Big Ideas in Collaborative Public Management

Front Cover
M.E. Sharpe
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Contents

Chapter 1 Frameshifting Lateral Thinking for Collaborative Public Management
3
Chapter 2 The Paradoxical Nature of Collaboration
17
Chapter 3 Intersectoral Collaboration and the Motivation to Collaborate Toward an Integrated Theory
36
Chapter 4 Failing into CrossSector Collaboration Successfully
55
Chapter 5 Incentivizing Collaborative Performance Aligning Policy Intent Design and Impact
79
Chapter 6 Linking Collaboration Processes and Outcomes Foundations for Advancing Empirical Theory
97
Chapter 7 Legitimacy Building in Organizational Networks
121
Chapter 8 Managing for Results Across Agencies Building Collaborative Capacity in the Human Services
138
SPACE STATION FREEDOM
233
THE INTERNATIONAL SPACE STATION
234
OUTCOMES
236
KEY FACTORS
237
CONCLUSION
242
IMPLICATIONS
243
NOTES
245
Chapter 13 Legal Frameworks for Collaboration in Governance and Public Management
247

Chapter 9 Collaboration for Knowledge Learning from Public Management Networks
162
Chapter 10 Institutional Collective Action and Local Government Collaboration
195
Chapter 11 Outcomes Achieved Through CitizenCentered Collaborative Public Management
211
Chapter 12 The Space Station and Multinational Collaboration A Merger of Domestic and Foreign Policy
230
APPROACH
231
Chapter 14 Learning to Do and Doing to Learn Teaching Managers to Collaborate in Networks
270
About the Editors and Contributors
287
Index
293
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