Inter-Organizational Accountability and Budget Cut-Backs
Accountability arrangements in networks present special concerns because of the potential for accountability to get "lost in the cracks of horizontal and hybrid governance" (Romzek et al 2012:443). Networks involve numerous cooperating agencies and/or subcontractors with different goals, organizational agendas (Romzek et al 2012). The aim of the present paper is to investigate, through an exploratory case study, how accountability is shaped in a network of public and private actors and the set of means and processes adopted, in a period of budget cut-backs due to the financial constraints in the public sector. The paper, drawing from the accountability literature (Romzek and Dubnick, 1987; Romzek et al., 2012), presents the result of a field study in a social services network in Italy. Data are based on document analysis, interviews with key institutional actors and participation in budgetary negotiation meeting in the network.
|Date of creation:||20 Jun 2013|
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- Enrico Bracci & Sue Llewellyn, 2012. "Accounting and accountability in an Italian social care provider: Contrasting people-changing with people-processing approaches," Accounting, Auditing & Accountability Journal, Emerald Group Publishing, vol. 25(5), pages 806-834, June.
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"Reputation and Imperfect Information,"
Levine's Working Paper Archive
238, David K. Levine.
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- Thomas Schillemans, 2008. "Accountability in the Shadow of Hierarchy: The Horizontal Accountability of Agencies," Public Organization Review, Springer, vol. 8(2), pages 175-194, June.
- Ezzamel, Mahmoud & Bourn, Michael, 1990. "The roles of accounting information systems in an organization experiencing financial crisis," Accounting, Organizations and Society, Elsevier, vol. 15(5), pages 399-424.
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