Managing paradoxes in public partnerships
AbstractTo say that the trends to develop collaboration to deliver public services derive from global macrotrends inspired by the principles of New Public Management is a commonplace. This paper applies the lenses of institutional theory to the study of voluntary inter-municipal partnerships and counter-argues that collaboration initiatives are shaped by the interaction of political, functional and social pressures. Interestingly, this process of continuous shaping concerns both the creation and the disruption of collaborative arrangements. The capacity of Oliver’s (1992) concept of deinstitutionalisation of complement operational explanations is exemplified by illustrating the experience of voluntary inter-municipal collaborations in the Italian region of Lombardy. As part of an ongoing research programme, the paper draws primarily on relevant organisation research and previous qualitative fieldwork carried out by the authors.
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Bibliographic InfoPaper provided by Department of Economics, Management and Quantitative Methods at Università degli Studi di Milano in its series Departmental Working Papers with number 2012-05.
Date of creation: 11 Apr 2012
Date of revision:
Local government; incentive policies; implementation; inter-municipal collaboration; partnerships; paradoxes; deinstitutionalisation;
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