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In this article, we address a series of interrelated issues in the managerial challenge of public service contracting. This is done by prompting ten issues within four objectives and highlighting their relevance and potential interrelatedness in effective contract management. In contrast to prevalent piecemeal and theoretically one‐dimensional approaches, the objectives and issues constitute a holistic framework that advances a comprehensive and pragmatic understanding of contracting processes. We hope that the framework merits further in‐depth exploration that may generate new insights, themes and questions for research in public service contracting. We identify and exemplify the framework by combining insights from different theoretical perspectives with empirical evidence through an iterative process. The evidence is educed as a set of observed and self‐reported stories in a cross‐national sample of 15 cases of contracting‐out in urban green‐space management. 相似文献
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A substantial literature exists on the economic analysis of bureaucracy, which includes formal models of bureaucratic behaviour by Niskanen (1971) and Dunleavy (1991). This article develops hypotheses from those models about changes in size of bureaux over time and tests them against data on the Australian federal budget sector in 1982–83 and 1991–92. The models predict that bureaucrats usually will be able to influence the size or structure of their bureaux in line with their personal preferences. However, the Australian data suggest that the extent of such influence may be less than is assumed in either model and that the preferences of politicians are more influential than the models allow. One conclusion is that, if bureaucracy is to be modelled, a principal-agent approach will have more to offer than the neo-classical maximizing framework adopted by Niskanen in particular. A further conclusion, at odds with those of Niskanen and weakening his case for wholesale privatization, is that bureaucratic dysfunctions may be amenable to reform of the political and bureaucratic rules and systems. 相似文献
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JEHANGIR POCHA HA JIN WOLE SOYINKA ORHAN PAMUK VALÉRY GISCARD D'ESTAING SONIA GANDHI ABUDURRAHMAN WAHI JOSE RAMOS‐HORTA SHARIF ALI BIN AL HUSSEIN PETER BOUCKAERT WESLEY CLARK RICHARD HOLBROOKE BOUTROS BOUTROS‐GHALI SCOTT RITTER ROLF EKEUS LULA DA SILVA SEBASTIAN EDWARDS ALVARO VARGAS LLOSA BILL CLINTON RICHARD PERLE JOSEPH ROTBLAT GÜNTER GRASS BORIS BEREZOVSKY MIKHAIL GORBACHEV JOHN KENNETH GALBRAITH SHIMON PERES 《新观察季刊》2008,25(1):28-31
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