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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.

Table of Contents

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  1. Cover
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  1. Frontmatter
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  1. Contents
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  1. List of Illustrations
  2. pp. ix-x
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  1. Acknowledgments
  2. pp. xi-xii
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  1. 1. Public Managers in Collaboration
  2. pp. 1-12
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  1. Part I: Why Public Managers Collaborate
  1. 2. Resource Sharing: How Resource Attributes Influence Sharing System Choices
  2. pp. 15-29
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  1. 3. To Participate or Not to Participate? Incentives and Obstacles for Collaboration
  2. pp. 31-52
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  1. 4. Partner Selection and the Effectiveness of Interorganizational Collaborations
  2. pp. 53-69
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  1. 5. The New Professionalism and Collaborative Activity in Local Emergency Management
  2. pp. 71-93
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  1. 6. Calming the Storms: Collaborative Public Management, Hurricanes Katrina and Rita, and Disaster Response
  2. pp. 95-114
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  1. Part II: How Public Managers Collaborate
  1. 7. Understanding the Collaborative Public Manager: Exploring Contracting Patterns and Performance for Service Delivery by State Administrative Agencies in 1998 and 2004
  2. pp. 117-135
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  1. 8. Collaboration and Relational Contracting
  2. pp. 137-156
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  1. 9. Mechanisms for Collaboration in Emergency Management: ICS, NIMS, and the Problem with Command and Control
  2. pp. 157-175
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  1. 10. Collaborative Public Management and Organizational Design: One-Stop Shopping Structures in Employment and Training Programs
  2. pp. 177-194
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  1. Part III: How and Why Public Managers Get Others to Collaborate
  1. 11. Collaborative Approaches to Public Organization Start-Ups
  2. pp. 197-213
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  1. 12. Synthesizing Practice and Performance in the Field of Environmental Conflict Resolution
  2. pp. 215-231
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  1. 13. A Public Administration Education for the Third-Party Governance Era: Reclaiming Leadership of the Field
  2. pp. 233-253
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  1. 14. Surprising Findings, Paradoxes, and Thoughts on the Future of Collaborative Public Management Research
  2. pp. 255-269
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  1. References
  2. pp. 271-298
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  1. Contributors
  2. pp. 299-301
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  1. Index
  2. pp. 303-320
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