Managing the Public Service Market
Dados Bibliográficos
| ID | 6359583 |
|---|---|
| Autores | Trevor L Brown (The Ohio State University), Matthew Potoski (0000-0003-2011-338X, Iowa State University) |
| Ano | 2004 |
| Volume | 64 |
| Fascículo | 6 |
| Páginas | 656-668 |
| Data de publicação | 2004-11-01 |
| Peer Reviewed | Sim |
| Open Access | Sim |
| Tipo | ARTICLE |
| Periódico | Public Administration Review (JOURNAL) |
| Identificadores do periódico | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Editora | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1540-6210.2004.00413.x |
| OpenAlex | W2141228353 |
| Idioma | EN |
| Citações recebidas | 42 |
| Referências citadas | 37 |
Prescriptions for improving contracting focus on how public managers can negotiate, implement, and monitor contracts to enhance service delivery and save costs. Yet, the well‐functioning markets that effective contracting requires cannot be taken for granted. All markets risk failure. Consequently, public managers must manage the market to ensure competition and the flow of information about vendor performance, effective contract practices, and so on. We supplement transaction‐cost theory with scholarship on public management networks to evaluate refuse services in nine governments in the Columbus, Ohio, metropolitan area. Our analyses reveal that even in the case of refuse collection, where nonspecific asset investments and easily measured service outputs and outcomes enhance contracting success, public managers looking to improve service delivery still must manage the market and the network supporting it
Business · Competition (biology · Economics · Industrial organization · Market failure · Metropolitan area · Negotiation · Service (business · Service delivery framework · Transaction cost · Vendor · Finance · Marketing · Public Policy and Administration Research · Public Procurement and Policy · Public-Private Partnership Projects
Outsourcing State Functions
Administrative burden in public contracting
Governance, federalism and organizing institutions to manage complex problems
The Separation/Specification Dilemma in Contracting
Explaining Variation in Perceptions of Red Tape
Incentive power and authority types
Skills and knowledge for public contract management
Complex Contracting
The performance of performance-based contracting in public outsourcing
Between Control and Empowerment
Nonprofit-as-supplement
A critical examination of data for market stewardship
Getting What You Ask For
Local Governments in Multilevel Systems
How Hollow Can We Go? A Case Study of the Florida’s Efforts to Outsource Oversight of Privatized Child Welfare Services
A Century of Municipal Reform in the United States
An Update of a Classic
Government Contracts and “Managing the Market”
The Influence of Administrative Cost Ratios on State Government Grant Allocations to Nonprofits
Federalist No. 44
Contract Management Capacity Breakdown? An Analysis of U.S. Local Governments
Outsourcing Public Service Delivery
Governance and Accountability in Reshaping Public Services
Third-Party Governance and Performance Measurement
Agents or Stewards
Institutional Ties, Transaction Costs, and External Service Production
Shifting and Shirking
Third-Party Federalism
Taken for Granted? Managing for Social Equity in Grant Programs
Measuring and Managing Ex Ante Transaction Costs in Public Sector Contracting
State and Local Government Procurement and the Winter Commission
Managing Public Service Contracts
Policy and Management
Municipal Service Delivery
Internal or External Production and Satisfaction with the Chosen Sourcing in Danish Municipalities
The Link between Information and Bargaining Efficiency
Collaborative Performance Measurement
The Enduring Role of Sector
Government Grants, Donors, and Nonprofit Performance
The Performance of Performance-Based Contracting in Human Services
Nonprofit Sector Growth and Density
A Political Consequence of Contracting
Policy Analysis
Intergovernmental Management
The Logic of Collective Action
Contracting out by Urban Governments
You don't always get what you pay for
Analyzing and Managing Policy Processes in Complex Networks
Desperately Seeking Selznick
Bureaucracy, Organizational Redundancy, and the Privatization of Public Services
The Nature of the Firm
"The Market for "Lemons
Bureaucratic Theory Meets Reality
The Mythology of Privatization in Contracting for Social Services
Contract–Management Capacity in Municipal and County Governments
Comparative Performance in Urban Bus Transit
An Empirical Study of Competition in Municipal Service Delivery
Effective Contract Implementation and Management
Institutional-Level Norms and Organizational Involvement In a Service-Implementation Network
Multinetwork Management
Shifting Vantage and Conceptual Puzzles in Understanding Public Organization Networks1
Transaction Costs and Institutional Explanations for Government Service Production Decisions
Privatization of Judicial Services
Treating Networks Seriously
The Proper Scope of Government
Managing in Network Settings
Alternatives for Delivering Public Services
The Economics of Organization
Institutionalized Organizations
| Obras citantes distintas | 42 |
|---|---|
| Citações por ano | 2,1 |
| Intervalo de citações | 2006 - 2025 (20) |
| Velocidade de citação | recent |
| Altamente citado | Não |
| Tipos de citação | Neutras: 42 |