3352.00140 Kaplan R.S., 1996, BALANCED SCORECARD T Kearney RC, 2000, PUBLIC ADMIN REV, V60, P535, DOI 10.1111/0033-3352.00116 Kelly JM, 2002, PUBLIC ADMIN REV, V62, P610, DOI 10.1111/1540-6210.00241 Kelly RM, 1998, PUBLIC ADMIN REV, V58, P201, DOI 10.2307/976560 KETTL DF, 2000, GLOBAL PUBLIC MANAGE Kirlin JJ, 2001, PUBLIC ADMIN REV, V61, P140, DOI 10.1111/0033-3352.00015 LINEBARRY RL, 1977, EQUALITY URBAN POLIC LOVRICH NP, 1976, URBAN AFF REV, V12, P197, DOI 10.1177/107808747601200203 Lynn LE, 2001, PUBLIC ADMIN REV, V61, P144, DOI 10.1111/0033-3352.00016 LYNN LE, 2000, J PUBL ADM RES THEOR, V10, P233, DOI DOI 10.1093/OXFORDJOURNALS.JPART.A024269 Lyons WE, 1992, POLITICS DISSATISFAC MCDOUGALL GS, 1984, URBAN AFF REV, V19, P355, DOI 10.1177/004208168401900306 Melkers J, 1998, PUBLIC ADMIN REV, V58, P327, DOI 10.2307/977562 MERGET AE, 1982, ANAL URBAN SERVICE D, P21 MILLER TI, 1992, J POLICY ANAL MANAG, V11, P612, DOI 10.2307/3324958 MILLER TI, 2000, CITIZEN SURVEYS DO T Nye J. S, 1997, WHY PEOPLE DONT TRUS, P253 Osborne D., 1992, REINVENTING GOVT Parks R., 1982, ANAL URBAN SERVICE D, P185 PARKS RB, 1984, PUBLIC ADMIN REV, V44, P118, DOI 10.2307/975862 PERCY SL, 1978, POLICY STUD J, V7, P486, DOI 10.1111/j.1541-0072.1978.tb01797.x PERCY SL, 1986, URBAN AFF REV, V22, P66, DOI 10.1177/004208168602200104 POISTER TH, 1994, PUBLIC ADMIN REV, V54, P155, DOI 10.2307/976524 Pollitt C., 1993, MANAGERIALISM PUBLIC REDFORD E, 1969, DEMOCRACY ADM STATE RICH RC, 1977, URBAN AFF REV, V12, P383, DOI 10.1177/107808747701200309 RICH RC, 1981, ADMIN SOC, V13, P59, DOI 10.1177/009539978101300104 RICH RC, 1979, URBAN STUD, V16, P143, DOI 10.1080/00420987920080221 RICH RC, 1982, ANAL URBAN SERVICE D, P3 Romzek B.S., 1994, NEW PARADIGMS GOVT I, P263 ROSENBERGER AL, 1981, ECOLOGY BEHAVIOR NEO, V1, P9 Rossi P. H., 1972, HUMAN MEANING SOCIAL, P87 SHARP EB, 1982, AM POLIT SCI REV, V76, P109, DOI 10.2307/1960446 SHARP EB, 1990, URBAN POLITICS ADM S SHIN DC, 1982, ANAL URBAN SERVICE D, P99 STIPAK B, 1977, PUBLIC OPIN QUART, V41, P41, DOI 10.1086/268351 STIPAK B, 1979, PUBLIC ADMIN REV, V39, P46, DOI 10.2307/3110378 Swindell D., 2000, PUBLIC PERFORM MANAG, V24, P30, DOI DOI 10.2307/3381075 Terry LD, 1998, PUBLIC ADMIN REV, V58, P194, DOI 10.2307/976559 Thompson F., 1997, ADV INT COMP MANAGEM, V3, P1 WATSON DJ, 1991, PUBLIC ADMIN REV, V51, P232, DOI 10.2307/976947 WHITAKER GP, 1980, PUBLIC ADMIN REV, V40, P240, DOI 10.2307/975377 WILSON LA, 1983, PUBLIC ADMIN REV, V43, P335, DOI 10.2307/975836 NR 73 TC 74 Z9 75 U1 3 U2 48 PU BLACKWELL PUBLISHERS PI MALDEN PA 350 MAIN STREET, STE 6, MALDEN, MA 02148 USA SN 0033-3352 J9 PUBLIC ADMIN REV JI Public Adm. Rev. PD JAN-FEB PY 2005 VL 65 IS 1 BP 76 EP 84 DI 10.1111/j.1540-6210.2005.00432.x PG 9 WC Public Administration SC Public Administration GA 888HB UT WOS:000226363700008 DA 2019-12-02 ER PT J AU Cameron, W AF Cameron, W TI Public accountability: Effectiveness, equity, ethics SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article AB This article tests a wide range of government activities against requirements for public accountability. The article explores the incentives for ethical behaviour by public officials; the need for more outcome focused performance indicators, tensions between parliamentary and managerial accountability; the standards of accountability applied to public providers of services can be applied to private providers; the utility of spelling out service requirements in advance; the impacts on accountability of the convergence of the public and private sectors; the need, where responsibility for programs is collaborative, for a clear governance framework, tensions between representative and participative democracy, and trends towards more participative and collaborative leadership. CR Barberis P, 1998, PUBLIC ADMIN, V76, P451, DOI 10.1111/1467-9299.00111 BARRETT P, 2003, 2002 AUSTR COUNC PUB Barrett P.J., 2003, 15 ANN GOV BUS C MAY BARRETT PJ, 2001, PUBL SERV MER PROT C BARRETT PJ, 2003, GOVERNANCE JOINED GO BARRETT PJ, 2002, HOUS REPR OCC SEM SE BARRETT PJ, 1996, SPEECH CHALL OPP SEM *CAN AUD GEN, 1999, REP AUD GEN Edwards M., 2003, CANBERRA B PUBLIC AD, V107 HEEKS R, 1998, INFORMATION SYSTEMS, V1 *INT FED ACC, 2003, QUEENSL COMM REG HEA Mulgan R., 2002, ACCOUNTABILITY ISSUE Neale A., 2000, INT PUBL MAN WORKSH OFAIRCHEALLAIGH C, 1999, PUBLIC SECTOR MANAGE *S AUSTR AUD GEN, 1998, REP AUD GEN YEAR END SHARMAN REDLYNCH, 2001, HOLDIN ACCOUNT REV A *VICT AUD GEN, 2003, PERF MAN REP PROGR R *VICT PUBL ACC EST, 2000, 34 VICT PUBL ACC EST NR 18 TC 41 Z9 42 U1 2 U2 10 PU BLACKWELL PUBL LTD PI OXFORD PA 108 COWLEY RD, OXFORD OX4 1JF, OXON, ENGLAND SN 0313-6647 J9 AUST J PUBL ADMIN JI Aust. J. Public Adm. PD DEC PY 2004 VL 63 IS 4 BP 59 EP 67 DI 10.1111/j.1467-8500.2004.00402.x PG 9 WC Public Administration SC Public Administration GA 878DS UT WOS:000225627300008 DA 2019-12-02 ER PT J AU Smith, RFI AF Smith, RFI TI Focusing on public value: Something new and something old SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article AB This article develops two propositions. First, that the public sector needs new stories that make sense of recent storms of change. Second, that focusing on 'public value' helps tell a useful new story. Much contemporary commentary comes from analysts working within a particular field of thought. However, problems of public policy and management are hard to discipline. Public value is not the property of particular political parties, public service institutions, academic disciplines or professions. Public value is defined and redefined through social and political interaction. Such interaction involves politicians, officials and communities. Focusing on public value enables one to aggregate issues for scholarly analysis in terms that should also make sense to citizens and communities, political activists and people responsible for delivering public services. The article argues that: recent agendas for public sector change overlap and that implementation is incomplete; the skills of analysts and activists in the public sector, and in associated sectors delivering public services, need large components of expertise in interpreting ambiguous patterns and the management of complex relationships; and that the cumulative impact of succeeding agendas is to widen the scope of issues in play. Large components in both reform and agendas have involved bringing the public sector firmly under political control. However, the later emphasis on consultation and participation places political executives under great pressure. The more deliberation is promised the more is demanded. There is increasing pressure for the task of exploring for public value to be shared more widely. The article develops its key propositions by exploring three main themes: first, the notion of public value and the emphasis in it on search and interaction as a basis for political and managerial leadership; second, the contested impacts of recent agendas of change in the public and other affected sectors which have widened the scope of issues in play but have left key institutional and policy issues unresolved; and, third, a sample of current and emerging issues in which asking questions about public value may help activists, politicians and managers more creatively focus their attention. Focusing on public value can help communities, service providers and political leaders ask and answer a new and wider range of questions while continuing to learn from recent experience, however complex and contested. C1 Monash Univ, Dept Management, Clayton, Vic 3168, Australia. RP Smith, RFI (reprint author), Monash Univ, Dept Management, Clayton, Vic 3168, Australia. CR ADAMS D, 2003, AJPA, V62, P22 ARGY F, 2002, EC GOVERNANCE I DYNA BOZEMAN B, 2002, PUBLIC ADM REV, V62 Clarke Frank, 2003, CORPORATE COLLAPSE GARNAUT R, 2003, HARD HEADS SOFT HEAR HANDY C, 2002, HARVARD BUSINESS DEC, P51 Hess M, 2002, AUST J PUBL ADMIN, V61, P68, DOI 10.1111/1467-8500.00303 Kaplan R. S., 1993, HARVARD BUSINESS SEP, P2 Kelly G., 2002, CREATING PUBLIC VALU Moore M. H., 2003, PUBLIC VALUE SCORECA Moore Mark H., 1995, CREATING PUBLIC VALU QUIGGIN J, 2002, EC GOVERNANCE I DYNA RODRIK D, 2003, GROWTH STRATEGIES SMITH RFI, 2000, IMPOSSIBILITY PARTY Stoker G., 2003, PUBLIC VALUE MANAGEM Wright V., 2000, GOVERNANCE 21 CENTUR NR 16 TC 61 Z9 62 U1 1 U2 30 PU BLACKWELL PUBL LTD PI OXFORD PA 108 COWLEY RD, OXFORD OX4 1JF, OXON, ENGLAND SN 0313-6647 J9 AUST J PUBL ADMIN JI Aust. J. Public Adm. PD DEC PY 2004 VL 63 IS 4 BP 68 EP 79 DI 10.1111/j.1467-8500.2004.00403.x PG 12 WC Public Administration SC Public Administration GA 878DS UT WOS:000225627300009 DA 2019-12-02 ER PT J AU Fyfe, T AF Fyfe, T TI Alternative service delivery - responding to global pressures SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article AB The new integrated global environment has resulted in a paradigm shift from the nation-state to the international community as a driver of change, an unprecedented degree and speed of change, the replacement of single policy issues with cross-cutting ones and a demand by citizens for improved service delivery. In response, governments are creating alternative service delivery (ASD) arrangements. Jurisdictions using ASD can be placed on a continuum of organizational change. There are slow starters in which all service delivery is state-owned, operated and designed around government needs. There are structural changers that pursue a formulaic approach to organizational change. Finally, there are transformational changers that take a principles-based case-by-case approach to organizational renewal, ensuring that each initiative responds to the particular challenge of the nation and its entities. In Canada, the Policy on Alternative Service Delivery provides guidance for jurisdictions contemplating organizational change with the Public Interest Test. This article will examine the role that organizational change plays in countries that are implementing major governmental change initiatives. It will review the influence of an increasingly integrated global environment on government change and examine how ASD can act as an organizational response to this environment. It will look at the governance issues that countries face when implementing ASD and propose a typology for classifying countries as change agents. Finally, it will reference a principles-based approach for implementing organizational change through ASD that is being implemented in Canada. C1 Govt Canada, Ottawa, ON, Canada. RP Fyfe, T (reprint author), Govt Canada, Ottawa, ON, Canada. CR ARMSTRON J, 2001, CARIBBEAN J PUBLIC S, V3 *CAB OFF, 2002, PUBL SECT MOD VIS ST *ER RES, 2003, CIT 1 2003 Friedman TL, 2000, LEXUS OLIVE TREE FYFE T, 2002, DISTRIBUTED GOVERNAN