This book is unique in that it explores public sector reform from a strategic management perspective. The authors whose work is represented in the book examine seven strategies for public management reform: (1) increases in accountability, (2) decentralization and delegation of authority and responsibility for decision making and management, (3) application of information technology to improve management and responsiveness of governments to citizens, (4) developing and improving management control systems in the public sector, (5) measures to reduce corruption in government, business and society, (6) development and use of performance indicators, and (7) integration of performance measurement and management in public organizations. Authors address the need for and application of various strategies, and impediments to implementation of each strategy. Case analysis is used to derive findings and conclusions.
Preface and Acknowledgements. Chapter 1: Assessment of Public Management Reform and Strategy. (K. Schedler, L. R. Jones, R. Mussari). Part 1 Accountability, Decentralization, and Delegation Strategies. Chapter 2: Rethinking Accountability in Education: How Should Who Hold Whom Accountable for What? (R. D. Behn). Chapter 3: Development of Contracting in Infrastructure Investment in the UK: The Private Finance Initiative in the National Health Service. (J. Broadbent, J. Gill, R. Laughlin). Chapter 4: Stakeholder Theory, Partnerships and Alliances in the Health Care Sector of the UK and Scotland. (A. Murdock). Chapter 5: Strategies for Health Care Reform Implementation in Southern Italy. (M. Menneguzo, V. Male, A. Tenese). Part 2: Information Technology and Management Control Strategies. Chapter 6: Managing the E-Government Organization. (K. Schedler, B. Schmidt). Chapter 7: Reform of Public Management Through ICT: Interface, Accountability and Transparency. (Hiroko Kudo). Chapter 8: Risk, Reform and Organizational Culture: The Case of IRS Tax Systems Modernization. (B. Bozeman). Chapter 9: Management Control Reform in the Public Sector: Contrasting the USA and Italy. (L. R. Jones, R. Mussari). Part 3: Anti-Corruption Strategies. Chapter 10: Political Corruption: Establishing the Parameters. (P. deLeon, M. T. Green). Chapter 11: Supply-Side Control of Corruption: The U.S. Foreign Corrupt Practices Act and the OECD Convention. (M. N. Darrough). Chapter 12: Coping with Corruption in Albanian Public Administration and Business. (D. Cepiku). Chapter 13: Reducing Corruption in Post-Communist Countries. (A. Kotchegura). Part 4: Performance Assessment and Management Strategies. Chapter 14: A Conceptual Framework and Methodological Guide for Research on Public Management Policy Change in the Latin American Region. (M. Barzelay et al.). Chapter 15: Developing Performance Indicators and Measurement Systems in Public Institutions. (K. Schedler). Chapter 16: Evaluation of New Public Management Reforms in Switzerland: Empirical Results and Reflections on Methodology. (S. Rieder, L. Lehmann). Chapter 17: Measuring and Managing for Performance: Lessons from Australia. (Bill Ryan). Part 5: Trends in Reform Strategy. Chapter 18: Assessing Public Management Reform Strategy in an International Context. (L. R. Jones, D. F. Kettl). Index.