Crossing Boundaries in Public Management and Policy The International Experience

Part I: Introduction and the Fundamental Questions  1. Crossing Boundaries in Public Management and Policy: An Introduction (Janine O'Flynn)  2. Crossing Boundaries: The Fundamental Questions in Public Management and Policy (Janine O'Flynn)  Part II: Solutions to Cross-Boundary Dilemmas?  3. The Cross-Organization Collaboration Solution?: Conditions, Roles and Dynamics in New Zealand (Elizabeth Eppel, Derek Gill, Miriam Lips and Bill Ryan)  4. The Boundary Spanning Solution?: Crossing Boundaries in the United States (Kelly LeRoux)  5. The Culture Solution?: Culture and Common Purpose in Australia (Fiona Buick)  6. The Structure Solution?: Public Sector Mergers in the United Kingdom (Carole Talbot and Colin Talbot)  7. The People and Structure Solution?: Collegial Administration in Norway (Dag Arne Christensen, Tom Christensen, Per Laegreid and Tor Midtbø)  8. The Performance Target Solution?: Cross-Cutting Public Service Agreements in the United Kingdom (Akash Paun and Kate Blatchford)  9. The Collaboration Solution?: Factors for Collaborative Success (Brian Head)  10. The Soft Power Solution?: Managing without Authority (Owen Hughes)  11. The Diagnostic Solution?: Gauging Readiness for Cross-Boundary Working (Deborah Blackman)  12. The Responsiveness Solution?: Embedding Horizontal Governance in Canada (Evert A. Lindquist)  Part III: Cases of Crossing Boundaries in Public Management and Policy  13. Children's Services: The Impact of Service Integration in England (Carole Talbot)  14. Education and Employment: Stumbling across Boundaries in the Netherlands (Esther Klaster)  15. Health: Overcoming Service Delivery Gaps in Austria (Sanja Korac and Iris Saliterer)  16. Community Safety: Partnerships across Boundaries in England (Joyce Liddle and John Diamond)  17. Airport Enclaves: Bridging Boundary Tensions between Airports and Cities (Timothy Donnet and Robyn Keast)  Part IV: Conclusion  17. Crossing Boundaries in Public Management and Policy: Conclusion and Future Issues (Janine O'Flynn, Deborah Blackman and John Halligan)

Biography

Janine O’Flynn is Professor of Public Management at the University of Melbourne, Australia and an adjunct at The Australian and New Zealand School of Government. She examines Public Sector Reform and Relationships and recently published Rethinking Public Services: Managing with External Providers (2012, Palgrave Macmillan) with John Alford

Deborah Blackman is Professor of Human Resources Management in the Faculty of Business, Government and Law and the Director of the Graduate Research Office, both at the University of Canberra, Australia. She publishes in the areas of Performance Management, Organizational Learning, Knowledge Management and Organizational Effectiveness in both the private and public sectors

John Halligan is Professor of Public Administration at the ANZSOG Institute for Governance, University of Canberra, Australia. His recently published books include Public Sector Governance in Australia (2012, ANU Press) and Performance Management in the Public Sector (2010, Routledge). He is currently working on a comparative analysis of Public Management Reform in four Anglophone countries

This book’s critical examination of crossing boundaries—organizational, jurisdictional, sectoral, international—is vital reading for those unsatisfied with typical discussions of collaboration and network management. The questions addressed in this volume demonstrate that overcoming such boundaries is the signature governing issue of our time.

Michael McGuire, Indiana University, USA

A rich and satisfying collection that rewards the continuing policy and scholarly interest in the theory and practice of cross boundary working by drawing on international experiences, detailed cases and innovative methods to offer new insights on fundamental questions.

Helen Sullivan, University of Melbourne, Australia

This book assembles a diverse and inter-disciplinary set of contributions highlighting the importance of ‘boundaries’ as sites of ambiguity, conflict and potential in the theory and practice of international public policy and management. It represents a valuable and thought-provoking addition to the existing literature on this important subject.

Paul Williams, Cardiff Metropolitan University, UK