HAMPTON H, 2003, PUBLIC POWER FIGHT P MALATEST RA, 2002, CLIENTS SPEAK *NAT RES PROJ REF, 2002, WORK TOG INT GOV SCHIAVOCAMPO S, 2003, SERVE PRESERVE IMPRO WILKINS JK, 2002, UNPUB AGENCY SCENARI *WORLD BANK, 2003, PUBL SECT MOD CAR ZUSSMAN D, 2002, CANADIAN HDB PUBLIC NR 12 TC 3 Z9 3 U1 0 U2 0 PU SAGE PUBLICATIONS LTD PI LONDON PA 1 OLIVERS YARD, 55 CITY ROAD, LONDON EC1Y 1SP, ENGLAND SN 0020-8523 J9 INT REV ADM SCI JI Int. Rev. Adm. Sci. PD DEC PY 2004 VL 70 IS 4 BP 637 EP 644 DI 10.1177/0020852304048447 PG 8 WC Public Administration SC Public Administration GA 885SW UT WOS:000226178200005 DA 2019-12-02 ER PT J AU Mouly, VS Sankaran, JK AF Mouly, VS Sankaran, JK TI Survival and failure of small businesses arising through government privatization: Insights from two New Zealand firms SO JOURNAL OF MANAGEMENT STUDIES LA English DT Article ID TRANSFORMATION AB Redundancies of personnel arising from the corporatization and even subsequent privatization/closure of several federal departments have contributed to the number of small businesses in New Zealand, a phenomenon that will likely be mirrored at least partially as other nations progressively liberalize their economies. Small businesses with such origins would appear to be especially prone to failure in a progressively liberalized trading environment; their precursors in the parent government departments or agencies would have been cocooned from immediate market conditions through budgetary allocations and a lack of competition. However, the scholarly literature on the behaviour of such small businesses is scant. Accordingly, we report the findings from a comparative investigation of two businesses that arose in the wake of the failure/closure of a corporatized federal service agency in New Zealand; one of the two businesses was much more successful than the other. Our major finding is that a small firm with such origins is likely to survive to the extent it avoids becoming complacent and being 'stuck in the mud' of the legacy of the failed federal parent. A predictor of such ability is the timing of small business formation: a small business that is formed by members who depart from the dying federal parent organization when the latter's closure is apparent, is more likely to survive than a business whose formation is precipitated by the demise of the federal parent and whose members remain in the parent organization until its formal closure. C1 Univ Auckland, Dept Management & Employment Relat, Auckland 1, New Zealand. RP Mouly, VS (reprint author), Univ Auckland, Dept Management & Employment Relat, Private Bag 92019, Auckland 1, New Zealand. EM s.mouly@auckland.ac.nz CR Amat J., 1994, MANAGEMENT ACCOUNTIN, V5, P107, DOI DOI 10.1006/MARE.1994.1008 Bartlett W, 1997, SMALL BUS ECON, V9, P319, DOI 10.1023/A:1007991832246 BEDEIAN AG, 1998, ACAD MANAGEMENT EXEC, V12, P58 Bogdan R., 1975, INTRO QUALITATIVE RE BULLOCH J, 1987, J SMALL BUSINESS ENT, V5 Cameron A., 1999, SMALL MEDIUM SIZED E Chowdhury S. D., 1993, J SMALL BUS MANAGE, V31, P8 Chowdhury SD, 1996, CAN J ADM SCI, V13, P321 Cuervo A, 2000, ACAD MANAGE REV, V25, P581, DOI 10.2307/259311 CURRAN J, 1987, SMALL BUSINESS DEV S Dana L. P., 1990, J SMALL BUS MANAGE, V28, P91 Dharwadkar R, 2000, ACAD MANAGE REV, V25, P650, DOI 10.2307/259316 EGAN G, 1994, MANAGE TODAY, V29, P48 EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532, DOI 10.2307/258557 Glaser BG, 1967, DISCOVERY GROUNDED T HEDGE M, 1982, VIKALPA, V7, P289 HENDERSON D, 1996, EC REFORM NZ INT PER Holliday R., 1995, INVESTIGATING SMALL Hung L.N., 1993, J ASIAN BUSINESS, V9, P1 Johnson G, 2000, ACAD MANAGE REV, V25, P572, DOI 10.2307/259310 KOVACS E, 2000, J CENTRAL EUROPEAN A, V1, P1 LABICH K, 1994, FORTUNE, V130, P52 Malinowski B., 1922, ARGONAUTS W PACIFIC Miles M.B., 1994, QUALITATIVE DATA ANA Mouly V.S., 1995, ORG ETHNOGRAPHY ILLU Noer D, 1993, HEALING WOUNDS OVERC Paradiso J., 1990, J SMALL BUS MANAGE, V28, P81 Peres W, 2000, WORLD DEV, V28, P1643, DOI 10.1016/S0305-750X(00)00046-2 Pettigrew A., 1988, NAT SCI FDN C LONG R Ram M, 1999, J MANAGE STUD, V36, P875, DOI 10.1111/1467-6486.00162 REECE JW, 1994, SECURED LENDER, V50, P50 ROBBIE K, 1993, OMEGA-INT J MANAGE S, V21, P519, DOI 10.1016/0305-0483(93)90020-L ROBBINS SJ, 1996, ADDICT BEHAV, V22, P1 Saville-Troike Muriel, 1982, ETHNOGRAPHY COMMUNIC SCOTT M, 1986, ROLE CONTRIBUTION SM Seth C., 1995, HARRIMAN REV, V8, P3 Spicer A, 2000, ACAD MANAGE REV, V25, P630, DOI 10.2307/259315 Spradley J., 1980, PARTICIPANT OBSERVAT Spradley J., 1979, ETHNOGRAPHIC INTERVI Taylor S. J., 1984, INTRO QUALITATIVE RE Tichy N. M., 1986, TRANSFORMATIONAL LEA Whyte Willam F., 1987, APPL ANTHR AM, P159 Zahra SA, 2000, ACAD MANAGE REV, V25, P509 NR 43 TC 3 Z9 3 U1 0 U2 9 PU BLACKWELL PUBL LTD PI OXFORD PA 108 COWLEY RD, OXFORD OX4 1JF, OXON, ENGLAND SN 0022-2380 J9 J MANAGE STUD JI J. Manage. Stud. PD DEC PY 2004 VL 41 IS 8 BP 1435 EP 1467 DI 10.1111/j.1467-6486.2004.00481.x PG 33 WC Business; Management SC Business & Economics GA 874NQ UT WOS:000225357500008 DA 2019-12-02 ER PT J AU Caiden, GE Sundaram, P AF Caiden, GE Sundaram, P TI The specificity of public service reform SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article AB Despite universal recognition of the decline of public services and the need for reforms, considerable divergence of views exists on the strategy and sequencing of reform for individual countries according to their capacities and level of development. This article reflects on the general contours of public service reform, emphasising past experience, the need to be pragmatic rather than idealistic, the mudding of the waters by the New Public Management movement, the complications of structural adjustment programmes of international financial institutions and the damage resulting from the imposition of universal solutions unfitted and unsuitable to local circumstances. Reform needs political and bureaucratic champions, careful preparation, patience and necessary investment, and capacity to neutralise opposition. Ultimately, one has to allow for a shifting combination of history, culture, politics, economics, sociology, ideology and values in each country. This analysis is applied to the possibility of reforming the public service of India, the second most populous country in the world, and the lessons to be gleaned for developing and implementing the strategy. The article then concludes with an outline of some universal problems facing public service reformers all around the globe such as corruption, the future role of government, shape of the civil service, reversing its erosion and addressing issues of fragmentation, compensation and diversity. Copyright (C) 2004 John Wiley Sons, Ltd. C1 Univ So Calif, Sch Policy Planning & Dev, Los Angeles, CA 90089 USA. RP Caiden, GE (reprint author), Univ So Calif, Sch Policy Planning & Dev, Los Angeles, CA 90089 USA. EM caiden@usc.edu CR APPLEBY PH, 1953, PUBLIC ADM INDIAN RE COLARELI SM, 2003, NO BEST WAY Dror Y., 2001, CAPACITY GOVT GOLEMBIEWSKI RT, 2002, INT J PUBLIC ADMIN, V25, P111 *GOV IND, 2000, MID TERM APPR 9 5 YE *GOV IND, 1997, STAT C CHIEF MIN EFF Government of India, 2002, 10 5 YEAR PLAN *GOVT ANDHR PRAD, 2001, WHIT PAP GOOD GOV Hood C., 2003, REWARD HIGH PUBLIC O HORTON J, 2003, LOS ANGELES TIM 0817, pM3 *NAT COMM PUBL SER, 2003, URG BUS AM FED GOV 2 OMAN RC, 2003, INT J PUBLIC ADMIN, V26, P1099 Polidano C., 1999, PUBLIC MANAGEMENT, V1, p[1, 121], DOI [10.1080/14719037800000007, DOI 10.1080/14719037800000007] SUNDARAM P, 2000, APPLYING PUBLIC ADM *WORLD BANK, 2003, IND SUST REF RED POV NR 15 TC 24 Z9 24 U1 1 U2 11 PU JOHN WILEY & SONS LTD PI CHICHESTER PA THE ATRIUM, SOUTHERN GATE, CHICHESTER PO19 8SQ, W SUSSEX, ENGLAND SN 0271-2075 J9 PUBLIC ADMIN DEVELOP JI Public Adm. Dev. PD DEC PY 2004 VL 24 IS 5 BP 373 EP 383 DI 10.1002/pad.329 PG 11 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 884CC UT WOS:000226061200001 DA 2019-12-02 ER PT J AU McAdam, R Walker, T AF McAdam, R Walker, T TI Evaluating the Best Value framework in UK local government services SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article ID PUBLIC-SERVICES; INQUIRY; WORK AB The aim of this article is to conduct an exploratory multiple case analysis of local government delivery of Best Value by focusing on Environmental Waste Management Service (EWMS) delivery. EWMS is chosen as a key area of Best Value development and application. The Best Value framework was developed by the UK Government to introduce performance management to local government as part of the 'Modernising Government' agenda. There is a need to critically evaluate Best Value so that local government can determine if this is a suitable and sustainable framework for the management of public services and that it can make a contribution to increased public service effectiveness. The article describes an exploratory multiple case research study and shows that the imposition of Best Value in local government must recognise the complexity and diversity within local government services, rather than adopting an inflexible approach to deployment. There is a need to go beyond generalised performance measures and benchmarks and to attempt to understand the difficulties and complexities of localised conditions. Copyright (C) 2003 John Wiley Sons, Ltd. C1 Univ Ulster, Sch Business Organisat & Management, Belfast BT37 OQB, Antrim, North Ireland. RP McAdam, R (reprint author), Univ Ulster, Sch Business Organisat & Management, Belfast BT37 OQB, Antrim, North Ireland. EM r.mcadam@ulster.ac.uk OI McAdam, Rodney/0000-0001-5503-3385 CR ADAMS TK, 1999, RESOUR CONSERV, V3, P18 *AUD COMM, 2000, STEP RIGHT DIR LESS *AUD COMM, 2001, BEST VAL LEARN INSP Audit Commission, 1998, BETT FAR PREP BEST V Auluck R, 2002, PUBLIC ADMIN DEVELOP, V22, P109, DOI 10.1002/pad.219 BELLMAY E, 2000, SUPPLY MANAGEMEN APR, P13 BLACK S, 2000, MEASURING BUSINESS E, V4, P24 Blore I, 1999, PUBLIC ADMIN DEVELOP, V19, P453, DOI 10.1002/(SICI)1099-162X(199912)19:5<453::AID-PAD94>3.0.CO;2-8 BOSE A, 1993, PUBLIC ADMIN DEVELOP, V13, P1, DOI 10.1002/pad.4230130102 BOVAIRD T, 1997, P INT C EV PUBL MAN Davis H, 2002, LOCAL GOV STUD, V28, P55, DOI 10.1080/714004140 Department of the Environment Transport and the Regions (DETR), 1999, BEST VAL AUD COMM PE *DETR, 1998, MOD LOC GOV TOUCH PE *DOE, 1997, CONS PAP BEST VAL PR DORSCH JJ, 1998, INT J PUBLIC SECTOR, V11, P91, DOI DOI 10.1108/09513559810216410 *EFQM, 2001, EXC MOD EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532, DOI 10.2307/258557 FILKIN G, 1997, BEST VALUE PUBLIC DI FOWLER A, 1997, GURUS GOVT LESSONS M Gaster Lucy, 1999, PUBLIC POLICY ADMIN, V14, P35, DOI DOI 10.1177/095207679901400303 Harris M., 2000, MEASURING BUSINESS E, V4, P31, DOI DOI 10.1108/13683040010362562 