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Corporate Governance in a Collaborative Environment: what happens when government, business and civil society work together?

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Author Info

  • Mike Smith
  • Navdeep Mathur

    (Institute of Local Government Studies (INLOGOV), School of Public Policy, The University of Birmingham, UK.)

  • Chris Skelcher

    (Institute of Local Government Studies (INLOGOV), School of Public Policy, The University of Birmingham, UK.)

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    Abstract

    This paper discusses the findings of a study undertaken by a team from the University of Birmingham's Institute for Local Government Studies (INLOGOV), funded by the Economic and Social Research Council. The research explores the implications for democratic practice of collaborative working through partnership arrangements in the public sector. Through a study of multi-organisational partnerships in two local authority areas, the research identifies a problem for policy makers to address: partnerships are flexible management tools, but exhibit a democratic deficit in terms of the rules and procedures of public governance when measured against a benchmark of elected local government. Partnerships are in, but not of, the community. Copyright (c) 2006 The Authors; Journal compilation (c) 2006 Blackwell Publishing Ltd.

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    Bibliographic Info

    Article provided by Wiley Blackwell in its journal Corporate Governance: An International Review.

    Volume (Year): 14 (2006)
    Issue (Month): 3 (05)
    Pages: 159-171

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    Handle: RePEc:bla:corgov:v:14:y:2006:i:3:p:159-171

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    Cited by:
    1. Jean Shaoul & Anne Stafford & Pam Stapleton, 2010. "Financial black holes: The disclosure and transparency of privately financed roads in the UK," Accounting, Auditing & Accountability Journal, Emerald Group Publishing, vol. 23(2), pages 229-255, February.

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