Lincoln, Yvonna, and Egon Guba, "Postpositivism and the Naturalist Paradigm," pp. 14-46 in Yvonna Lincoln and Egon Guba, Naturalistic Inquiry . Beverly Hills, CA: Sage, 1985.*

From Marketing Mix to Relationship Marketing: Towards a Paradigm Shift in Marketing

Open Innovation: The New Imperative for Creating and Profiting from Technology

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Public Management Reform. A Comparative Analysis

More than a decade has passed since the publication of Christopher Hood's influential piece that codified the nature of the New Public Management (NPM) (Hood 1991). At that time it seemed likely, c...

The New Public Governance? 1

1. Introduction: The (New) Public Governance: A Suitable Case for Treatment? (Stephen P. Osborne) Part I: Theoretical Perspectives on Public Governance 2. Global Perspectives on Governance (Patricia Kennett) 3. Meta-Governance and Public Management (B. Guy Peters) 4. Innovations in Governance (Mark Moore and Jean Hartley) 5. Governance and Governability (Jan Kooiman) 6. Does Governance Exist? (Owen Hughes) 7. What Endures? Public Governance and the Cycle of Reform (Laurence E. Lynn, Jr.) Part II: Governance and Inter-Organizational Partnerships to Deliver Public Services 8. Theory of Organizational Partnerships: Partnership Advantages, Disadvantages and Success Factors (Ronald W. McQuaid) 9. Public-Private Partnerships and Public Governance Challenges (Carsten Greve and Graeme Hodge) 10. Introducing the Theory of Collaborative Advantage (Siv Vangen and Chris Huxham) 11. Relationship Marketing, Relational Capital and the Governance of Public Services Delivery (Stephen P. Osborne, Kate McLaughlin and Celine Chew) 12. Leading Across Frontiers: How Visionary Leaders Integrate People, Processes, Structures and Resources (Barbara C. Crosby, John M. Bryson and Melissa M. Stone) 13. Public Governance and the Third Sector: Opportunities for Co-Production and Innovation? (Victor Pestoff and Taco Brandsen) Part III: Governance of Contractual Relationships 14. Governance, Contract Management and Public Management (Donald F. Kettl) 15. Governance of Outsourcing and Contractual Relationships (Federica Farneti, Emanuele Padovani and David W. Young) 16. The Governance of Contracting Relationships: "Killing the Golden Goose": A Third-Sector Perspective (Steven Rathgeb Smith and Judith Smyth) Part IV: Governance of Inter-Organizational Networks 17. Trust in Governance Networks: Looking for Conditions for Innovative Solutions and Outcomes (Erik-Hans Klijn) 18. Implementation and Managerial Networking in the New Public Governance (Laurence J. O'Toole Jr, and Kenneth J. Meier) 19. From New Public Management to Networked Community Governance? Strategic Local Public Service Networks in England (Steve Martin) Part V: Governance of Policy Networks 20. Policy Networks: Theory and Practice (Tobias Jung) 21. Policy Networks in Practice: The Debate on the Future of Amsterdam Airport Schiphol (Menno Huys and Joop Koppenjan) 22. Governance, Networks and Policy Change: The Case of Cannabis in the United Kingdom (Beatriz Acevedo and Richard Common) 23. Conclusions: Public Governance and Public Services Delivery: A Research Agenda for the Future (Stephen P. Osborne)

The new public governance? : emerging perspectives on the theory and practice of public governance

This article argues that current public management theory is not fit for purpose—if it ever has been. It argues that it contains two fatal flaws—it focuses on intraorganizational processes at a time when the reality of public services delivery is interorganizational, and it draws upon management theory derived from the experience of the manufacturing sector and which ignores the reality of public services as “services.” The article subsequently argues for a “public service dominant” approach. This not only more accurately reflects the reality of contemporary public management but also draws upon a body of substantive service-dominant theory that is more relevant to public management than the previous manufacturing focus. We argue that this approach makes an innovative contribution to public management theory in the era of the New Public Governance. The article concludes by exploring the implications of this approach in four domains of public management and by setting a research agenda for a public-service...

A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach:

Co-production is currently one of cornerstones of public policy reform across the globe. Inter alia, it is articulated as a valuable route to public service reform and to the planning and delivery of effective public services, a response to the democratic deficit and a route to active citizenship and active communities, and as a means by which to lever in additional resources to public service delivery. Despite these varied roles, co-production is actually poorly formulated and has become one of a series of ‘woolly-words’ in public policy. This paper presents a conceptualization of co-production that is theoretically rooted in both public management and service management theory. It argues that this is a robust starting point for the evolution of new research and knowledge about co-production and for the development of evidence-based public policymaking and implementation.

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Co-production and the co-creation of value in public services: A suitable case for treatment?

Introduction Understanding public - private partnerships in international perspective: globally convergent or nationally divergent phenomena? Stephen P Osborne Part I Understanding public - private partnerships 1. The theory of partnerships - why have partnership? Ron McQuaid 2. Public - private partnerships: sectoral comparisons Peter Carroll and Peter Steane 3. Public - private partnerships. Rethinking the boundary between public and private law Gavin Drewry 4. Understanding the process of public - private partnerships Stephen P Osborne and Vic Murray 5. Governing public - private partnerships. Analysing and managing processes and institutional characteristics of public - private partnerships Erik-Hans Klijn and Geert Teisman Part II Understanding and contrasting public contexts for public - private partnerships 6. Public - private partnerships in the United States: historical patterns and current trends Lynne Moulton and Helmut K Anheier 7. Public - private partnerships and the 'new Labour' government in Britain Peter K Falconer and Kathleen Ross 8. The East Asia region: do public - private partnerships make sense? Richard Common 9. The decline of the Leviathan: state, market and civil society in South-east Asia Gerald Clarke Part III Public - private partnerships in international perspective: practice and management 10. Public - private partnerships in the European Union. Officially suspect, in daily practice embraced Geert Teisman and Erik-Hans Klijn 11. Transforming the state into a partner in cooperative development. An evaluation of NGO - government partnership in the Philippines Teresa S Encarnacion Tadem 12. The propensity, persistence and performance of public - private partnerships in Sweden Sven-Olof Collin and Lennert Hansson 13. Partnerships in Pittsburgh: the evaluation of complex local initiatives Brian Jacobs 14. Rural Action for the Environment in the UK: developing partnerships and promoting learning through networks Mike Tricker 15. Building 'active' partnerships in aid-recipient countries: lessons from a rural development project in Bangladesh David Lewis 16. Partnership between local government and the local community in the area of social policy: an Hungarian experience Gyorgy Jenei and Anna Vari Part IV Evaluating public - private partnerships 17. Evaluating the impact of public - private partnerships: a Canadian perspective Vic Murray 18. What makes partnerships work? Chris Huxham and Siv Vangen 19. NGO partners: the characteristics of effective development partnerships John Hailey Conclusions A one-way street or two-way traffic? Can public-private partnerships impact upon the policy making process? Ka

Stephen P. Osborne

Papers

The New Public Governance? 1

The new public governance? : emerging perspectives on the theory and practice of public governance

A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach:

Co-production and the co-creation of value in public services: A suitable case for treatment?

Public-private partnerships : theory and practice in international perspective