Hinton M., 2000, BENCHMARKING INT J, V7, P52, DOI DOI 10.1108/14635770010314954 Hodgett S, 2001, PUBLIC ADMIN DEVELOP, V21, P321, DOI 10.1002/pad.181 *IWM, 2000, PRACT ADV BEST VAL W Jones R., 2000, MANAG SERV QUAL, V10, P19, DOI DOI 10.1108/09604520010307021 Kakabadse A, 2001, PUBLIC ADMIN DEVELOP, V21, P401, DOI 10.1002/pad.200 Kakabadse A, 2002, PUBLIC ADMIN DEVELOP, V22, P337, DOI 10.1002/pad.231 Knox C, 1998, PUBLIC ADMIN DEVELOP, V18, P151, DOI 10.1002/(SICI)1099-162X(199805)18:2<151::AID-PAD6>3.3.CO;2-A KOUZMIN A, 1999, INT J PUBLIC SECTOR, V12, P121, DOI DOI 10.1108/09513559910263462 LGA, 2001, 30801 LGA Loeffler E., 2001, PUBLIC ADMIN DEVELOP, V21, P27 Macpherson M., 2001, MEASURING BUSINESS E, V5, P13, DOI DOI 10.1108/13683040110397220 Martin S, 2000, PUBLIC ADMIN, V78, P209, DOI 10.1111/1467-9299.00200 Martin S., 1999, PUBLIC POLICY ADMIN, V14, P54 Raine J. W., 2000, LOCAL GOVERNANCE, V26, P149 Remenyi D., 1998, RES BUSINESS MANAGEM Sheffield J., 2001, MEASURING BUSINESS E, V5, P31 Wisniewski M., 2001, INT J PUBLIC SECTOR, V14, P540 Yin R. K., 1994, CASE STUDY RES NR 39 TC 12 Z9 12 U1 0 U2 0 PU JOHN WILEY & SONS LTD PI CHICHESTER PA THE ATRIUM, SOUTHERN GATE, CHICHESTER PO19 8SQ, W SUSSEX, ENGLAND SN 0271-2075 J9 PUBLIC ADMIN DEVELOP JI Public Adm. Dev. PD AUG PY 2004 VL 24 IS 3 BP 183 EP 196 DI 10.1002/pad.275 PG 14 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 846SY UT WOS:000223337800001 DA 2019-12-02 ER PT J AU Rogers, JD Kingsley, G AF Rogers, JD Kingsley, G TI Denying public value: The role of the public sector in accounts of the development of the Internet SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Article ID SCIENCE; STATE AB The development of the Internet has required the combined efforts of government agencies, universities, and private corporations. The system as we came to know it in the 1990s is to a great extent the result of the interaction of technical considerations and the peculiar interfaces among the public, private, and hybrid sectors. Yet the stories of the creation of the Internet by participants are largely of a system that sprung wholly from the private sector. In this study we explore the distance between creation stories and creation processes in this large-scale technical system. Our goal is twofold: to understand the attribution of public and private values by participants and to understand how public values influenced the design of the Internet. An embedded case study design is used with which we detect four types of stories that function as myths of contemporary culture, which constitute a denial of public value in the creation of the Internet: (a) appeal to the heroic individual, (b) substitution of professional ethics for a public service ethic, (c) use of private sector myths by the public sector, and (d) appeal to entrepreneurs and the primacy of the private sector and civil society. In private, insiders tell stories about successful public managers in the implementation of the Internet. They have not received much diffusion and interpret the result as a realization of democratic values. The intent of the government to create a new marketplace, that is, "cyberspace," is suggested as the peculiar form of public value created with the Internet. These stories highlight by contrast the difficulty in portraying the value created by public managers when the role of the government is enabling and indirect. C1 Georgia Inst Technol, Atlanta, GA 30332 USA. RP Rogers, JD (reprint author), Georgia Inst Technol, Atlanta, GA 30332 USA. CR Abbate Janet, 1999, INVENTING INTERNET Baran Paul, 1964, DISTRIBUTED COMMUNIC, V1 BEGLEY S, 1995, NEWSWEEK 0227, P58 Bijker WE, 1987, SOCIAL CONSTRUCTION Bijker Wiebe E., 1992, SHAPING TECHNOLOGY B BOJE DM, 2001, NARRATIVE METHODS OR BOZEMAN B, 2002, PUBLIC ADMIN REV, V62, P134 BRAND S, 1995, TIME SPR, P54 BRANDTZAEG P, 1982, TECHNIQUES IMMUNOCYT, V1, P2 CHAPMAN G, 1999, LOS ANGELES TIM 0927, P1 Comer D. E., 1991, INTERNETWORKING TCP, V1 ELIADE M, 1976, MYTHS, P12 Eliot A., 1976, MYTHS ELMERDEWITT P, 1993, TIME 0412, P50 ELMERDEWITT P, 1995, TIME 0322, P4 FREDERICKSON F, 1997, GREAT DISRUPTION HUM HAFNER K, 1996, WIZARDS STAY UP LATE HART J, 1992, TELECOMMUNICATIO NOV, P666 Hughes Thomas Parke, 1989, AM GENESIS CENTURY I HUMMEL RP, 1991, PUBLIC ADMIN REV, V51, P31, DOI 10.2307/976634 Johnston JM, 1999, PUBLIC ADMIN REV, V59, P383, DOI 10.2307/977422 Kearns K. P., 1996, MANAGING ACCOUNTABIL Kirlin John J., 1996, J PUBL ADM RES THEOR, V6, P161 KUTTNER R, 1997, EVERYTHING SALE VIRT Levy S., 1984, HACKERS HEROES COMPU LOWRY D, 1998, J PUBL ADM RES THEOR, V8, P137 LYNCH DC, 1993, INTERNET SYSTEM HDB Malamud C., 1993, EXPLORING INTERNET T MARKOFF J, 1993, NY TIMES 1026, pD2 Maynard-Moody Steven, 1993, PUBLIC MANAGEMENT ST, P71 Milward H. Brinton, 1996, J PUBL ADM RES THEOR, V6, P193 Moore Mark H., 1995, CREATING PUBLIC VALU *NAT RES COUNC, 1988, NAT RES NETW National Research Council, 1999, FUND REV GOV SUPP CO Nye David E., 1990, ELECTRIFYING AM SOCI Nye David E., 1994, AM TECHNOLOGICAL SUB, pxiii QUARTERMANN JS, 1990, MATRIX Rheingold H., 1993, VIRTUAL COMMUNITY HO RHODES RAW, 1994, POLIT QUART, V65, P138, DOI 10.1111/j.1467-923X.1994.tb00441.x ROC E, 1994, NARRATIVE POLICY ANA ROGERS J, IN PRESS SCI TECHNOL Rogers JD, 1998, INFORM SOC, V14, P213, DOI 10.1080/019722498128836 Salus P.H., 1995, CASTING NET ARPANET *US C, 1989, OTABPCIT59 US C *US EX OFF PRES, 1987, RES DEV STRAT HIGH P *US EX OFF PRES, 1993, NAT INF INFR AG ACT Van Wart M., 1998, CHANGING PUBLIC SECT VANDETH J, 1995, IMPACT VALUES VOGEL D, 1996, KINDRED STRANGERS Weick KE, 1995, SENSEMAKING ORG Zerbe RO, 1999, J POLICY ANAL MANAG, V18, P558, DOI 10.1002/(SICI)1520-6688(199923)18:4<558::AID-PAM2>3.0.CO;2-U NR 51 TC 12 Z9 12 U1 2 U2 20 PU OXFORD UNIV PRESS PI OXFORD PA GREAT CLARENDON ST, OXFORD OX2 6DP, ENGLAND SN 1053-1858 J9 J PUBL ADM RES THEOR JI J. Publ. Adm. Res. Theory PD JUL PY 2004 VL 14 IS 3 BP 371 EP 393 DI 10.1093/jopart/muh024 PG 23 WC Political Science; Public Administration SC Government & Law; Public Administration GA 832TR UT WOS:000222290600006 DA 2019-12-02 ER PT J AU Hofmeister, A Borchert, H AF Hofmeister, A Borchert, H TI Public-private partnerships in Switzerland: crossing the bridge with the aid of a new governance approach SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article; Proceedings Paper CT Conference of the International-Institute-of-Administrative-Sciences CY JUL, 2003 CL Yaounde, CAMEROON SP Int Inst Adm Sci AB New Public Management was instrumental in modernizing the Swiss public sector. The first stage of modernization has focused on streamlining processes and structures and improving instruments in order to increase the public sectors efficiency and effectiveness. At the moment, reform projects are about to enter a second stage which puts more emphasis on modifying the way in which the public sector offers its services. Although the general political environment in Switzerland favors cross-sector cooperation, there is a potential risk of deadlock. Traditional. behavior, familiar values, and the management instruments already in place are not enough to access the potential of these partnerships fully. Rather both sides need to join forces to set up and develop common approaches to improve their cooperability. This article sets forward concrete proposals to launch a code of conduct for public-private governance and presents some initial ideas for a public-private governance model which looks-for sustainable outcomes. EM albert.hofmeister@gs-vbs.admin.ch; hb@borchert.ch OI Borchert, Heiko/0000-0003-0065-9684 CR Abbott KW, 2000, INT ORGAN, V54, P421, DOI 10.1162/002081800551280 Castells M., 2000, RISE NETWORK SOC Glotz Peter, 1999, BESCHLEUNIGTE GESELL HOFMEISTER A, 2003, INNOVATIVE VERWALTUN, V25, P12 POST JE, 2002, CALIFORNIA MANAGEMEN, V45, P1 REINICKE WH, 2002, CRITICAL CHOICES UN Rischard J. -F., 2002, WASHINGTON Q, V26, P17 SCHEDLER K, 2002, NEUE ZUERCHER Z 0319, P29 SLAUGHTER AM, 2001, 18 HARV LAW SCH *UK TREAS, 2000, PUBL PRIV PARTN GOVT Wessels W., 2000, OFFNUNG STAATES MODE Zacher M. W., 1996, GOVERNING GLOBAL NET NR 12 TC 25 Z9 27 U1 0 U2 26 PU SAGE PUBLICATIONS LTD PI LONDON PA 1 OLIVERS YARD, 55 CITY ROAD, LONDON EC1Y 1SP, ENGLAND SN 0020-8523 EI 1461-7226 J9 INT REV ADM SCI JI Int. Rev. Adm. Sci. PD JUN PY 2004 VL 70 IS 2 BP 217 EP 232 DI 10.1177/0020852304044251 PG 16 WC Public Administration SC Public Administration GA 839OC UT WOS:000222793400003 DA 2019-12-02 ER PT J AU Hughes, P Luksetich, W AF Hughes, P Luksetich, W TI Nonprofit arts organizations: Do funding sources influence spending patterns? SO NONPROFIT AND VOLUNTARY SECTOR QUARTERLY LA English DT Article DE nonprofit funding; nonprofit expenditures; commercialization; organizational goals AB Concern over the funding of nonprofit organizations has raised issues concerning the amount of money available for the provision of services and the potential that changes in the nature of funding will compromise organizational goals. Because of ill creased competition and government cutbacks, nonprofits will be forced to place more reliance on commercial ventures. This has the potential to negatively affect the behavior of recipient organizations. The question addressed in this article is whether greater reliance on private funding and commercial ventures will ultimately cause nonprofit arts organizations to place less emphasis on program services and more emphasis on fundraising and management expenses. The analysis is focused on three categories of nonprofit arts organizations: museums, performing arts, and media and communications. Overall, the provision of program services appears to be the primary goal of organizations in these three sectors, and greater reliance on private funding does not divert funding from program service delivery. CR *ABB LANG ASS INC, 2002, COMP NONPR ORG Anheier H. K., 1998, PROFIT NOT PROFIT CO, P233 BAUMOL WJ, 1965, AM ECON REV, V55, P495 Brooks A., 2000, NONPROFIT MANAGEMENT, V10, P271 *CORP PUBL BROADC, 2002, CPB APPR HIST GrOnbjerg K. A., 1993, UNDERSTANDING NONPRO HANSMANN H, 1986, NONPROFIT ENTERPRISE, P17 *IND SECT, 2001, NEW NONPROFIT ALMANA LAMAY C, 1998, PROFIT NOT PROFIT, P249 Langley M., 1996, WALL STREET J 1106, pA1 Luksetich W. A., 1995, Journal of Cultural Economics, V19, P49, DOI 10.1007/BF01074432 Massarsky C.W., 2002, ENTERPRISING NONPROF PARKHURST C, 1975, UNDERSTANDING ART MU, P68 PINDYCK RS, 1998, EC MODELS EC FORECAS ROSEACKERMAN S, 1987, J POLIT ECON, V95, P810, DOI 10.1086/261487 ROSENTHAL R, 1991, ESSENTIALS BEHAV RES, P129 Segal Lewis, 1998, PROFIT NOT PROFIT CO, P105 TUCKMAN HP, 1992, J POLICY ANAL MANAG, V11, P76, DOI 10.2307/3325133 Zolberg V., 1986, NONPROFIT ENTERPRISE, P184 NR 19 TC 29 Z9 29 U1 