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- W2736955063 abstract "Implementing public programs and delivering public services in the era of New Public Governance call for public managers to interact externallyand often collaboratively with a range of stakeholders. Such relationships,it is often argued, build support for implementation, buffer programs fromunexpected and negative shocks, and induce co-productive contributions from potential partners during execution. This chapter presents empirical evidence from hundreds of public organizations about how such networkingbehavior, which may constitute a form of organizational social capital,influences outcomes. At the same time, internal management within hierarchies also seems to matter for results. One of the key aspects of the researchagenda on the New Public Governance is to sort through these relationshipsfor their performance-relevant implications." @default.
- W2736955063 created "2017-07-31" @default.
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- W2736955063 date "2010-01-21" @default.
- W2736955063 modified "2023-09-23" @default.
- W2736955063 title "Implementation and Managerial Networking in the New Public Governance." @default.
- W2736955063 doi "https://doi.org/10.4324/9780203861684-28" @default.
- W2736955063 hasPublicationYear "2010" @default.
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