Introduction to the Symposium on Collaborative Public Management (original) (raw)
Related papers
Handbook of Collaborative Public Management
Edward Elgar Publishing eBooks, 2021
Public-private partnerships are a vehicle used a lot by governments all around the world. When it was introduced the idea relied a lot on economic reasoning in which contracts, monitoring and performance criteria were important to achieve results. But from the beginning PPP's were a hybrid idea because there were also assumptions about collaborations and synergy that fused the idea. In this chapter we explore the ideas behind PPP, the importance of collaboration to make PPP's work and we show, with recent research results, that PPP's actually need a mix of contracts and collaboration to work.
arastirmax.com
There has been considerable interest among Public Administration scholars in collaborative public management and governance. However, there is a need for conceptual analysis of the two terms which share common aspects and differ essentially in scope and substance. We found that collaborative public management has a more local approach and focuses on the substance of collaboration practiced to solve societal problems and reach community goals at the organizational level. On the other hand, widely researched in management, political science, and public administration disciplines, collaborative governance has a global scope and focuses on both substance and process of collaboration in effectively solving societal problems with improved structures of nonhierarchical and decentralized institutions and mechanisms of citizen participation both through partnership projects and e-governance tools. The paper contributes to the better understanding of collaborative public management and collaborative governance with implications for both future research and practice.
2012
Paper, The Attractions and Challenges of Collaborative Public Management, co-written by Dale Krane, UNO faculty member. Solutions to problems confronting public officials increasingly require the creation of collaborative arrangements not only among public agencies, horizontally and vertically, but also with nonprofit organizations and/or for-profit enterprises. This shift to collaborative public management is propelled by claims it will remedy the pathologies associated with hierarchical bureaucracies, inter-jurisdictional conflicts, increased problem complexity, resource deficiencies, and lack of citizen participation in policy decisions. This paper reviews the emergence of the movement toward collaborative public management, the efforts to conceptualize and model collaboration, and the analytic challenges faced in understanding and utilizing this new approach to public administration. Two brief case studies – one from China and one from the United States of America – are presente...
2014
Solutions to problems confronting public officials increasingly require the creation of collaborative arrangements not only among public agencies, horizontally and vertically, but also with nonprofit organizations and/or for-profit enterprises. This shift to collaborative public management is propelled by claims it will remedy the pathologies associated with hierarchical bureaucracies, inter-jurisdictional conflicts, increased problem complexity, resource deficiencies, and lack of citizen participation in policy decisions. This paper reviews the emergence of the movement toward collaborative public management, the efforts to conceptualize and model collaboration, and the analytic challenges faced in understanding and utilizing this new approach to public administration. Two brief case studies-one from China and one from the United States of America-are presented, and current models of collaborative public management are used to analyze the cases.
Journal of Policy Analysis and Management, 2012
This book, by two professors at Harvard University's Kennedy School, deals with an important question: When and how should governments seek to achieve a broad public goal by engaging in collaborative relationships with businesses, nonprofit organizations, or citizens? In the authors' view, collaboration involves shared discretion (i.e., shared control) over the specific goals to be achieved and the methods for achieving them (p. 11). Their use of the term collaborative governance highlights the collaborating parties' joint engagement in the work of defining ends and means; indeed, the authors assert, "Shared discretion is the defining feature of collaborative governance." (p. 45). Collaboration is thus different from direct government service provision, on the one hand, and simple contracting, on the other hand, in which the government specifies both ends and means via the contract. Despite its title, the book is not about collaborative governance in a general sense, but rather about cross-sector, government-business, or government-nonprofit collaboration for purposes of program, project, or service development, and implementation. The book is in three parts. The first is on "the promise and problems of collaboration." The rationales for, and problems of, collaboration are discussed, along with the questions of just how much discretion to give each party. If the possibility of creating greater public value comes from increasing discretion by nongovernment partners, so does the possibility of public damage. Getting the degree of shared discretion right is the key. The second section explores the four rationales for collaborating (for productivity gains, information, legitimacy, and resources; see below) in more depth. The final section is on the "art of collaboration" and includes chapters on tasks and tools, getting collaboration right, and the future of crosssector collaboration. The book is illustrated with a set of case examples obtained via a convenience sample. While cases come from a broad array of fields, there is no assertion that the cases are representative of the whole realm of collaborative governance. The authors argue that collaboration is most useful for public goods, defined as "those goods and services that, once produced, benefit the whole community" (p. 28). National defense and scientific knowledge are classic examples. One person's benefit does not diminish anyone else's, and payers cannot appropriate all of the benefits. Yet, governments do more than provide public goods. They also provide
2012
Solutions to problems confronting public officials increasingly require the creation of collaborative arrangements not only among public agencies, horizontally and vertically, but also with nonprofit organizations and/or for-profit enterprises. This shift to collaborative public management is propelled by claims it will remedy the pathologies associated with hierarchical bureaucracies, inter-jurisdictional conflicts, increased problem complexity, resource deficiencies, and lack of citizen participation in policy decisions. This paper reviews the emergence of the movement toward collaborative public management, the efforts to conceptualize and model collaboration, and the analytic challenges faced in understanding and utilizing this new approach to public administration. Two brief case studies-one from China and one from the United States of America-are presented, and current models of collaborative public management are used to analyze the cases.
Collaborative public administration
Managerial Auditing Journal, 2004
Public administration is incrementally moving on a reform track that leads from responsiveness to collaboration. Attempts to enrich the discussion on the current state of new managerialism in public administration and to explain why and how it makes progress towards higher levels of cooperation and collaboration with various social players such as the private sector, the third sector, and citizens. Argues that in the end this is a socially desirable trend with meaningful benefits that reach far beyond the important idea of responsiveness. The idea of “collaborative” administration thus challenges “responsive” public administration. Maintains that the collaborative model, whether bureaucracy‐driven, citizen‐driven, or private‐sector‐driven, is realistic and beneficial even if it cannot be fully applied. Goes on to describe two major experiences from the Israeli arena. Finally, summarizes the theoretical and practical experiences that can be learned from these ventures and elaborates ...
Public Agencies and Collaborative Management Approaches
Administration & Society, 2007
Resistance among administrative professionals to participatory approaches is analyzed by means of a case study involving the implementation of community-based forest management (CBFM) in India. The model consists of two dimensions of attitudinal resistance to change—disapproval of CBFM regime by forest managers (a) at individual level and (b) at organizational level—and four categories of factors influencing resistance: personality traits, organizational factors, external environmental factors, and socialization factors. The model is empirically tested using the perceptions of forest managers working in state Forest Departments of four states in India. The empirical findings are used to suggest strengthening of organization and public administration theories on four aspects and to suggest some specific measures to deal with the attitudinal inertia of public administrators.