0 U2 14 PU SAGE PUBLICATIONS INC PI THOUSAND OAKS PA 2455 TELLER RD, THOUSAND OAKS, CA 91320 USA SN 0899-7640 J9 NONPROF VOLUNT SEC Q JI Nonprofit Volunt. Sect. Q. PD JUN PY 2004 VL 33 IS 2 BP 203 EP 220 DI 10.1177/0899764004263320 PG 18 WC Social Issues SC Social Issues GA 820SB UT WOS:000221408500002 OA Bronze DA 2019-12-02 ER PT J AU Hefetz, A Warner, M AF Hefetz, A Warner, M TI Privatization and its reverse: Explaining the dynamics of the government contracting process SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Article ID PUBLIC MANAGEMENT; PERFORMANCE-MEASUREMENT; MUNICIPAL-GOVERNMENT; LOCAL-GOVERNMENT; UNITED-STATES; SERVICES; MARKET; SECTOR; TRANSPARENCY; REINVENTION AB Empirical evidence shows local government contracting is a dynamic process that includes movements from public delivery to markets and from market contracts back to in-house delivery. This "reverse contracting" reflects the complexity of public service provision in a world where market alternatives are used along with public delivery. We develop a methodology to link responses to national surveys and create a longitudinal data set that captures the dynamics of the contracting process. We present a framework that incorporates principal agent problems, government management, monitoring and citizen concerns, and market structure. Our statistical analysis finds government management, monitoring, and principal agent problems to be most important in explaining both new contracting out and contracting back-in. Professional managers recognize the importance of monitoring and the need for public engagement in the service delivery process. The results support the new public service that argues public managers do more than steer a market process; they balance technical and political concerns to secure public value. C1 Technion Israel Inst Technol, IL-32000 Haifa, Israel. Cornell Univ, Ithaca, NY 14853 USA. RP Hefetz, A (reprint author), Technion Israel Inst Technol, IL-32000 Haifa, Israel. 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E., 2003, MUNICIPAL YB 2003, P30 Welch E, 1999, PUBLIC MANAGEMENT RE, P259 Williamson OE, 1996, CALIF MANAGE REV, V38, P131, DOI 10.2307/41165836 ZEBRE RO, 1999, J POLICY ANAL MANAG, V18, P558 NR 85 TC 242 Z9 244 U1 6 U2 116 PU OXFORD UNIV PRESS PI OXFORD PA GREAT CLARENDON ST, OXFORD OX2 6DP, ENGLAND SN 1053-1858 J9 J PUBL ADM RES THEOR JI J. Publ. Adm. Res. Theory PD APR PY 2004 VL 14 IS 2 BP 171 EP 190 DI 10.1093/jopart/muh012 PG 20 WC Political Science; Public Administration SC Government & Law; Public Administration GA 805KU UT WOS:000220366000002 DA 2019-12-02 ER PT J AU Martin, LL Singh, KK AF Martin, LL Singh, KK TI Using government performance management data to identify new business opportunities: examples from government services outsourcing in the United States SO INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES LA English DT Article AB This article describes how the private sector can utilize government performance management data to identify business opportunities. Governments around the world today are making increased use of outsourcing, performance management and performance budgeting. Utilizing readily available data that can often be accessed via the World Wide Web, private sector businesses can identify current business opportunities in terms of what services governments are outsourcing, in what amounts and at what costs. Additionally, potential future business opportunities can be identified in terms of what services governments are currently providing in-house, at what costs and with what results. Armed with this information, private sector businesses can readily identify markets for their goods and services. C1 Univ Cent Florida, Ctr Community Partnership, Orlando, FL 32816 USA. Columbia Univ, New York, NY USA. RP Martin, LL (reprint author), Univ Cent Florida, Ctr Community Partnership, Orlando, FL 32816 USA. 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PD MAR PY 2004 VL 70 IS 1 BP 65 EP 76 DI 10.1177/0020852304041231 PG 12 WC Public Administration SC Public Administration GA 807NB UT WOS:000220507100005 DA 2019-12-02 ER PT J AU Flier, B Van Den Bosch, FAJ Volberda, HW AF Flier, B Van Den Bosch, FAJ Volberda, HW TI Co-evolution in strategic renewal behaviour of British, Dutch and French financial incumbents: Interaction of environmental selection, institutional effects and managerial intentionality SO JOURNAL OF MANAGEMENT STUDIES LA English DT Article ID ORGANIZATIONAL FORMS; DYNAMIC CAPABILITIES; ABSORPTIVE-CAPACITY; CO-EVOLUTION; PERFORMANCE; MANAGEMENT; FIRM; SERVICES; INDUSTRY; INNOVATION AB How do incumbent firms and environments co-evolve and how are firm-level adaptation and selection at industry level interrelated? Can and do large established organizations renew themselves to adapt to their environment? Three single-lens theories, relating to environmental selection, institutional theory, managerial intentionality, and a co-evolutionary perspective are used to investigate strategic renewal of incumbent firms. We derive propositions and distinguish between three dimensions of strategic renewal and develop metrics to investigate our propositions in a multi-level, multi-country, longitudinal study of the European financial services industry. Our results provide the following insights. From an environmental selection perspective, we found incumbents have a preference for exploitation renewal actions. Country institutional environments appear to explain to what extent incumbents prefer internal and/or external renewal actions. Managerial intentionality seems to explain outlier behaviour and firm-specific frequency and timing of renewal actions. 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Manage. Stud. PD DEC PY 2003 VL 40 IS 8 BP 2163 EP 2187 DI 10.1046/j.1467-6486.2003.00416.x PG 25 WC Business; Management SC Business & Economics GA 749AG UT WOS:000186896000012 DA 2019-12-02 ER PT J AU Brown, TL Potoski, M AF Brown, TL Potoski, M TI Transaction costs and institutional explanations for government service production decisions SO JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY LA English DT Article ID PUBLIC-SERVICE; PRIVATIZATION; ORGANIZATIONS; CAPACITY AB Governments not only choose which services to deliver to citizens, but they also choose how to deliver those services. Governments can produce services themselves or through a variety of external production mechanisms, including contracting with other governments, private firms, and nonprofits. In this article, we apply a transaction cost framework complemented with institutional and market theories to examine governments' service production decisions. 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Theory PD OCT PY 2003 VL 13 IS 4 BP 441 EP 468 DI 10.1093/jopart/mug030 PG 28 WC Political Science; Public Administration SC Government & Law; Public Administration GA 737MH UT WOS:000186236000003 DA 2019-12-02 ER PT J AU Robertson, M Scarbrough, H Swan, J AF Robertson, M Scarbrough, H Swan, J TI Knowledge creation in professional service firms: Institutional effects SO ORGANIZATION STUDIES LA English DT Article DE knowledge creation; consultancy; institutional influences; identity ID SOCIAL IDENTITY; TECHNOLOGY; INNOVATION; ORGANIZATION; FIELDS; WORK AB This article presents an analysis of institutional influences upon knowledge creation within professional service firms, whose main business is the provision of specialized consultancy. Such firms, we argue, provide an important setting for examining such influences because their survival depends on their ability to mobilize and synthesize professional bodies of knowledge. They, therefore, directly confront the constraints that institutionalized professions pose for processes of knowledge creation. By exploring the influence of the institutional context, the article extends earlier work on professional service and knowledge-intensive firms which has tended to adopt a more micro, organizational-level focus on knowledge creation and to neglect both the heterogeneous nature of knowledge and its embeddedness in institutional contexts. A comparative analysis of two firms located in different institutional contexts (science and the law) establishes some of the major mechanisms through which professional institutions influence knowledge-creation processes. Specifically, the analysis highlights three major arenas, related to the processes of knowledge creation within organizations, in which institutional influences are seen to operate. These are: the relative work autonomy of professional groups; the means of knowledge legitimation; and the social identity formation of professional practitioners. While institutional influences were found in these different arenas across both cases, significant differences in knowledge-creating practices were also observed. These include different emphases on experimentation versus interpretation, different forms of personal networking, and significant differences in the relative importance of codifying knowledge in documentary forms. These differences are explained in terms of institutionally embedded means of legitimating knowledge across scientific and legal contexts. In observing institutional influences on micro work practices, however, our study also highlights the role and influence of management. Specifically, in the arena of social identity, managers sought to accommodate professional norms through firm-specific arrangements, which shaped and mobilized a social identity geared toward corporate ends. Management effort thus focused on developing a collective identity, based on elitism, which was used as a means of leveraging individual creativity and expertise as an organizational resource. C1 Univ Warwick, Warwick Business Sch, Coventry CV4 7AL, W Midlands, England. RP Robertson, M (reprint author), Univ Warwick, Warwick Business Sch, Coventry CV4 7AL, W Midlands, England. 