Koha online

Your cart is empty.
Normal view MARC view ISBD view

Public Management and the Metagovernance of Hierarchies, Networks and Markets [electronic resource] :The Feasibility of Designing and Managing Governance Style Combinations / by Louis Meuleman.

by Meuleman, Louis [author.]; SpringerLink (Online service).
Material type: materialTypeLabelBookSeries: Contributions to Management Science: Publisher: Heidelberg : Physica-Verlag HD, 2008.Description: online resource.ISBN: 9783790820546.Subject(s): Economics | Industrial organization (Economic theory) | Business planning | Economics/Management Science | Organization/Planning | Industrial OrganizationDDC classification: 658.1 Online resources: Click here to access online
Contents:
Theoretical framework -- Research approach -- Strategic policy making: Four soil protection cases -- Street level policy-making: Community policing -- Possibilities and limitations of metagovernance as public management -- Practical implications: Increasing the metagovernance capacity -- Conclusions -- Further research questions -- Summary -- Epilogue.
In: Springer eBooksSummary: What is modern governance? Is it the battle against ‘old-fashioned’ hierarchy, or is it the restoration of key hierarchical values? Is it optimizing network management, or maximizing the benefits of market thinking in the public-sector? This book argues that it is the combination of all this. The next question is: In practice, how do successful public managers design and manage combinations of hierarchical, network and market governance? In other words: what is their rationale to apply metagovernance? Five case-studies show that metagovernance is a public management requisite: it amplifies the variation of actions public managers can take, and it prevents the three ideal-typical governance styles from undermining each other. Similar cases of strategic environmental policy-making in the United Kingdom, the Netherlands, Germany and the European Commission and one case of community policing in the Netherlands illustrate that successful public-sector managers are dealing with similar metagovernance challenges in different socio-politico-administrative cultures. "The future will not lie with markets, or hierarchies or networks but with all three and the trick will not be to manage contracts or steer networks but to mix the three systems effectively when they conflict with and undermine one another." Davis and Rhodes (2000: 25): From hierarchy to contracts and back again: Reforming the Australian public sector.
Tags from this library: No tags from this library for this title. Add tag(s)
Log in to add tags.
    average rating: 0.0 (0 votes)

Theoretical framework -- Research approach -- Strategic policy making: Four soil protection cases -- Street level policy-making: Community policing -- Possibilities and limitations of metagovernance as public management -- Practical implications: Increasing the metagovernance capacity -- Conclusions -- Further research questions -- Summary -- Epilogue.

What is modern governance? Is it the battle against ‘old-fashioned’ hierarchy, or is it the restoration of key hierarchical values? Is it optimizing network management, or maximizing the benefits of market thinking in the public-sector? This book argues that it is the combination of all this. The next question is: In practice, how do successful public managers design and manage combinations of hierarchical, network and market governance? In other words: what is their rationale to apply metagovernance? Five case-studies show that metagovernance is a public management requisite: it amplifies the variation of actions public managers can take, and it prevents the three ideal-typical governance styles from undermining each other. Similar cases of strategic environmental policy-making in the United Kingdom, the Netherlands, Germany and the European Commission and one case of community policing in the Netherlands illustrate that successful public-sector managers are dealing with similar metagovernance challenges in different socio-politico-administrative cultures. "The future will not lie with markets, or hierarchies or networks but with all three and the trick will not be to manage contracts or steer networks but to mix the three systems effectively when they conflict with and undermine one another." Davis and Rhodes (2000: 25): From hierarchy to contracts and back again: Reforming the Australian public sector.

There are no comments for this item.

Log in to your account to post a comment.
@ Jomo Kenyatta University Of Agriculture and Technology Library

Powered by Koha