The Collaborative Public Manager: New Ideas for the Twenty-First Century

by Rosemary O'Leary, Lisa Blomgren Bingham, Beth Gazley, Mary Tschirhart, Alejandro Amezcua

Overview

Today's public managers not only have to function as leaders within their agencies, they must also establish and coordinate multi-organizational networks of other public agencies, private contractors, and the public. This important transformation has been the subject of an explosion of research in recent years. The Collaborative Public Manager brings together original contributions by some of today's top public management and public policy scholars who address cutting-edge issues that affect government managers worldwide. State-of-the-art empirical research reveals why and how public managers collaborate and how they motivate others to do the same. Examining tough issues such as organizational design and performance, resource sharing, and contracting, the contributors draw lessons from real-life situations as they provide tools to meet the challenges of managing conflict within interorganizational, interpersonal networks. This book pushes scholars, students, and professionals to rethink what they know about collaborative public management-and to strive harder to achieve its full potential.

Product Details

ISBN-13:	9781589012233
Publisher:	Georgetown University Press
Publication date:	01/15/2009
Series:	Public Management and Change series
Edition description:	New Edition
Pages:	336
Sales rank:	807,683
Product dimensions:	5.90(w) x 8.90(h) x 0.70(d)
Age Range:	18 Years

About the Author

Rosemary O’Leary is Distinguished Professor of Public Administration and Maxwell School Advisory Board Endowed Chair at Syracuse University. She has received ten national research awards and eight teaching awards. She is codirector of the Collaborative Governance Initiative and codirector of the Program on the Analysis and Resolution of Conflicts.

Lisa Blomgren Bingham is Keller-Runden Professor of Public Service at Indiana University’s School of Public and Environmental Affairs, Bloomington. She has received the Association for Conflict Resolution’s Abner Award and the Rubin Theory-to-Practice Award from the International Association for Conflict Management and the Harvard Project on Negotiation.

Table of Contents

1. Public Managers in CollaborationRosemary O'Leary, Beth Gazley, Michael McGuire, and Lisa Blomgren Bingham

Part I Why Public Managers Collaborate

2. Resource Sharing: How Resource Attributes Influence Sharing System ChoicesMary Tschirhart, Alejandro Amezcua, and Alison Anker

3. To Participate or Not Participate? Incentives and Obstacles for CollaborationRachel Fleishman

4. Partner Selection and the Effectiveness of Interorganizational CollaborationsElizabeth A. Graddy and Bin Chen

5. The New Professionalism and Collaborative Activity in Local Emergency ManagementMichael McGuire

6. Calming the Storms: Collaborative Public Management, Hurricanes Katrina and Rita, and Disaster ResponseAlisa Hicklin, Laurence J. O'Toole Jr., Kenneth J. Meier, and Scott E. Robinson

Part II How Public Managers Collaborate

7. Understanding the Collaborative Public Manager: Exploring Contracting Patterns and Performance for Service Delivery by State Administrative Agencies in 1998 and 2004Jeffrey L. Brudney, Chung-Lae Cho, and Deil S. Wright

8. Collaboration and Relational ContractingDavid M. Van Slyke

9. Mechanisms for Collaboration in Emergency Management: ICS, NIMS, and the Problem with Command and ControlWilliam L. Waugh Jr.

10. Collaborative Public Management and Organizational Design: One-Stop Shopping Structures in Employment and Training ProgramsJay Eungha Ryu and Hal G. Rainey

Part III How and Why Public Managers Get Others to Collaborate

11. Collaborative Approaches to Public Organization Start-UpsRobert Alexander and Rosemary O'Leary

12. Synthesizing Practice and Performance in the Field of Environmental Conflict ResolutionKirk Emerson

13. A Public Administration Education for the Third-Party Governance Era: Reclaiming Leadership of the FieldPaul L. Posner

14. Surprising Findings, Paradoxes, and Thoughts on the Future of Collaborative Public Management ResearchRosemary O'Leary and Lisa Blomgren Bingham

References

Contributors

Index

What People are Saying About This

H. Brinton Milward

Collaborative management is the most important [issue] facing the field of public management and we need to know much more about how to manage collaboration effectively. The chapters in this book, written by many of the best scholars in public management, contribute a great deal to our knowledge of how this should be done.

From the Publisher

"Provides a broad look at what is one of the most important topics today in public management. The editors have assembled a group of top scholars and their students who offer their most recent thinking about why and how public managers collaborate across a broad range of critical issues, when it is appropriate and when it is not, and what some of the challenges are to collaborating successfully. [It] is a welcome addition to the burgeoning literature on the topic, with appeal to both scholars and public managers."—Keith Provan, McClelland Professor of Public Management, University of Arizona

"Collaborative management is the most important [issue] facing the field of public management and we need to know much more about how to manage collaboration effectively. The chapters in this book, written by many of the best scholars in public management, contribute a great deal to our knowledge of how this should be done."—H. Brinton Milward, Providence Service Corporation Chair in Public Management, University of Arizona

Keith Provan

Provides a broad look at what is one of the most important topics today in public management. The editors have assembled a group of top scholars and their students who offer their most recent thinking about why and how public managers collaborate across a broad range of critical issues, when it is appropriate and when it is not, and what some of the challenges are to collaborating successfully. [It] is a welcome addition to the burgeoning literature on the topic, with appeal to both scholars and public managers.

Editorial Reviews

An invaluable volume that both demonstrates the complexity of collaborative public management and offers a framework for analyzing its two faces, classical liberalism and civic republicanism . . . [The] book provides both a solid background and a basis for future analysis of collaborative public managment and should be a required reading in forward-looking MPA programs.

Governance

Provides a broad look at what is one of the most important topics today in public management. The editors have assembled a group of top scholars and their students who offer their most recent thinking about why and how public managers collaborate across a broad range of critical issues, when it is appropriate and when it is not, and what some of the challenges are to collaborating successfully. [It] is a welcome addition to the burgeoning literature on the topic, with appeal to both scholars and public managers.

Keith Provan

Collaborative management is the most important [issue] facing the field of public management and we need to know much more about how to manage collaboration effectively. The chapters in this book, written by many of the best scholars in public management, contribute a great deal to our knowledge of how this should be done.

H. Brinton Milward

"An invaluable volume that both demonstrates the complexity of collaborative public management and offers a framework for analyzing its two faces, classical liberalism and civic republicanism . . . [The] book provides both a solid background and a basis for future analysis of collaborative public managment and should be a required reading in forward-looking MPA programs."—Governance

From the Publisher