edited by Rosemary O'Leary and Lisa Blomgren Bingham
contributions by Alejandro Amezcua, Alison Anker, Rachel Fleishman, Elizabeth Graddy, Bin Chen, Michael McGuire, Alisa Hicklin, Laurence J. O'Toole Jr., Kenneth J. Meier, Scott E. Robinson, Jeffrey L. Brudney, Chung-Lae Cho, Deil S. Wright, David M. van Van Slyke, William L. Waugh Jr., Jay Eungha Ryu, Hal G. Rainey, Robert Alexander, Rosemary O'Leary, Kirk Emerson, Paul L. Posner, Rosemary O'Leary, Lisa Blomgren Bingham, Rosemary O'Leary, Beth Gazley, Michael McGuire, Lisa Blomgren Bingham and Mary Tschirhart
Georgetown University Press, 2009
Paper: 978-1-58901-223-3 | eISBN: 978-1-58901-584-5
Library of Congress Classification JF1351.C577 2009
Dewey Decimal Classification 351.973

ABOUT THIS BOOK | AUTHOR BIOGRAPHY | REVIEWS | TOC
ABOUT THIS BOOK

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.