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.
Subjects: Political Science
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