Advertisement

Conclusions

  • Andrea Calabrò
Chapter
Part of the Contributions to Management Science book series (MANAGEMENT SC.)

Abstract

In this book, the debate on public service organizations governance regimes has mainly focused on four main research questions: which governance regimes are needed and should be developed to manage public service organizations? Which is the governance system adopted by Italian local public utilities? Why do partial privatization processes exist? Does the board of directors contribute to SOEs’ innovation? Along each direction, various issues and concepts have been discussed, basing on different perspectives in order to catch the plurality of views and values.

Keywords

Corporate Governance Public Service Governance System Public Management Board Composition 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Benz, M., & Frey, B. (2007). Corporate governance: What can we learn from Public Governance? Academy of Management Review, 32(1), 92–104.CrossRefGoogle Scholar
  2. Borins, S. (1998). Innovating with integrity: How local heroes are transforming American Government. Washington: Georgetown University Press.Google Scholar
  3. Boyne, G. A. (2003). Sources of public service improvement: A critical review and research agenda. Journal of Public Administration Research and Theory, 13(1), 367–394.CrossRefGoogle Scholar
  4. Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Washington: Georgetown University Press.Google Scholar
  5. Bozeman, B. (2009). Public values theory: Three big questions. International Journal of Public Policy, 4(5), 369–375.CrossRefGoogle Scholar
  6. Brandsen, T., & Pestoff, V. (2006). Co-production, the third sector and the delivery of public services: An introduction. Public Management Review, 8(4), 493–501.CrossRefGoogle Scholar
  7. Cafferata, R. (1993). La società per azioni pubblica. Equilibrio economico e strategie di transizione. Milano: Franco Angeli.Google Scholar
  8. Christensen, T. (2003). Narratives of Norwegian governance: Elaborating the strong state tradition. Public Administration, 81(1), 163–190.CrossRefGoogle Scholar
  9. Christensen, T., & Laegreid, P. (2005). Trust in Government: The relative importance of service satisfaction, political factors, and demography. Public Performance & Management Review, 28(4), 487–511.Google Scholar
  10. Cornforth, C. (2003). The governance of public and non-profit organizations: What do boards do? London: Routledge.CrossRefGoogle Scholar
  11. Denhardt, R. B., & Denhardt, J. V. (2000). The New Public Service: Serving rather than steering. Public Administration Review, 60(6), 549–559.CrossRefGoogle Scholar
  12. Dilulio, J. (1994). Principled agents: The cultural bases of behaviour in a Federal Government bureaucracy. Journal of Public Administration Research and Theory, 4(1), 227–318.Google Scholar
  13. Fama, E., & Jensen, M. (1983). Separation of ownership and control. Journal of Law and Economics, 26(2), 301–325.CrossRefGoogle Scholar
  14. Farrell, D. (2005). Offshoring: Value creation through economic change. Journal of Management Studies, 42(3), 675–683.CrossRefGoogle Scholar
  15. Fung, A. (2004). Empowered participation: Reinventing urban democracy. Princeton: Princeton University Press.Google Scholar
  16. Grossi, G., & Mussari, R. (2009). The effects of corporatisation on financial reporting: The experience of the Italian Local Governments. International Journal of Public Policy, 4(3–4), 268–282.CrossRefGoogle Scholar
  17. Grossi, G., & Reichard, C. (2008). Municipal corporatization in Germany and Italy. Public Management Review, 10(5), 597–617.CrossRefGoogle Scholar
  18. Hodges, R., Wright, M., & Keasey, K. (1996). Corporate governance in the public services: Concepts and issues. Public Money and Management, 16(2), 7–13.Google Scholar
  19. Houston, D. J., & Delevan, S. M. (1990). Public Administration research: An assessment of journal publications. Public Administration Review, 50(6), 674–681.CrossRefGoogle Scholar
  20. Huse, M. (2007). Boards, governance and value creation: The human side of corporate governance. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
  21. Jensen, M. C., & Meckling, W. (1976). Theory of the firm: Managerial behaviour, agency costs, and ownership structure. Journal of Financial Economics, 3(4), 305–350.CrossRefGoogle Scholar