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K., 1984, CASE STUDY RES DESIG NR 68 TC 109 Z9 111 U1 2 U2 67 PU SAGE PUBLICATIONS LTD PI LONDON PA 6 BONHILL STREET, LONDON EC2A 4PU, ENGLAND SN 0170-8406 J9 ORGAN STUD PD JUL PY 2003 VL 24 IS 6 BP 831 EP 857 DI 10.1177/0170840603024006002 PG 27 WC Management SC Business & Economics GA 702ZH UT WOS:000184254800002 DA 2019-12-02 ER PT J AU Van Slyke, DM Hammonds, CA AF Van Slyke, DM Hammonds, CA TI The privatization decision - Do public managers make a difference? SO AMERICAN REVIEW OF PUBLIC ADMINISTRATION LA English DT Article DE public management; privatization; agency theory; policy implementation ID AGENCY-THEORY; SERVICE; ORGANIZATION; NEGOTIATION; CITIES AB In this article, the political environment of privatization and its impact on public management are examined in the context of the privatization of a state park in Georgia. The study specifically focuses on the actions of public managers in the privatization formulation and implementation stage. Public management capacity actually increased as a result of privatization. This is an outcome quite different from those reported by public management studies of other privatized services. Applying a principal-agent framework, this study yielded several lessons that may strengthen public managers' capacity to act as "smart buyers" of goods and services and to enforce accountability when managing contractual relationships. This study links theory to practice using a case study that allows a careful examination of the strategic responses of public managers confronted by largely political, as opposed to economic, pressures to privatize an already successful state park. C1 Georgia State Univ, Andrew Young Sch Policy Studies, Atlanta, GA 30303 USA. Georgia Tech, Atlanta, GA USA. RP Van Slyke, DM (reprint author), Georgia State Univ, Andrew Young Sch Policy Studies, Atlanta, GA 30303 USA. 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Innovations sustain the capacity to serve the public interest and to leverage efficiency, accountability and renewal. They embrace a strategy of collaboration across sectors and boundaries to overcome impediments to change and to transform service delivery. Countless spin-offs cascade throughout the Canadian public sector. Many governments benchmark the international scene and adapt innovations to their settings. Respect for situation and reciprocal learning facilitate the transfer of good practice. Lessons learned from ASD experiences across Canada and in countries like Tanzania, Latvia and New Zealand improve the prospects of 'getting service delivery right'. CR *BANN CONS, 2000, LATV MIN AGR FUNCT R Bennis W, 1993, BUREAUCRACY Borins S. 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PD JUN PY 2003 VL 69 IS 2 BP 173 EP 189 DI 10.1177/0020852303069002004 PG 17 WC Public Administration SC Public Administration GA 698VX UT WOS:000184021000004 DA 2019-12-02 ER PT J AU Holliday, I AF Holliday, I TI Building E-government in East and Southeast Asia: Regional rhetoric and national (in)action SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article ID COMMUNICATION; INFORMATION; DEMOCRACY; STATE AB Among many regional policy initiatives taken by states in East and Southeast Asia in the wake of the 1997 financial crisis, one central project launched by the Association of Southeast Asian Nations (ASEAN), and taken up by its dialogue partners in East Asia, was promotion of information and communication technology. While part of ASEAN's 1999-2004 action plan focused on services for business, another part sought to put public sectors online, and to promote electronic government, or e-government. Taking the 16 states and quasi-states of East and Southeast Asia, this article evaluates progress at the action plan's mid-point in January 2002. It begins by defining e-government and reviewing three academic literatures on the information age, developmental states, and Confucian societies. It then describes the major policy initiatives taken by ASEAN and its partner states, and surveys implementation progress through an analysis of government homepages and sites. Its main finding is that e-government activity in East and Southeast Asia is highly diverse, reflecting national strengths and weaknesses rather than regional capacity for policy change. The article argues for increased attention to national implementation strategies. Copyright (C) 2002 John Wiley Sons, Ltd. C1 City Univ Hong Kong, Dept Publ & Social Adm, Kowloon, Hong Kong, Peoples R China. RP Holliday, I (reprint author), City Univ Hong Kong, Dept Publ & Social Adm, Tat Chee Ave, Kowloon, Hong Kong, Peoples R China. 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Dev. PD OCT PY 2002 VL 22 IS 4 BP 323 EP 335 DI 10.1002/pad.239 PG 13 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 610KY UT WOS:000178960300004 DA 2019-12-02 ER PT J AU Everett, S AF Everett, S TI Deregulation, competitive pressures and the emergence of intermodalism SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Article AB Deregulation has dramatically altered the face of Australian industry and associated services throughout the last decade or so. In the transport sector, in particular changes have been significant and deregulation has led to pervasive changes in market structure, to the actual ownership of infrastructure and to a shift in strategic focus from a public utility to one of commercial viability and market orientation. Competitive pressures in the transport sector as a result of deregulation have meant that traditional public sector organisations such as railways and ports have been transformed. A major impact of these developments has been that transport operators, in an endeavour either to maintain or capture market share, have been forced to restructure and refocus and, in the face of growing competition, have been forced to reinvent themselves and move increasingly towards the provision of an integrated intermodal service. Rail operators are now no longer simple linehaul operators in container or bulk freight markets but have become market-focused third-party service providers of a range of integrated functions. C1 Victoria Univ Technol, Intermodal Transport Program, Melbourne, Vic 3000, Australia. RP Everett, S (reprint author), Victoria Univ Technol, Intermodal Transport Program, Melbourne, Vic 3000, Australia. 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PD SEP PY 2002 VL 61 IS 3 BP 19 EP 26 DI 10.1111/1467-8500.00281 PG 8 WC Public Administration SC Public Administration GA 594AX UT WOS:000178027600002 DA 2019-12-02 ER PT J AU Grimshaw, D Vincent, S Willmott, H AF Grimshaw, D Vincent, S Willmott, H TI Going privately: Partnership and outsourcing in UK public services SO PUBLIC ADMINISTRATION LA English DT Article ID MODES; ORGANIZATION; GOVERNANCE; MARKETS; STATE; FORMS AB Public private partnerships provide an important illustration of the way the traditional role of government as employer and service provider is being transformed. While policy-makers argue that the growing role of the private sector is not driven by ideological thinking - that, in fact, both public and private sector organizations can benefit from working together in partnership relations - in practice it is the norms and rules of private sector management that underpin reforms. 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E., 1985, EC I CAPITALISM NR 69 TC 124 Z9 126 U1 2 U2 65 PU BLACKWELL PUBL LTD PI OXFORD PA 108 COWLEY RD, OXFORD OX4 1JF, OXON, ENGLAND SN 0033-3298 J9 PUBLIC ADMIN JI Public Adm. PY 2002 VL 80 IS 3 BP 475 EP 502 DI 10.1111/1467-9299.00314 PG 28 WC Political Science; Public Administration SC Government & Law; Public Administration GA 651DJ UT WOS:000181304900004 DA 2019-12-02 ER PT J AU Conrad, L Sherer, M AF Conrad, L Sherer, M TI Analysis of changes in external accountability and accounting in privatized industries: A case study of British Gas SO PUBLIC ADMINISTRATION LA English DT Article ID PERFORMANCE; INDICATORS; MANAGEMENT AB This study investigates the consequences of regulation for organizational and accounting change in privatized industries by means of a case study of the gas industry, with particular emphasis on issues of accountability and the role of accounting information. The paper extends Stewart and Ranson's (1988) discussion of the distinctive conditions which apply to public and private sector organizations by highlighting an important interim phase in relation to privatized industries, where public service obligations coexist to varying degrees with private sector objectives. The extension of their framework of public and private sector models to include a new 'commercial' model provides the basis for an analytical framework encompassing the three cultures - that is, public service, commercial and competition - which is used to understand organizational change in the gas industry. C1 Univ E Anglia, Sch Management, Norwich NR4 7TJ, Norfolk, England. Univ Essex, Colchester CO4 3SQ, Essex, England. RP Conrad, L (reprint author), Univ E Anglia, Sch Management, Norwich NR4 7TJ, Norfolk, England. 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PY 2001 VL 79 IS 3 BP 511 EP 532 DI 10.1111/1467-9299.00267 PG 22 WC Political Science; Public Administration SC Government & Law; Public Administration GA 482CT UT WOS:000171557800001 DA 2019-12-02 ER PT J AU Wolf, S Just, D Zilberman, D AF Wolf, S Just, D Zilberman, D TI Between data and decisions: the organization of agricultural economic information systems SO RESEARCH POLICY LA English DT Article DE agricultural economics; decision support; information system; information accounting; public sector research and extension; analytic competency AB In the current political economic environment there is pressure to reduce and reorient public agency involvement in agricultural economic research and information services. Efforts to evaluate the effectiveness of public investments and enhance sectoral coherence through exploitation of institutional complementarity are constrained by weak understanding of how economic information is produced, processed and circulated. In this paper, we locate the centers of analytic competence and analyze supply of agricultural economic advisory services through development of an information accounting framework. We focus on the relative contributions of public agencies, commercial firms, collective organizations, and informal networks in order to identify organizational structures and institutional arrangements of coordination in the agricultural economy. The observed division of labor in information systems reflects the heterogeneous distribution and strategic choices of actors with respect to internal analytic competencies. Decision makers in agricultural businesses are heavily dependent on the services of a diverse range of intermediaries who perform information translation and customization functions. These intermediaries rely heavily on largely, but not exclusively, publicly supplied data and information inputs. This strongly linear aspect of agricultural economic information systems is identified as a component subsystem within the larger and more highly interconnected system of innovation. The dominant role of public agencies in economic information systems suggests that they currently perform highly valuable coordinating functions in agriculture. While commercial and collective organizations make important contributions and could be mobilized to assume broader responsibility, there are Likely to be Limitations to substitutability based on the