Big Ideas in Collaborative Public Management
The world of public management is changing dramatically, fueled by technological innovations such as the Internet, globalism that permits us to outsource functions anywhere in the world, new ideas from network theory, and more. Public managers no longer are unitary leaders of unitary organizations - instead, they often find themselves convening, negotiating, mediating, and collaborating across borders."Big Ideas in Collaborative Public Management" brings together a rich variety of big picture perspectives on collaborative public management. The chapters are all original and written by distinguished experts. Designed for practical application, they range from examinations of under what conditions collaborative public management occurs to what it means to be a collaborative leader.The contributors address tough issues such as legitimacy building in networks, and discuss ways to engage citizens in collaboration. They examine the design of collaborative networks and the outcomes of collaboration. Detailed introductory and concluding chapters by the editors summarize and critique the chapters, and frame them as a reflection of the state of collaborative public management today.
- Hardback | 288 pages
- 175.26 x 254 x 30.48mm | 725.74g
- 01 Aug 2008
- Taylor & Francis Inc
- M.E. Sharpe
- Armonk, United States
- tables, figures, bibliographic references, index
Table of contents
Acknowledgments; 1. Frameshifting: Lateral Thinking for Collaborative Public Management, Lisa Blomgren Bingham, Rosemary O'Leary, and Chris Carlson; 2. The Paradoxical Nature of Collaboration, David R Connelly, Jing Zhang, and Sue Faerman; 3. Intersectoral Collaboration and the Motivation to Collaborate: Toward an Integrated Theory, Beth Gazley; 4. Failing into Cross-Sector Collaboration Successfully, John M. Bryson and Barbara C. Crosby; 5. Incentivizing Collaborative Performance: Aligning Policy Intent, Design, and Impact, Patricia Wallace Ingraham and Heather Getha-Taylor; 6. Linking Collaboration Processes and Outcomes: Foundations for Advancing Empirical Theory, Ann Marie Thomson, James L. Perry, and Theodore K. Miller; 7. Legitimacy Building in Organizational Networks, Keith G. Provan, Patrick Kenis, Sherrie E. Human; 8. Managing for Results Across Agencies: Building Collaborative Capacity in the Human Services, Stephen Page; 9. Collaboration for Knowledge: Learning from Public Management Networks, Robert Agranoff; 10. Institutional Collective Action and Local Government Collaboration, Richard C. Feiock; 11. Outcomes Achieved Through Citizen-Centered Collaborative Public Management, Terry L. Cooper, Thomas A. Bryer, and Jack W. Meek; 12. The Space Station and Multinational Collaboration: A Merger of Domestic and Foreign Policy, W. Henry Lambright and Carla Pizzarella; 13. Legal Frameworks for Collaboration in Governance and Public Management, Lisa Blomgren Bingham; 14. Learning to Do and Doing to Learn: Teaching Managers to Collaborate in Networks, Lisa Blomgren Bingham, Jodi Sandfort, and Rosemary O'Leary; Index; About the Editors and Contributors.
"When I'm asked what is new and important in contemporary public management, my answer is collaboration. The Bingham and O'Leary book is the best on the subject, well ahead of the rest." - George Frederickson, University of Kansas"