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71.
Intergovernmental Management: A View from the Bottom 总被引:2,自引:0,他引:2
Michael McGuire 《Public administration review》2006,66(5):677-679
Intergovernmental management is more than just intergovernmental relationships involving the federal government. Though Professor McGuire agrees that the federal government has become more intrusive and opportunistic since the mid-20th century—resulting in less cooperative intergovernmental relations—he argues that collaborative management is much more prevalent than it is depicted in Dr. Conlan's analysis. A bottom-up view suggests that local and regional activity can be both opportunistic and collaborative, and such a perspective must be considered in any discussion of managing federalism. 相似文献
72.
Michael McGuire 《Public administration review》2006,66(S1):33-43
Collaborative public management research is flourishing. A great deal of attention is being paid to the process and impact of collaboration in the public sector, and the results are promising. This article reviews the literature on collaborative public management by synthesizing what we know from recent research and what we've known for quite some time. It addresses the prevalence of collaboration (both recently and historically), the components of emerging collaborative structures, the types of skills that are unique to collaborative management, and the effects of collaboration. Collaborative public management research offers a set of findings that contribute to an emerging knowledge base that supplements established public management theory. 相似文献
73.
Steven McGuire 《The Pacific Review》2013,26(3):329-350
Abstract For all its success in other high-technology sectors, Japan has largely failed to develop a strong aerospace sector. Its leading firms do not market finished aircraft and, in stark contrast to other sectors, the aerospace industry features a trade deficit with the United States. Japanese firms seem trapped as suppliers of components and sub-assemblies, mainly for the US industry. The general explanation for this state of affairs is that the Japanese industry has been effectively ‘captured’ by the United States; Boeing in particular dominates the sector and has effectively locked the Japanese firms into a relationship where moving up the value chain is difficult. This relationship may be changing. Japan's government has placed renewed emphasis on developing Japan's aerospace sector, while matters are evolving at the corporate level too, with Boeing's relations with Japan revealing a steadily increasing work share for the Japanese industry. The rise of Asia as an important market, and technological change making aerospace more like other manufacturing industries, presents Japanese firms with new incentives and opportunities beyond the US relationship. 相似文献
74.
Timothy Caulfield Sarah Burningham Yann Joly Zubin Master Mahsa Shabani Pascal Borry Allan Becker Michael Burgess Kathryn Calder Christine Critchley Kelly Edwards Stephanie M. Fullerton Herbert Gottweis Robyn Hyde-Lay Judy Illes Rosario Isasi Kazuto Kato Jane Kaye Bartha Knoppers John Lynch Amy McGuire Eric Meslin Dianne Nicol Kieran O’Doherty Ubaka Ogbogu Margaret Otlowski Daryl Pullman Nola Ries Chris Scott Malcolm Sears Helen Wallace Ma'n H. Zawati 《Journal of Law and the Biosciences》2014,1(1):94-110
75.