classic (but still fully relevant) problem of private underinvestment in information. (C) 2001 Elsevier Science B.V. All rights reserved. C1 Univ Calif Berkeley, Dept Agr & Resource Econ, Berkeley, CA 94720 USA. Inst Natl Rech Agron, Unite Econ & Sociol Rurales, Toulouse, France. RP Wolf, S (reprint author), Univ Calif Berkeley, Dept Agr & Resource Econ, 207 Giannini Hall, Berkeley, CA 94720 USA. RI Just, David/K-7302-2012 OI Just, David/0000-0002-7471-5178 CR *AAEA, 1997, REP AAEA DAT TASK FO ALLAIRE G, 1999, C EUR RUR SOC SOC LU ALLAIRE G, IN PRESS KNOWLEDGE G Appadurai A., 1986, SOCIAL LIFE THINGS C BOEHLJE M, 1998, PRIVATIZATION TECHNO Bonanno A., 1998, Agriculture and Human Values, V15, P223, DOI 10.1023/A:1007465116189 Bonanno A., 1994, COLUMBUS CONAGRA GLO COHEN WM, 1990, ADMIN SCI QUART, V35, P128, DOI 10.2307/2393553 Evans P., 1995, EMBEDDED AUTONOMY ST FAULKNER W, 1994, KNOWLEDGE FRONTIERS FORAY D, 1998, TRUST EC LEARNING FUGLIE K, 1996, 735 ERSUSDA GOE R, 1986, RURAL SOCIOL, V6, P96 GOODMAN D, 1997, GLOBALIZING AGROFOOD GRANOVETTER M, 1992, SOCIOLOGY EC LIFE Hodgson GM, 1997, CAMB J ECON, V21, P663, DOI 10.1093/oxfordjournals.cje.a013692 JUST RE, 1983, AM J AGR ECON, V65, P872, DOI 10.2307/1240383 LOGSDON G, 1992, AGR HUMAN VALUES SPR, P54 Machlup F., 1962, PRODUCTION DISTRIBUT NOHRIA N, 1992, NETWORKS ORG STRUCTU Roling NG, 1988, EXTENSION SCI INFORM Salin V., 1998, Review of Agricultural Economics, V20, P114, DOI 10.2307/1349537 SAYER A, 1992, NEW SOCIAL EC REWORK Schertz L. P., 1994, FOOD AGR MARKETS QUI SHAPIRO C, 1999, INFORMATION RULES Tanaka K, 1999, SOCIOL RURALIS, V39, P54, DOI 10.1111/1467-9523.00093 WOLF S, 1998, FDN AGR EC INFORMATI Wolf SA, 1997, RURAL SOCIOL, V62, P180, DOI 10.1111/j.1549-0831.1997.tb00650.x Wolf Steven A., 1998, PRIVATIZATION INFORM NR 29 TC 27 Z9 27 U1 2 U2 16 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0048-7333 J9 RES POLICY JI Res. Policy PD JAN PY 2001 VL 30 IS 1 BP 121 EP 141 DI 10.1016/S0048-7333(99)00096-7 PG 21 WC Management SC Business & Economics GA 377PC UT WOS:000165521100007 DA 2019-12-02 ER PT J AU Fairbrother, P O'Brien, J AF Fairbrother, P O'Brien, J TI Introduction: Changing public sector industrial relations in the Australian state SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Editorial Material ID SERVICE AB During the last two decades, governments have restructured their public services. Public administration has been largely replaced by public management reflecting a more market oriented approach. In line with this pattern of change, the Australia public services at both state and Commonwealth levels, since the early 1980s, have undergone significant change. The aim of this symposium is to explore the dimensions, detail and impact of these developments, tracing the implications of public service reorganisation and operations for public sector industrial relations. The contributions therefore focus oil government policies, management and industrial relations and implications for collective organisation and action. Changes in five states and one territory are considered as well as those at the Commonwealth level. C1 Univ Cardiff, Sch Social Sci, Cardiff, S Glam, Wales. Univ New S Wales, Sch Ind Relat & Org Behav, Kensington, NSW 2033, Australia. 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Public Adm. PD DEC PY 2000 VL 59 IS 4 BP 54 EP 58 DI 10.1111/1467-8500.00181 PG 5 WC Public Administration SC Public Administration GA 383HB UT WOS:000165876100008 DA 2019-12-02 ER PT J AU Lievens, A Moenaert, RK AF Lievens, A Moenaert, RK TI Project team communication in financial service innovation SO JOURNAL OF MANAGEMENT STUDIES LA English DT Review ID R-AND-D; TECHNOLOGICAL INNOVATION; MARKETING PRACTICES; MODEL; INFORMATION; SUCCESS; INDUSTRIAL; FAILURE; CONTINGENCY; PERFORMANCE AB We examine the role of communication during the innovation process of new financial services from an information processing perspective. A contingency framework is developed on the role of communication and its impact on new financial services success. In order to assess the unique nature of the services context of this study, this framework also depicts the moderating impact of the specific services characteristics (intangibility, inseparability, heterogeneity and perishability) on project communication during the innovation process. Project team communication is conceptualized by three types of communication: (1) intra-project communication, (2) extra-project communication involving (i) organizational liaisons, which refer to the transfer of intra-organizational communication by project members and (ii) gatekeepers of information, which refer to the transfer of extra-organizational information by customer-contact personnel. The relationship between project team communication and the reduction of innovative uncertainty on new financial service success is examined. Our contingency model implies that managers have to recognize the critical communication roles that project members and frontline employees may fulfill. 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L., 1978, ACAD MANAGE REV, V3, P613, DOI DOI 10.2307/257550 TUSHMAN ML, 1980, MANAGE SCI, V26, P1071, DOI 10.1287/mnsc.26.11.1071 TUSHMAN ML, 1979, ACAD MANAGE J, V22, P482, DOI 10.2307/255739 TUSHMAN ML, 1979, ADMIN SCI QUART, V24, P82, DOI 10.2307/2989877 TUSHMAN ML, 1977, ADMIN SCI QUART, V22, P587, DOI 10.2307/2392402 TUSHMAN ML, 1979, SLOAN MANAGEMENT WIN, P37 Tushman ML, 1980, MANAGE SCI, V15, P91 Van de Ven A.H., 1980, MEASURING ASSESSING WEICK KE, 1969, SOCIAL PSYCHOL ORG WILDAVSKY A, 1983, J MANAGE STUD, V20, P29, DOI 10.1111/j.1467-6486.1983.tb00196.x ZALTMAN G, 1973, INNOVATIONS ORG ZEITHAML VA, 1985, J MARKETING, V49, P33, DOI 10.2307/1251563 ZEITHAML VA, 1988, J MARKETING, V52, P35, DOI 10.2307/1251263 NR 144 TC 44 Z9 45 U1 1 U2 44 PU BLACKWELL PUBL LTD PI OXFORD PA 108 COWLEY RD, OXFORD OX4 1JF, OXON, ENGLAND SN 0022-2380 J9 J MANAGE STUD JI J. Manage. Stud. PD JUL PY 2000 VL 37 IS 5 BP 733 EP 766 DI 10.1111/1467-6486.00201 PG 34 WC Business; Management SC Business & Economics GA 377BP UT WOS:000165492300006 DA 2019-12-02 ER PT J AU Boase, JP AF Boase, JP TI Beyond government? The appeal of public-private partnerships SO CANADIAN PUBLIC ADMINISTRATION-ADMINISTRATION PUBLIQUE DU CANADA LA English DT Article AB For the most part, the considerable literature devoted to new public management and its subset, alternative service delivery, is enthusiastic about this dramatic shift in the role of government. The metaphor of governments steering and the private sector rowing is an appealing one that has captured the imagination of many public officials and private-sector actors. Literature addressing this phenomenon tends to focus on defining the characteristics of various forms of government/private-sector partnerships rather than on assessing the implications and results of actual examples. This paper attempts to complement the existing literature by examining six cases of public-private partnerships, of both high and low profile - the Confederation Bridge; the Charleswood Bridge; CANARIE; RCMP/Disney; Highway 407; and Chrysler/University of Windsor. The higher profile (and more costly) ventures have placed heavy emphasis on confidentiality, which raises concerns about traditional public-sector values such as accountability, democracy and neutrality. The conclusions of the article are mixed, but at the very least, they suggest the need for caution, vigilance and scepticism. C1 Univ Windsor, Dept Polit Sci, Windsor, ON N9B 3P4, Canada. CR ABRAHAM C, 1996, CALGARY HERALD 0629, pC4 AUCOIN P, 1996, NEW PUBLIC MANAGEMEN, P184 BLAKE J, COMMUNICATION BORINS S, 1994, GOVT TRANSITION NEW *CAN ENV ASS BOARD, 1990, PAN REP NORTH STRAIT *CAN TREAS BOARD S, 1995, STRETCH TAX DOLL, P17 CRANE D, 1998, TORONTO STAR 0315, pD2 FORD R, 1997, ALTERNATIVE SERVICE, P6 FRISE P, 1996, DESIGN ENG PROFESSIO, P12 Haggard S, 1994, J DEMOCR, V5, P5 KERNAGHAN K, 1992, PUBLIC SECTOR MANAGE, V3, P16 LANGFORD J, 1997, S PUBL SECT ETH OECD, P12 LARKIN B, 1996, PUBLIC PRIVATE REV, V3, P1 MARCH JG, 1983, AM POLIT SCI REV, V77, P281, DOI 10.2307/1958916 MASSE M, 1993, OPTIMUM J PUBLIC SEC, V24, P54 *ONT OFF AUD GEN, 1996, ONT OFF AUD GEN REP, P3 Osborne D., 1992, REINVENTING GOVT ENT PHILLIPS SD, 1991, CARLETON PUBLIC POLI, V13, P183 RESTIVO K, 1996, COMMUNICATION NOV RODAL A, 1993, OPTIMUM J PUBLIC SEC, V24, P19 SAVOIE DJ, 1995, CAN PUBLIC ADMIN, V38, P112, DOI 10.1111/j.1754-7121.1995.tb01132.x SAVOIE DJ, 1993, OPTIMUM J PUBLIC SEC, V24, P12 SRINIVASAN B, 1996, ID MAGAZINE, V6, P14 1997, GLOBE MAIL 0606, pB2 1998, GLOBE MAIL 0305, pA4 NR 25 TC 33 Z9 33 U1 0 U2 24 PU INST PUBLIC ADMINISTRATION CANADA PI TORONTO PA REVUE DE L INST ADMINSTRATION PUBLIQUE DU CANADA, 1075 RUE BAY ST, STE 401, TORONTO, ONTARIO M5S 2B1, CANADA SN 0008-4840 J9 CAN PUBLIC ADMIN JI Can. Public Adm.-Adm. Publique Can. PD SPR PY 2000 VL 43 IS 1 BP 75 EP 92 DI 10.1111/j.1754-7121.2000.tb01561.x PG 18 WC Public Administration SC Public Administration GA 406BW UT WOS:000167195900004 DA 2019-12-02 ER PT J AU Wolfson, J Frisken, F AF Wolfson, J Frisken, F TI Local response to the global challenge: Comparing local economic development policies in a regional context SO JOURNAL OF URBAN AFFAIRS LA English DT Article AB This article reports on a study that examined and compared the responses of six Greater Toronto Area (GTA) municipalities (two central, four suburban) to the challenges of global economic change. The study was carried out in a context characterized by the transfer to municipal governments of both administrative and financial responsibilities for local services by the government of the Province of Ontario. It found a strong tendency for the municipalities to compete with each other for economic advantage, despite efforts to convince them of the need for a cooperative region-wide approach. Suburban governments relied principally on strategies to draw businesses away from the core, and this type of activity seemed likely to increase because of the municipalities' increased dependence on local property tares. Nonetheless, study findings suggested several ways in which regional organizations or senior governments might help to strengthen regional economies without expecting municipal governments to surrender control over economic development policy. C1 York Univ, E York, ON M4G 2C9, Canada. RP Frisken, F (reprint author), York Univ, 56 Parkhurst Blvd, E York, ON M4G 2C9, Canada. CR ANDERSON B, 1995, SUMMARY MUNICIPAL EC BARBER J, 1997, GLOBEL MAIL 0115 BARNES WR, 1998, NEW REGIONAL EC US C Bingham RD, 1993, THEORIES EC DEV PERS BLAKELY EJ, 1994, PLANNING LOCAL EC DE CAMPBELL K, 1998, GTA FOR BUILD NEW EC DODGE WR, 1996, REGIONAL EXCELLENCE