New Public Governance?

<p>Despite predictions that 'new public management' would establish itself as the new paradigm of Public Administration and Management, recent academic research has highlighted concerns about the intra-organizational focus and limitations of this approach. This book represents a comprehensive analysis of the state of the art of public management, examining and framing the debate in this important area.</p><p><em>The New Public Governance?</em> sets out to explore this emergent field of research and to present a framework with which to understand it. Divided into five parts, the book examines:</p><ul> <p> </p> <li>Theoretical underpinnings of the concept of governance, especially competing perspectives from Europe and the US</li> <p> </p> <li>Governance of inter-organizational partnerships and contractual relationships</li> <p> </p> <li>Governance of policy networks</li> <p> </p> <li>Lessons learned and future directions</li> </ul><p>Under the steely editorship of Stephen Osborne and with contributions from leading academics including Owen Hughes, John M. Bryson, Don Kettl, Guy Peters and Carsten Greve, this book will be of particular interest to researchers and students of public administration, public management, public policy and public services management.</p> <p>Introduction: The (New) Public Governance - A Suitable Case for Treatment? <em>Stephen P. Osborne </em><strong>Part 1: Theoretical Perspectives on Public Governance </strong>1. Global Perspectives on Governance <em>Patricia Kennett</em> 2. Metagovernance and Public Management <em>B. Guy Peters</em> 3. Innovations in Governance <em>Mark Moore & Jean Hartley</em> 4. Governance and Governability <em>Jan Kooiman</em> 5. Does Governance Exist? <em>Owen Hughes</em> 6. What Endures? Public Governance and the Cycle of Reform <em>Laurence Lynn Jr. </em><strong>Part 2: Governance and Inter-Organizational Partnerships to Deliver Public Services </strong>7. Theory of Organizational Partnerships – Partnership Advantages, Disadvantages and Success Factors <em>Ronald McQuaid </em>8. Public-Private Partnerships and Public Governance Challenges <em>Carsten Greve & Graeme Hodge </em>9. Introducing the Theory of Collaborative Advantage <em>Siv Vangen & Chris Huxham </em>10. Relationship Marketing, Relational Capital and the Governance of Public Services Delivery <em>Stephen P. Osborne, Kate McLaughlin & Celine Chew </em>11. Leading Across Frontiers: How Visionary Leaders Integrate People, Processes, Structures and Resource <em>Barbara C. Crosby, John M. Bryson & Melissa M. Stone </em>12. Public Governance and the Third Sector: Opportunities for Co-Production and Innovation? <em>Victor Pestoff & Taco Brandsen </em><strong>Part 3: Governance of Contractual Relationships </strong>13. Governance, Contract Management and Public Management <em>Donald F. Kettl </em>14. Governance of Outsourcing and Contractual Relationships <em>Federica Farneti, Emanuele Padovani, & David W. Young </em>15. The Governance of Contracting Relationships: Killing the Golden Goose - A Third Sector Perspective. <em>Steven Rathgeb Smith & Judith Smyth </em><strong>Part 4: Governance of Inter-Organizational Networks </strong>16. Trust in Governance Networks: Looking for Conditions for Innovative Solution and Outcomes <em>Erik-Hans Klijn </em>17. Implementation and Managerial Networking in the New Public Governance <em>Laurence J. O’Toole Jr. & Kenneth J. Meier </em>18. From New Public Management to Networked Community Governance? Strategic Local Public Service Networks in England <em>Steve Martin </em><strong>Part 5: Governance of Policy Networks </strong>19. Policy Networks: Theory and Practice <em>Tobias Jung </em>20. Policy Networks in Practice: The Debate on the Future of Amsterdam Airport Schiphol <em>Menno Huys & Joop Koppenjan </em>21. Governance, Networks and Policy Change: The Case of Cannabis in the United Kingdom <em>Betriz Acevedo & Richard Common </em>Conclusions: Public Governance and Public Services Delivery: A Research Agenda for the Future <em>Stephen P. Osborne </em></p>