  22. Kirkbride, J., & Letza, S. (2003). Corporate governance and gatekeeper liability: The lessons from Public Authorities. Corporate Governance: an International Review, 11(3), 262–271.CrossRefGoogle Scholar
  23. Light, P. C. (1998). Sustaining innovation: Creating nonprofit and government organizations that innovate naturally. San Francisco: Jossey-Bass.Google Scholar
  24. Moore, M. H. (1995). Creating public value: Strategic management in government. Cambridge: Harvard University Press.Google Scholar
  25. Musacchio, A., & Flores-Macias, F. (2009). The return of State-owned enterprises: Should we be afraid? Online Edition. Harvard International Review (March, 2009).Google Scholar
  26. Newbert, S. L. (2007). Empirical research on the resource-based view of the firm: An assessment and suggestions for future research. Strategic Management Journal, 28(2), 121–146.CrossRefGoogle Scholar
  27. OECD. (2010). Corporate governance accountability and transparency: A guide for State ownership. Paris: OECD Publishing.CrossRefGoogle Scholar
  28. Osborne, S. P. (2006). The New Public Governance? Public Management Review, 8(3), 377–387.CrossRefGoogle Scholar
  29. Osborne, S. P. (2009). Debate: Delivering public services: Are we asking the right questions? Public Money and Management, 29(1), 5–7.Google Scholar
  30. Osborne, S. P., & Ball, A. (2010). Social audit, accounting and accountability for the common good. UK: Routledge.Google Scholar
  31. Osborne, S. P., & McLaughlin, K. (2004). The cross-cutting review of the voluntary sector: Where next for local government-voluntary sector relationships? Regional Studies, 38(5), 573–582.CrossRefGoogle Scholar
  32. Pestoff, V. (2006). Citizens and co-production of welfare services: Childcare in eight European countries. Public Management Review, 8(4), 503–519.CrossRefGoogle Scholar
  33. Pestoff, V. (2008). A democratic architecture for the Welfare State. New York: Routledge.Google Scholar
  34. Pestoff, V. (2009). Towards a paradigm of democratic participation: Citizen participation and co-production of personal social services in Sweden. Annals of Public and Cooperative Economics, 80(2), 197–224.CrossRefGoogle Scholar
  35. Pettigrew, A. (2005). The character and significance of management research on the public services. Academy of Management Journal, 48(6), 973–977.CrossRefGoogle Scholar
  36. Pollitt, C. (2009). Structural change and public service performance: International lessons? Public Money and Management, 29(5), 285–291.Google Scholar
  37. Ranade, W., & Hudson, B. (2003). Conceptual issues in inter-agency collaboration. Local Government Studies, 29(3), 32–50.CrossRefGoogle Scholar
  38. Rhodes, R. A. W. (2002). Putting people back into networks. Australian Journal of Political Science, 37(3), 399–416.CrossRefGoogle Scholar
  39. Ruter, R. X., Sahr, K., & Waldersee, G. G. (2005). Public corporate governance. Ein kodex für öffentliche unternehmen. Wiesbaden: Gabler.Google Scholar
  40. Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273–292.CrossRefGoogle Scholar
  41. Skelcher, C. (2007). Does democracy matter? A transatlantic research design on democratic performance and special purpose governments. Journal of Public Administration Research and Theory, 17(1), 61–76.CrossRefGoogle Scholar
  42. Torres, L., Pina, V., & Acerete, B. (2005). E-government developments on delivering public services among EU cities. Government Information Quarterly, 22(2), 217–238.CrossRefGoogle Scholar
  43. Walker, R. M. (2006). Innovation type and diffusion: An empirical analysis of Local government. Public Administration, 84(2), 311–335.CrossRefGoogle Scholar
  44. Walker, R. M. (2008). An empirical evaluation of innovation types and organizational and environmental characteristics: Towards a configuration framework. Journal of Public Administration Research and Theory, 18(4), 591–615.CrossRefGoogle Scholar
  45. Walker, R. M., Jeanes, E., & Rowlands, R. (2002). Measuring innovation: Applying the literature-based innovation output indicator to public services. Public Administration, 80(1), 201–214.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2011

Authors and Affiliations

  1. 1.Department of Business StudiesUniversity of Rome “Tor Vergata”RomeItaly

Personalised recommendations