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Author Meuleman, Louis
Title Public Management and the Metagovernance of Hierarchies, Networks and Markets [electronic resource] : The Feasibility of Designing and Managing Governance Style Combinations / by Louis Meuleman.
Publication Info Heidelberg : Physica-Verlag HD, 2008.



Descript online resource.
text file PDF rda
Contents Introduction -- Theoretical Framework -- Research Approach -- Strategic Policy Making: Four Soil Protection Cases -- Street level Polica-making: Community Policing -- Possibilitites and Limitations of Metagovernance as Public Management -- Practical Implications: Increasing the Metagovernance Capacity -- Conclusions: Contribution to a "Grounded" Theory of Metagovernance of Hierarchies, Networks and Markets as Public Management.
Note 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.
ISBN 9783790820546
Standard # 10.1007/978-3-7908-2054-6 doi
Click on the terms below to find similar items in the catalogue
Author Meuleman, Louis
Series Contributions to Management Science,
Contributions to Management Science, 1431-1941
Subject Economics.
Industrial organization (Economic theory).
Business planning.
Alt author SpringerLink (Online service)
Descript online resource.
text file PDF rda
Contents Introduction -- Theoretical Framework -- Research Approach -- Strategic Policy Making: Four Soil Protection Cases -- Street level Polica-making: Community Policing -- Possibilitites and Limitations of Metagovernance as Public Management -- Practical Implications: Increasing the Metagovernance Capacity -- Conclusions: Contribution to a "Grounded" Theory of Metagovernance of Hierarchies, Networks and Markets as Public Management.
Note 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.
ISBN 9783790820546
Standard # 10.1007/978-3-7908-2054-6 doi
Author Meuleman, Louis
Series Contributions to Management Science,
Contributions to Management Science, 1431-1941
Subject Economics.
Industrial organization (Economic theory).
Business planning.
Alt author SpringerLink (Online service)

Subject Economics.
Industrial organization (Economic theory).
Business planning.
Descript online resource.
text file PDF rda
Contents Introduction -- Theoretical Framework -- Research Approach -- Strategic Policy Making: Four Soil Protection Cases -- Street level Polica-making: Community Policing -- Possibilitites and Limitations of Metagovernance as Public Management -- Practical Implications: Increasing the Metagovernance Capacity -- Conclusions: Contribution to a "Grounded" Theory of Metagovernance of Hierarchies, Networks and Markets as Public Management.
Note 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.
Alt author SpringerLink (Online service)
ISBN 9783790820546
Standard # 10.1007/978-3-7908-2054-6 doi

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