Amir Hefetz

TL;DR: The authors developed a methodology to link responses to national surveys and create a longitudinal data set that captures the dynamics of the contracting process, including principal agent problems, government management, monitoring, and citizen concerns, and market structure.

TL;DR: A 2007 survey of US city managers' rankings of 67 services by transactions costs, competition, and citizen interest is combined with a 2007 national survey of city managers’ sourcing decisions (direct public, intergovernment cooperation, for-profit and nonprofit contracting) as mentioned in this paper.

TL;DR: In this article, the authors use probit and generalized estimation models to analyze International City County Management Association (ICMA) data for 1992, 1997 and 2002, and show the evolution of a middle position where city managers integrate markets with public delivery and give greater attention to citizen satisfaction in the service delivery process.

TL;DR: In this paper, the authors assess the efficacy of market solutions for metropolitan public service provision by comparing privatization with intermunicipal cooperation and evaluating each on efficiency, equity, and democracy grounds.

TL;DR: In this article, the authors use survey and interview data from U.S. local governments to explore the responses of public managers to noncompetitive markets, finding that competition is weak in most local government markets and that the relationship between competition and contracting choice varies by service type.