The latest in a series exploring twenty-first-century governance, this new volume examines the use of market means to pursue public goals. ¡°Market-based governance¡± includes both the delegation of traditionally governmental functions to private players, and the importation into government of market-style management approaches and mechanisms of accountability.The contributors (all from Harvard University) assess market-based governance from four perspectives:The ¡°demand side¡± deals with new, revised, or newly important forms of interaction between government and the market where the public sector is the ¡°customer.¡± Chapters in this section include Steve Kelman on federal procurement reform, Karen Eggleston and Richard Zeckhauser on contracting for health care, and Peter Frumkin. The ¡°supply side¡± section deals with unsettled questions about government¡¯s role as a provider (rather than a purchaser) within the market system. Contributors include Georges de Menil, Frederick Schauer and Virginia Wise.A third section explores experiments with market-based arrangements for orchestrating accountability outsidegovernment by altering the incentives that operate inside market institutions. Chapters include Robert Stavins on market-based environmental policy, Archon Fung on ¡°social markets,¡± and Cary Coglianese and David Lazer.The final section examines both the upside and the downside of the market-based approach to improving governance. Contributors include Elaine Kamarck, John D. Donahue, Mark Moore, and Robert Behn.An introduction by John D. Donahue frames market-based governance as an effort to engineer into public work some of the ¡°intensive¡± accountability that characterizes markets without surrendering the ¡°extensive¡± accountability of conventional government. A preface by Joseph S. Nye Jr. sets the book in the context of a larger inquiry into the future of governance.
A fundamental, but mostly hidden, transformation is happening in the way public services are being delivered, and in the way local and national governments fulfill their policy goals. Government executives are redefining their core responsibilities away from managing workers and providing services directly to orchestrating networks of public, private, and nonprofit organizations to deliver the services that government once did itself. Authors Stephen Goldsmith and William D. Eggers call this new model "governing by network" and maintain that the new approach is a dramatically different type of endeavor that simply managing divisions of employees.Like any changes of such magnitude, it poses major challenges for those in charge. Faced by a web of relationships and partnerships that increasingly make up modern governance, public managers must grapple with skill-set issues (managing a contract to capture value); technology issues (incompatible information systems); communications issues (one partner in the network, for example, might possess more information than another); and cultural issues (how interplay among varied public, private, and nonprofit sector cultures can create unproductive dissonance).Go verning by Network examines for the first time how managers on both sides of the aisle, public and private, are coping with the changes. Drawing from dozens of case studies, as well as established best practices, the authors tell us what works and what doesn't. Here is a clear roadmap for actually governing the networked state for elected officials, business executives, and the broader public.
Designing Public Procurement Policy in Developing Countries: How to Foster Technology Transfer and Industrialization in the Global Economy
This book presents effective strategies for developing countries to leverage their public sector demand for manufactured imports to promote industrialization, trade, and technology transfer. Technology transfer and its absorption is considered one of the most crucial and complicated challenges for developing countries, which are characterized by insufficient infrastructure, low technological intensity of the domestic capital stock, and high levels of manufactured imports. Which strategies and policy tools can governments employ to link demand with technology transfer, thereby enhancing absorption capacity and development in emerging economies?
This book is part of a broader project launched by PGlobal Global Advisory and Training Services Ltd., in cooperation with Istanbul Commerce University (İTUCU) and the Scientific and Technological Research Council of Turkey (TÜBİTAK). The contributors to this book are policymakers, academicians, and experts who are working together to identify problems and develop policy recommendations for public procurement with respect to economic development. The book includes theoretical, empirical, and case study analyses of technology transfer mechanisms, public procurement policies, and countertrade and offset strategies. The lessons learned from these chapters will be of interest to both academics and policymakers concerned with technology transfer, industrial policy, and economic development.
The railways have a long tradition in Europe and the impact that they have on history is as much political as it is social or economic. National governments have traditionally had an active interest in the railways and indeed railways have become synonymous with ideas of state building and intervention. Similarly, on the supra-national level, the EU Commission sees the railways as central to the EU Transport Policy, the Single Market and Sustainable Development. It is perhaps strange then that the creation of an EU Railway Policy has been slow in the making. This book focuses on the role of the Commission in opening national railway markets and creating an EU governance structure for the railways. Indeed, the railway policy discussions and preferences are shaped by the fundamental question of whether the railways are a public service or an economic sector. The book argues that the Commission is constrained by the member states' resistance towards market opening as evident in the implementation process and demonstrates that the Commission's long term commitment has been able to advance its preferred governance system.