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.

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.

1. Public Managers in Collaboration Rosemary O'Leary, Beth Gazley, Michael McGuire, and Lisa Blomgren BinghamPart I Why Public Managers Collaborate

2. Resource Sharing: How Resource Attributes Influence Sharing System Choices Mary Tschirhart, Alejandro Amezcua, and Alison Anker3. To Participate or Not Participate? Incentives and Obstacles for Collaboration Rachel Fleishman4. Partner Selection and the Effectiveness of Interorganizational Collaborations Elizabeth A. Graddy and Bin Chen5. The New Professionalism and Collaborative Activity in Local Emergency Management Michael McGuire6. Calming the Storms: Collaborative Public Management, Hurricanes Katrina and Rita, and Disaster Response Alisa Hicklin, Laurence J. O'Toole Jr., Kenneth J. Meier, and Scott E. RobinsonPart 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 2004 Jeffrey L. Brudney, Chung-Lae Cho, and Deil S. Wright8. Collaboration and Relational Contracting David M. Van Slyke9. Mechanisms for Collaboration in Emergency Management: ICS, NIMS, and the Problem with Command and Control William L. Waugh Jr.10. Collaborative Public Management and Organizational Design: One-Stop Shopping Structures in Employment and Training Programs Jay Eungha Ryu and Hal G. RaineyPart III How and Why Public Managers Get Others to Collaborate

11. Collaborative Approaches to Public Organization Start-Ups Robert Alexander and Rosemary O'Leary12. Synthesizing Practice and Performance in the Field of Environmental Conflict Resolution Kirk Emerson13. A Public Administration Education for the Third-Party Governance Era: Reclaiming Leadership of the Field Paul L. Posner14. Surprising Findings, Paradoxes, and Thoughts on the Future of Collaborative Public Management Research Rosemary O'Leary and Lisa Blomgren BinghamReferences

Contributors

Index