Market failure,government failure,and the private supply of public goods: The case of climate-controlled walkway networks

Two opposing models of public-goods undersupply are those of “market failure” and “government failure”. Empirical work on the relative explanatory power of these two frameworks has been limited by the scarcity of acceptable data. The case of climate-controlled walkways in major urban cores is a rare instance where such difficulties can be overcome. We investigate the supply of CCWs in 55 large city-cores in North America. We find that (1) CCW networks are well-supplied by market forces, when (2) such forces are not frustrated by government policy. We also find evidence that (3) rules-based regimes dominate discretion-based regimes. These results are consistent with the position that the “government-failure” paradigm is a viable alternative to the traditional “market failure” paradigm.     

The Needs and Financial Problems of Small and Rural Localities: The Case of West Virginia

The areas of Public Finance and Financial Management present potential problems for small and rural local governments. Responses from a survey of West Virginia local public officials were used to examine the severity of these two issues. Both issues were thought to be of equal importance Instead, the findings showed that Public Finance issues rated very high while Financial Management issues rated very low. Potential influences, such as type of locality, professionalism, and metropolitan area status, fail to explain the differences. Thus, it is concluded that for small and rural localities, Public Finance issues are more important than Financial Management issues     

MANAGING IN NETWORK SETTINGS

The focus of this article is on managing networks. A network knowledge base is developed from the authors' studies of city government involvement in economic development, management within rural enterprises and the evaluation of a rural strategic planning project. Other public management network analyses are also incorporated. Management in network settings is not based on central authority and cannot be guided by a single organizational goal as is the case in the classical management approach. Management involves managing flexible structures toward collective efficiency. The ability to manage is related to the internal condition of the manager's primary organization. It involves technical, legal, political and cost dimensions. It requires different capacities, skills and knowledge from that of single organization management. The next steps in the research would include the development of the skills needed, an analysis of the role of organizational power and the operational variables of networks, the issue of network cohesion, and the question of loss of control or difficulty in assessing network accountability.