The New Public Governance?: Emerging Perspectives on the Theory and Practice of Public Governance

FRONT COVER
......Page 1
TITLE PAGE
......Page 4
COPYRIGHT
......Page 5
DEDICATION......Page 6
CONTENTS......Page 8
TABLES......Page 11
FIGURES......Page 12
CONTRIBUTORS......Page 14
Introduction......Page 18
Public Administration......Page 19
New Public Management (NPM)......Page 20
The state of the art......Page 22
The New Public Governance (NPG)......Page 23
Notes......Page 29
References......Page 30
Part I THEORETICAL PERSPECTIVES ON PUBLIC GOVERNANCE......Page 34
Governance and globalization......Page 36
The shaping of global governance......Page 38
Global governance as a multi-actor perspective......Page 41
The limits to global governance......Page 44
Conclusion......Page 48
References......Page 49
3. META-GOVERNANCE AND PUBLIC MANAGEMENT......Page 53
What is meta-governance?......Page 54
Reforms: toward the decentered state......Page 55
The need for meta-governance......Page 57
Participation......Page 58
Accountability......Page 59
Meta-governance strategies: when should we meta-govern?......Page 60
Performance management......Page 61
Budgets, personnel and the golden thread......Page 62
Soft law......Page 63
Trust and values......Page 64
Summary......Page 65
References......Page 66
Innovations in governance as an emerging research domain......Page 69
Contracting with community groups for child protection services......Page 74
Private partnerships to support New York City’s parks......Page 76
Congestion charging in London......Page 77
Elder care in Singapore......Page 78
Preliminary considerations......Page 79
Are innovations in governance really innovations?......Page 80
Bursting the boundary of organizations/creating network-based production systems......Page 81
Tapping new pools of financing, material resources and human energy......Page 82
Exploiting government’s capacity to convene, exhort, and redefine private rights and responsibilitie......Page 83
Redistributing the right to define and judge the value of what is being produced......Page 84
Conclusion: innovations in governance as a challenge to innovation theory......Page 85
Notes......Page 86
References......Page 87
1. Introduction......Page 89
2. Interactive governance......Page 90
Systems......Page 91
4. Governability and the system-to-be-governed (SG)......Page 93
Commodity chains as an example of conceptualizing SG......Page 94
5. Governability and the governing system (GS)......Page 95
Governability and subsystems of GS......Page 96
Governability and attributes of SG......Page 97
6. Governability and governance interactions (GI)......Page 98
Systems of GI......Page 100
References......Page 101
Standard meanings of governance......Page 104
Government and governance......Page 106
Rhodes (1996) and Bevir and Rhodes (2003)......Page 107
Corporate governance......Page 110
Governance as the new public management (NPM)......Page 111
Governance, networks and markets......Page 114
A search for meanings......Page 118
References......Page 119
7. WHAT ENDURES? PUBLIC GOVERNANCE AND THE CYCLE OF REFORM......Page 122
“The new”: old and new......Page 123
New problems......Page 124
A solution: public administration......Page 125
The “New (Public) Governance”......Page 126
New governance in Europe......Page 127
New governance in America......Page 128
The stories compared......Page 129
The problem of evidence......Page 130
The problem of theory......Page 131
The new skepticism......Page 134
New (Public) Governance: a new paradigm?......Page 135
Notes......Page 136
References......Page 137
Part II GOVERNANCE AND INTERORGANIZATIONAL PARTNERSHIPS TO DELIVER PUBLIC SERVICES......Page 142
8. THEORY OF ORGANIZATIONAL PARTNERSHIPS: PARTNERSHIP ADVANTAGES, DISADVANTAGES AND SUCCESS FACTORS......Page 144
Definitions of partnershi......Page 145
Flexible and responsive policy solutions......Page 147
Pooling of resources, synergy......Page 148
Developing a coherent service......Page 149
Gaining legitimization and “buy-in”......Page 150
Resources costs......Page 151
Organizational difficultie......Page 152
Differences in philosophy among partners......Page 153
Community participation......Page 154
Some key success factors in partnership working......Page 155
The importance of trust, organizations and people in partnerships......Page 156
Organizational complementarity, co-location and coterminosity......Page 157
The value of action and outcome-oriented procedures......Page 158
“New Governance” and “New Public Management”......Page 159
Conclusions......Page 161
References......Page 162
Introduction......Page 166
Public–private partnerships for infrastructure......Page 167
Public–private partnerships and public governance challenges......Page 170
Discussion......Page 173
Conclusion......Page 175
References......Page 176
A theme-based theory of collaboration......Page 180
Managing trust......Page 185
Initiating the trust-building loop......Page 186
Sustaining the trust-building loop......Page 187
Managing culture......Page 188
Managing knowledge transfer......Page 191
Conclusion: understanding collaborative success......Page 195
Summary: using the theory of collaborative advantage......Page 199
References......Page 200
Further reading......Page 201
Marketing in public services – an opportunity missed?......Page 202
Modeling PSO marketing behavior: the genesis of “public-sector marketing”......Page 203
The marketing function and PSOs in England......Page 204
Relationship marketing......Page 207
Performing in the plural and pluralist state......Page 208
Understanding and managing trust......Page 209
Relational capital – the heart of relationship governance......Page 210
Conclusions......Page 211