DOWNS A, 1994, NEW VISIONS METROPOL Friedmann J., 1982, INT J URBAN REGIONAL, V6, P309, DOI DOI 10.1111/J.1468-2427.1982.TB00384.X Frisken F, 1997, GOVERNANCE SOCIAL WE Graham Katherine A., 1998, URBAN GOVERNANCE CAN *GTA TASK FORC, 1996, REP GREAT TOR AR TAS ISIN E, 1999, 21 YORK U URB STUD P Jacobs J, 1984, CITIES WEALTH NATION KEATING M, 1993, URBAN AFF REV, V28, P373, DOI 10.1177/004208169302800302 Kresl Peter Karl, 1992, URBAN EC REGIONAL TR Mayer M., 1994, POSTFORDISM READER, P316 *MUN METR TOR, 1994, AG 7 URB CENTR EC ST *MUN METR TOR PLAN, 1996, METR FACTS EMPL METR *ONT MIN MUN AFF H, 1996, BACKGR ORFIELD M, 1997, METROPOLITICS REGION Peirce Neal R., 1993, CITISTATES URBAN AM Peterson P. E., 1995, PRICE FEDERALISM Progressive Conservative Party of Ontario, 1994, COMM SENS REV *ROYAL BANK CAN EC, 1995, OUTL METR TOR Rusk D., 1999, INSIDE GAME OUTSIDE RUSK D, 1996, CITIES SUBURBS RUSK J, 1998, GLOBE MAIL 0206 Sassen S., 1994, CITIES WORLD EC Sassen S., 1991, GLOBAL CITY NEW YORK Sharpe Laurence James, 1995, GOVT WORLD CITIES FU, P11 SLACK E, 1995, IS EC CRISIS GTA COR SPEARS J, 1997, TORONTO STAR 0806 SPEARS J, 1998, TORONTO STAR 1001 *STAT CAN, 1997, 1996 CENS CAN *STAT CAN, 1997, NAT OV POP DWELL COU Stoker G, 1995, THEORIES URBAN POLIT, P54 TODD C, 1996, CITY LIVES CITY FORM, P173 VOITH R, 1992, BUSINESS REV SEP, P21 1998, TORNOTO STAR 0911 1997, GLOBE MAIL 0121 NR 41 TC 23 Z9 24 U1 0 U2 5 PU BLACKWELL PUBLISHERS PI MALDEN PA 350 MAIN STREET, STE 6, MALDEN, MA 02148 USA SN 0735-2166 J9 J URBAN AFF JI J. Urban Aff. PY 2000 VL 22 IS 4 BP 361 EP 384 DI 10.1111/0735-2166.00062 PG 24 WC Urban Studies SC Urban Studies GA 379JK UT WOS:000165638800001 DA 2019-12-02 ER PT J AU Considine, M AF Considine, M TI Contract regimes and reflexive governance: Comparing employment service reforms in the United Kingdom, the Netherlands, New Zealand and Australia SO PUBLIC ADMINISTRATION LA English DT Article AB Contemporary debates concerning the nature of 'new governance' typically focus upon the shifting roles played by bureaucracies, networks and markets in the provision of public services (Kooiman 1993; Ormsby 1988). At the core of these recent changes we find a strong interest in having private agents deliver public services. Sometimes this is expressed as privatization and in other cases a 'mixed economy' of public and private participation may be devised (Williamson 1975; Moe 1984). In this study a number of central elements of neo-liberal public management are brought together in a single focus upon the 'contract regime' in order to examine the extent to which single initiatives might combine to produce a recognizable system of governance. Such an institutional form may then be more carefully specified and its impact compared in different governmental systems. Using a four-country comparison of employment service reform the study shows that distinctions based upon degree of privatization do not adequately explain regime types whereas distinctions based upon 'compliance-centred' or 'client-centred' forms of contracting are more powerful. The type of reflexive interaction between different elements or levels of contracting also explains country differences. C1 Univ Melbourne, Dept Polit Sci, Parkville, Vic 3052, Australia. RP Considine, M (reprint author), Univ Melbourne, Dept Polit Sci, Parkville, Vic 3052, Australia. CR *ABR VOORZ, 1996, EMPL SERV CHOOS FUT ALFORD J, 1994, CONTRACT STATE BARNEY JB, 1986, ORG EC Beck U., 1992, RISK SOC NEW MODERNI Boston J., 1991, RESHAPING STATE NZ B Christiansen PM, 1998, GOVERNANCE, V11, P273, DOI 10.1111/0952-1895.00072 Ciborra C. U., 1996, TEAMS MARKETS SYSTEM Considine M., 1996, LABOUR IND, V7, P1 Considine M., 1997, MANAGERIALISM GREAT *DFEE, 1996, REV EFF MEAS ONE YEA, P2 Esping-Andersen G., 1990, 3 WORLDS WELFARE CAP GARDENER MR, 1970, NATURE, V228, P5273 Government of Australia, 1994, WORK NAT POL PROGR Hemerijck A., 1997, DUTCH MIRACLE JOB GR KEULEN T, 1997, INTERVIEW SEP KOOLMAN J, 1993, MODERN GOVERNANCE NE Krasner S. D, 1983, INT REGIMES Legrand J, 1993, QUASIMARKETS SOCIAL MOE TM, 1984, AM J POLIT SCI, V28, P739, DOI 10.2307/2110997 ORMSBY MJ, 1998, GOVERNANCE, V11, P3 PORTILLO M, 1993, HOUS COMM DEB, P340 REIMSLAG WMA, 1997, C PUBL EMPL SERV GEN Smith Steve R., 1993, NONPROFITS HIRE WELF STEIN RM, 1990, AM J POLIT SCI, V34, P471, DOI 10.2307/2111458 VANSTONE A, 1997, REFORMING EMPLOYMENT Walsh Kieron, 1995, PUBLIC SERVICES MARK Wettenhall R., 1997, MANAGERIALISM GREAT Williamson O.E., 1975, MARKETS HIERARCHIES NR 28 TC 13 Z9 13 U1 0 U2 7 PU BLACKWELL PUBL LTD PI OXFORD PA 108 COWLEY RD, OXFORD OX4 1JF, OXON, ENGLAND SN 0033-3298 J9 PUBLIC ADMIN JI Public Adm. PY 2000 VL 78 IS 3 BP 613 EP 638 DI 10.1111/1467-9299.00221 PG 26 WC Political Science; Public Administration SC Government & Law; Public Administration GA 370NX UT WOS:000165130100007 DA 2019-12-02 ER PT J AU Blore, I AF Blore, I TI Poor people, poor services: the future of urban services as seen through 50 years of debate in Public Administration and Development and its predecessors SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article; Proceedings Paper CT Public Administration and Development Jubilee Conference CY APR 12-14, 1999 CL OXFORD, ENGLAND AB The future for people lies increasingly in and around cities. Government actions within cities, including those assisted by aid efforts, have tended to concentrate on a few key services. Those services have been remarkably similar over time, consisting of public health services, public transport, sanitation, solid waste management and water supply. The provision of those services, and the needs for government intervention, has been historically justified on grounds of economic development, environmental sustainability or social equity. This article addresses the hypothesis that the core concerns of providing a better environment have changed little over 50 years (nor indeed since the great influenza epidemic that struck India and Britain in the late 1840s). The question it poses is whether those concerns will change much over the next 50 years. The magnitude will be greater; by 2050 it is likely that three out of four people will live in or near cities. Priorities, technologies and management methods appear to have undergone great changes. The language of urban or environmental management has also changed. How important have been those changes? How new are the current concerns with the new public management, private financing of public services, public-private partnerships, service inclusion and targeting the poor, or participatory development? The article highlights the need to view current means to manage the environments of essentially poor people in the context of the ends and purpose of such management. It reviews articles in PAD and other writings to examine the interplay between ends and means in the past. This may help predict likely future directions, not perhaps over the next 50, but possibly over the next 10 years. Copyright (C) 1999 John Wiley & Sons, Ltd. C1 Univ Birmingham, Sch Publ Policy, Birmingham B15 2TT, W Midlands, England. RP Blore, I (reprint author), Univ Birmingham, Sch Publ Policy, Birmingham B15 2TT, W Midlands, England. RI Kuang, Jinyi/L-8488-2017 NR 0 TC 4 Z9 4 U1 0 U2 11 PU JOHN WILEY & SONS LTD PI W SUSSEX PA BAFFINS LANE CHICHESTER, W SUSSEX PO19 1UD, ENGLAND SN 0271-2075 J9 PUBLIC ADMIN DEVELOP JI Public Adm. Dev. PD DEC PY 1999 VL 19 IS 5 BP 453 EP 465 DI 10.1002/(SICI)1099-162X(199912)19:5<453::AID-PAD94>3.0.CO;2-8 PG 13 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 283EW UT WOS:000085264000004 DA 2019-12-02 ER PT J AU Bremen, J AF Bremen, J TI The tender trap - Tendering for public sector work SO AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION LA English DT Editorial Material AB With the government's current focus on a managerial approach to resource management there are many opportunities for private sector businesses to obtain contracts for the provision of public services, While government work may appear attractive and lucrative, there are new issues that have arisen as a result of this trend that bath tenderers and administrators need to be wary of: This article will examine two of these issues and suggest some ways in which these risks may be minimised. C1 Griffith Univ, Sch Law, Nathan, Qld 4111, Australia. RP Bremen, J (reprint author), Griffith Univ, Sch Law, Nathan, Qld 4111, Australia. CR BRIDGE M, 1984, CANADIAN BUSINESS LA, V9 Finn P.D., 1987, ESSAYS CONTRACT REITER B, 1983, VALPARASIO UL REV, V17 TENCELIN A, 1984, CANADIAN BUSINESS LA, V9 NR 4 TC 0 Z9 0 U1 0 U2 0 PU BLACKWELL PUBL LTD PI OXFORD PA 108 COWLEY RD, OXFORD OX4 1JF, OXON, ENGLAND SN 0313-6647 J9 AUST J PUBL ADMIN JI Aust. J. Public Adm. PD SEP PY 1999 VL 58 IS 3 BP 109 EP 112 DI 10.1111/1467-8500.00116 PG 4 WC Public Administration SC Public Administration GA 242JW UT WOS:000082938200017 DA 2019-12-02 ER PT J AU Jackson, P AF Jackson, P TI New roles of government in supporting manufacturing: the capabilities of support agencies in Ghana and Zimbabwe SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article AB This study examines the roles and capabilities of executive agencies in providing support services to manufacturing in Ghana and Zimbabwe. It asserts that the new roles of government during and after adjustment have not been clearly defined and are in fact more complex than running state-owned productive enterprises. The basic shift is said to be from direct provision of goods and services to the provision of an enabling environment through support in areas such as training, information, finance, export and investment promotion and technology. Economic development is stimulated when there is a harmonious relationship between entrepreneurs and their institutional environment, much of which is provided by the state. This article concentrates upon the role of meso-level agencies in changing incentives faced by entrepreneurs and shifting them out of unproductive activity and into productive entrepreneurship, and outlines some of the preliminary results from related research. There are several factors which influence the capabilities of agencies providing these services. Essentially they may be divided into internal and external factors. This allows the analysis to consider not only budgeting and incentive systems but also the impact of external pressures experienced by any given agency. Copyright (C) 1999 John Wiley & Sons, Ltd. C1 Univ Birmingham, Sch Publ Policy, Birmingham B15 2TT, W Midlands, England. RP Jackson, P (reprint author), Univ Birmingham, Sch Publ Policy, Birmingham B15 2TT, W Midlands, England. CR BATLEY R, 1995, UNPUB ASSESSMENT CAP BATLEY R, 1997, 23 U BIRM BAUMOL WJ, 1990, J POLITICAL EC, V98, P100 