References......Page 213
12. LEADING ACROSS FRONTIERS: HOW VISIONARY LEADERS INTEGRATE PEOPLE, PROCESSES, STRUCTURES AND RESOURCES......Page 217
Leadership for the common good......Page 218
Cross-sector collaboration......Page 220
Boundary experiences, objects and groups......Page 222
Case-study methodology......Page 223
Background of the Urban Partnership Agreement......Page 224
How sponsors and champions exercised visionary leadership in the UPA case......Page 227
Detailing causes and consequences......Page 228
Framing the problem and solutions......Page 229
Championing new ideas for dealing with the problems......Page 230
Designing and using formal and informal forums......Page 232
Using political leadership on behalf of the vision......Page 234
Lessons......Page 236
Conclusions......Page 237
References......Page 238
1. Introduction......Page 240
2.1. The state of the art......Page 242
2.2. Co-production and collective innovation......Page 244
3.1. The co-production concept......Page 246
3.2. Empirical evidence......Page 247
4.1. The nature of innovation......Page 248
4.2. Empirical evidence......Page 249
5. Conclusion......Page 250
References......Page 251
Part III GOVERNANCE OF CONTRACTUAL RELATIONSHIPS......Page 254
14. GOVERNANCE, CONTRACT MANAGEMENT AND PUBLIC MANAGEMENT......Page 256
Public management puzzles......Page 259
Monopoly......Page 261
Monopsony......Page 262
Service integration......Page 264
Public management strategies......Page 265
Performance issues......Page 266
Information issues......Page 267
Transparency......Page 268
References......Page 269
The outsourcing context......Page 272
Outsourcing and contemporary public management......Page 273
The need for risk assessment......Page 277
Gamma Agency......Page 282
Conclusions......Page 283
References......Page 284
16. THE GOVERNANCE OF CONTRACTING RELATIONSHIPS: “KILLING THE GOLDEN GOOSE”......Page 287
The growth of contracting......Page 290
Performance contracting and management......Page 294
Self-regulation, inspection, accreditation and quality frameworks......Page 299
Increased competition......Page 304
The politics of contracting......Page 308
Conclusion......Page 312
References......Page 314
Part IV GOVERNANCE OF INTERORGANIZATIONAL NETWORKS......Page 318
What is governance?......Page 320
Trust in governance networks: the crux of the issue......Page 322
Governance networks as wicked issues, and value conflict......Page 323
Governance networks as complex interactions......Page 324
Governance networks as a conduit for the value-driven search for solutions......Page 325
What is trust?......Page 326
Trust and risk: a classic economic perspective......Page 327
Trust, risk and rationality: the need for trust......Page 328
Trust and governance networks: a perfect couple......Page 329
Trust reduces transaction costs......Page 330
Trust stimulates learning and knowledge exchange......Page 331
Does trust matter in governance networks? Empirical evidence......Page 332
Trust does not arise unaided: the need for network management......Page 333
The impact of network management on trust......Page 334
References......Page 335
Abstract......Page 339
Policy implementation in complex settings......Page 340
Determinants of implementation success in networked settings: the role of the manager......Page 341
Managers, networking and networks: evidence from a research program......Page 342
In support of the networking measure......Page 343
Is managerial networking related to implementation performance?......Page 344
Networking: quantity and quality......Page 346
Do all clientele win from managerial networking?......Page 347
Implementation in an era of the New Public Governance: concluding notes......Page 348
Acknowledgment......Page 349
Notes......Page 350
References......Page 351
Introduction......Page 354
The local welfare state......Page 355
The fragmented local state......Page 356
Networked local governance......Page 358
Conclusion......Page 363
References......Page 364
Part V GOVERNANCE OF POLICY NETWORKS......Page 366
20. POLICY NETWORKS: THEORY AND PRACTICE......Page 368
Terminological confusion......Page 369
Iron triangles......Page 370
Issue networks......Page 371
Policy communities......Page 373
Advocacy coalitions......Page 374
Concluding comments......Page 376
References......Page 377
1. Introduction......Page 382
approach as heuristic tool......Page 383
Explaining policy-making in networks......Page 384
Applying policy network theory to the Schiphol casus......Page 385
3. Twenty years of debate on the future of Schiphol: three rounds of policy-making......Page 388
3.1. Round 1: The PKB (Spatial Planning Key Decision) process: 1988–97......Page 389
3.3. Round 3: revising the Schiphol law (2006–8)......Page 396
4.1 The process and the outcome of the policy game assessed......Page 401
4.2 Explaining the policy game and its outcomes......Page 402
4.3 Lessons to be drawn......Page 404
5. Conclusion......Page 405
Notes......Page 406
References......Page 407
Introduction......Page 411
Policy networks......Page 413
Governance......Page 414
2. Drugs policy in the United Kingdom......Page 416
3. Cannabis reclassifications: fom B to C and back again......Page 418
4. Applying policy network analysis......Page 420
5. Implications for public management......Page 424
6. Conclusions......Page 425
References......Page 427
23. CONCLUSIONS......Page 430
The fundamentals question......Page 432
The architectural question......Page 433
The sustainability question......Page 434
The values question......Page 435
The relational skills question......Page 436
The accountability question......Page 438
The evaluation question......Page 439
Conclusions......Page 442
References......Page 443
INDEX......Page 446