EDGCOMBE E, 1991, I GUIDE ENTERPRISE D EVANS P, 1992, POLITICS EC ADJUSTME, P172 Gerschenkron A, 1962, EC BACKWARDNESS HIST GRANOVETTER M, 1992, SOCIOLOGY MODERN LIF Grindle MS, 1995, PUBLIC ADMIN DEVELOP, V15, P441, DOI 10.1002/pad.4230150502 Hogan P., 1991, ROLE SUPPORT SERVICE Humphrey J., 1996, 355 IDS Messner Dirk, 1997, NETWORK SOC EC DEV I *PRIV ENT FDN, 1995, PROM PRIV SECT EC AC RUDDELL R, 1990, MANUFACTURING AFRICA Steel D., 1994, SMALL ENTERPRISE DEV, V5, P4 Van Dijk M., 1990, IND 3 WORLD NEED ALT NR 15 TC 4 Z9 4 U1 0 U2 0 PU JOHN WILEY & SONS LTD PI W SUSSEX PA BAFFINS LANE CHICHESTER, W SUSSEX PO19 1UD, ENGLAND SN 0271-2075 J9 PUBLIC ADMIN DEVELOP JI Public Adm. Dev. PD AUG PY 1999 VL 19 IS 3 BP 281 EP 298 PG 18 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 225YR UT WOS:000081994000004 DA 2019-12-02 ER PT J AU Bessant, J AF Bessant, J TI The rise and fall of 'Supernet': a case study of technology transfer policy for smaller firms SO RESEARCH POLICY LA English DT Article DE technology transfer policy; small-sized enterprises; medium-sized enterprises; Supernet AB A dominant theme in innovation policy throughout the world has been the support of small- and medium-sized enterprises (SMEs). Although policy-making has been evolving away from simplistic and 'universal' measures addressing all SMEs towards more targeted approaches, there is still a lack of knowledge about the nature and extent of SME support needs and the mechanisms for delivering it effectively. The result is that the policy environment is characterised by a wide range of experimentation; this paper reports on one such experiment-Supernet-aimed at improving the access of SMEs to major centres of technological excellence in the UK. During its two and a half years of operation Supernet largely succeeded in establishing a mechanism through which SMEs could access the extensive technology base of the UK. Its limitations were less in execution (indeed, overall management of the operation was generally well-regarded) than in positioning. As a stand-alone venture it was probably too specialised a service for the needs of many SMEs (although valuable for a few) but as part of a broad spectrum of innovation support it filled an important niche, complementing other, more locally oriented types of provision, particularly those being developed by the 'Business Links' network. The paper reviews the history of Supernet and explores some of the issues that its implementation raises for innovation policy. In particular, it argues that there is a need for some form of managed network enabling access for SMEs to the technology infrastructure within a national system of innovation. It concludes with some thoughts on the design and operation of such a network based on lessons offered by the Supernet experience. (C) 1999 Elsevier Science B.V. All rights reserved. C1 Univ Brighton, Ctr Res Innovat Management, Brighton BN2 4AT, E Sussex, England. RP Bessant, J (reprint author), Univ Brighton, Ctr Res Innovat Management, Brighton BN2 4AT, E Sussex, England. CR BESSANT J, 1995, RES POLICY, V24, P97, DOI 10.1016/0048-7333(93)00751-E BESSANT J, 1998, INNOVATION SERVICE B BESSANT J, 1997, GOVT SUPPORT INNOVAT CARLSSON B, 1993, TECHNOLOGY WEALTH NA, P77 CARNEY M, 1997, J INNOVATION MANAGEM, V1, P151 *DAN TECHN I, 1991, NETW COOP ACH SME CO Dodgson M., 1996, EFFECTIVE INNOVATION Hoffman K, 1998, TECHNOVATION, V18, P39, DOI 10.1016/S0166-4972(97)00102-8 NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61, DOI 10.1002/smj.4250121006 NORTHCOTT J, 1986, PROMOTING INNOVATION Oakey R. P., 1991, INT SMALL BUS J, V9, P30 *OECD, 1993, SMALL MED SIZ ENT TE PAVITT K, 1984, RES POLICY, V13, P343, DOI 10.1016/0048-7333(84)90018-0 Piore M., 1982, 2 IND DIVIDE ROTHSTEIN J, 1992, HASTINGS CENT REP, V22, P3 Rothwell R., 1993, International Journal of Technology Management, P8 Rothwell R., 1981, IND INNOVATION PUBLI RUSH H, 1996, WISSENSCHAFTS MANAGE, V2, P251 Rush H., 1996, TECHNOLOGY I STRATEG SCHMITZ H, 1997, 50 U SUSS I DEV STUD SEMLINGER K, 1995, EUROPES NEXT STEP OR SKAUG E, 1992, GECHNOLOGY TRANSFER Storey DJ, 1994, UNDERSTANDING SMALL VICKERY G, 1989, GOVT POLICIES DIFFUS NR 24 TC 25 Z9 25 U1 1 U2 21 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0048-7333 J9 RES POLICY JI Res. Policy PD AUG PY 1999 VL 28 IS 6 BP 601 EP 614 DI 10.1016/S0048-7333(99)00002-5 PG 14 WC Management SC Business & Economics GA 229GK UT WOS:000082185000003 DA 2019-12-02 ER PT J AU Brereton, M Temple, M AF Brereton, M Temple, M TI The new public service ethos: An ethical environment for governance SO PUBLIC ADMINISTRATION LA English DT Article ID LOCAL ECONOMIC-DEVELOPMENT; HEALTH-SERVICE; GOVERNMENT; MANAGEMENT; SECTOR; STATE AB This article examines the concept of a public sector ethos as it is manifested at regional level. It argues that the increased interaction of the public and private sectors in recent years, exemplified by the growth of quangos and programmes such as the Private Finance Initiative (PFI) and Single Regeneration Budget (SRB), has had a more complex effect than is usually acknowledged and that while the demands of the market have clearly imposed strains on the conventional view of the public sector, the increasing involvement of private sector organizations in public projects has also had a reciprocal effect on private sector companies. It is further suggested that there is, in consequence of this interaction, a new emerging ethos of public service which more accurately reflects organizational behaviour than the (largely misperceived) public sector ethos which it is replacing. This synthesis of public and private ethics, manifest in both the public and the private organizations engaged in the new 'governance' of the UK, reflects a fundamental shift from a concern with process to a concern with outputs, and offers an insight of general importance into the way in which New Public Management impacts upon the delivery of public services.(1) C1 Staffordshire Univ, Stoke On Trent ST4 2DE, Staffs, England. RP Brereton, M (reprint author), Staffordshire Univ, Stoke On Trent ST4 2DE, Staffs, England. 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PY 1999 VL 77 IS 3 BP 455 EP 474 DI 10.1111/1467-9299.00163 PG 20 WC Political Science; Public Administration SC Government & Law; Public Administration GA 255HZ UT WOS:000083664600001 DA 2019-12-02 ER PT J AU Girishankar, N AF Girishankar, N TI Unanswered questions in service provision for modernizing states SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article AB In 'Innovations in the provision of public goods and services' (Pinto, R. (1998). Public Administration and Development, 18(4): 387-397), Pinto contributes to the ongoing policy debate on service provision in two important ways. First, he points out that service provision reform is a complex, evolutionary process that is at once political and economic. Second, he argues that public management and administration, rather than becoming obsolete, will have to become more naunced and refined as governments increasingly allow private sector and citizen participation in the delivery of services. Both these propositions could be further developed by acknowledging the ongoing redefinition of what makes services 'public'. Governments in developing countries will successfully redefine the 'public' character of services only when they resolve the enduring trade-offs between efficient delivery and distributive justice, between the roles of citizen and consumer. (C) 1998 John Wiley & Sons, Ltd. C1 World Bank, Operat Evaluat Dept, Washington, DC 20433 USA. RP Girishankar, N (reprint author), World Bank, Operat Evaluat Dept, 1818 H St NW, Washington, DC 20433 USA. CR BOYTE HC, 1995, NEW DEMOCRAT, V7, P18 Kelsey J., 1997, NZ EXPT WORLD MODEL, P359 Levy B., 1996, REGULATIONS I COMMIT *NCCR, 1998, NAT SPECT CIV DIS WE North D.C., 1990, I I CHANGE EC PERFOR OECD, 1995, GOV TRANS PUBL MAN R *OED, 1998, ALB COUNTR ASS REV Pinto RF, 1998, PUBLIC ADMIN DEVELOP, V18, P387, DOI 10.1002/(SICI)1099-162X(1998100)18:4<387::AID-PAD30>3.3.CO;2-S Ravitch D, 1996, BROOKINGS REV, V14, P6 Scott G, 1996, GOVT REFORM NZ NR 10 TC 1 Z9 1 U1 0 U2 0 PU JOHN WILEY & SONS LTD PI W SUSSEX PA BAFFINS LANE CHICHESTER, W SUSSEX PO19 1UD, ENGLAND SN 0271-2075 J9 PUBLIC ADMIN DEVELOP JI Public Adm. Dev. PD DEC PY 1998 VL 18 IS 5 BP 495 EP 498 PG 4 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 156ZR UT WOS:000078033800006 DA 2019-12-02 ER PT J AU Pinto, RF AF Pinto, RF TI Innovations in the provision of public goods and services SO PUBLIC ADMINISTRATION AND DEVELOPMENT LA English DT Article AB Current efforts at administrative reform in both developed and developing countries have invariably focused on the critical issue of provision of public goods and services. The accumulated experience and attendant innovations are therefore vast. Few attempts have been made to pull this experience together and draw salient features which might be of use to newcomers to the task of improving provision of public goods and services. This article draws on a panel of experts and government officials convened by the author who have reflected and/ or experimented with innovative approaches to public good and service provision. After discussing the role of the state, market and civil society relative to public goods and services, the article lays out a set of basic institutional options for innovations in provision. The article concludes with some strategic considerations on the sequencing of steps to achieve successful market-based innovations in the provision of public goods and services in the context of the minimalist and the strong but restrained state. (C) 1998 John Wiley & Sons, Ltd. C1 World Bank, Washington, DC 20433 USA. RP Pinto, RF (reprint author), World Bank, 1818 H St NW, Washington, DC 20433 USA. CR ADWAN Y, PUBLIC ENTERPRISES J BORA PM, REFORMING INDIAN PUB BRANDSTETTER A, REENGINGEERING PUBLI CURWEN P, READER PUBLIC POLICY DONG L, INT I ASIAN STUDIES DUFAU J, DELEGATION CONTRACTU GAHZARYAN A, PRIVATE PROVISION PU HALGESTEIN GH, CTR POLICY MANAGEMEN HILTON R, I ANAL URBAN SERVICE IORGOVAN A, JUGE COUR CONSTITUTI IVANOV D, COMP ANAL PUBLIC SER LACEY R, CONSUMER SATISFACTIO NWANKWO S, PRIVATIZATION GAME R RICHARDSON S, STRATEGIC ISSUES HIG SAXENA PK, MARKET TREATMENT APP NR 15 TC 7 Z9 7 U1 0 U2 0 PU JOHN WILEY & SONS LTD PI W SUSSEX PA BAFFINS LANE CHICHESTER, W SUSSEX PO19 1UD, ENGLAND SN 0271-2075 J9 PUBLIC ADMIN DEVELOP JI Public Adm. Dev. PD OCT PY 1998 VL 18 IS 4 BP 387 EP 397 DI 10.1002/(SICI)1099-162X(1998100)18:4<387::AID-PAD30>3.3.CO;2-S PG 11 WC Development Studies; Public Administration SC Development Studies; Public Administration GA 135WV UT WOS:000076826400007 DA 2019-12-02 ER