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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

COLLABORATIVE PUBLIC MANAGEMENT AND DEMOCRACY: EVIDENCE FROM WESTERN WATERSHED PARTNERSHIPS

LEACH, WILLIAM D.

Public Administration Review, n.º 6 Suplemento/2006, pág. 100 a 110

Sumario
1. A FRAMEWORK FOR EVALUATING THE DEMOCRACY OF COLLABORATION. 2. ASSESSING COLLABORATIVE WATERSHED MANAGEMENT. 3. DISCUSION.

COLLABORATIVE PUBLIC MANAGEMENT: ASSESSING WHAT WE KNOW AND HOW WE KNOW IT

MCGUIRE, MICHAEL

Public Administration Review, n.º 6 Suplemento/2006, pág. 33 a 43

Sumario
1. THE NEW AND THE OLD. 2. LOCUS OF COLLABORATIVE PUBLIC MANAGEMENT. 3. COLLABORATIVE MANAGEMENT SKILLS. 4. THE BENEFITS AND COSTS OF COLLABORATIVE PUBLIC MANAGEMENT. 5. CONCLUSION.

COMPARATIVE AND INTERNATIONAL PUBLIC ADMINISTRATION: BUILDING INTELLECTUAL BRIDGES

HEADY, FERREL

Public Administration Review, n.º 1/1998, pág. 32

Sumario
1. SICA Origins. 2. The SICA record. 3. Past subfield relationships. 4. Crucial common issues. 5. A Catalyst role for SICA?.

COMPARATIVE INTERNATIONAL ACCOUNTING RESEARCH

Public Administration Review, n.º 2/1997, pág. 183

COMPARATIVE PERFORMANCE MEASUREMENT: INSIGHTS AND LESSONS LEARNED FROM A CONSORTIUM EFFORT

KOPCZYNSKI, MARY;LOMBARDO, MICHAEL

Public Administration Review, n.º 2/1999, pág. 124

Sumario
1. Performance measurement: Past and Present. 2.The ICMA comparative performance Measurement Consortium. 3.Early lessons learned. 4. Acquiring comparative datarequires a keen focus on detail. 5. Emerging opportunitiesfor using performance data. 6. Continuing activities. 7.Conclusion.

CONSENSUS-BUILDING FOR INTEGRATED RESOURCES PLANNING

DEHAVEN-SMITH, LANCE;WODRASKA, JOHN R.

Public Administration Review, n.º 4/1996, pág. 367

Sumario
1. The Politics of Water. 2. Issues in the Resources Plan. 3. The Consensus-Building Process. 4. Lessons Learned.

CONTRACT-MANAGEMENT CAPACITY IN MUNICIPAL AND COUNTY GOVERNMENTS

BROWN, TREVOR L.; POTOSKI, MATTHEW

Public Administration Review, n.º 2/2003, pág. 153

Sumario
I. CONTRACTING OUT RESEARCH. II. THE CAPACITY IMPERATIVE. III. THE ROLE OF CONTRACT-MANAGEMENT CAPACITY. IV. EXPLAINING INVESTMENTS IN CONTRACT-MANAGEMENT CAPACITY. V. DATA AND METHODS. VI. RESULTS. VII. DISCUSSION. VIII. CONCLUSION.

CONTRACTING AND ACCOUNTABILITY IN STATE MEDICAID REFORM: RHETORIC, THEORIES, AND REALITY

JOHNSTON, JOCELYN M.;ROMZEK, BARBARA S.

Public Administration Review, n.º 5/1999, pág. 383

Sumario
1. Introduction. 2. Contracting for socialservices: The case of medicaid services for the elderly inKansas. 3. Contracting and accountability: Theoreticalframeworks. 4. Methodology and data. 5. Results: Rhetoricand theory meet reality. 6. Conclusions.

CONTRACTING AND NEGOTIATION: EFFECTIVE PRACTICES OF SUCCESSFUL HUMAN SERVICE CONTRACT MANAGERS

GOODEN, VINCENT

Public Administration Review, n.º 6/1998, pág. 499

Sumario
1. Manager's role in Contracting for services. 2. Effective practices of contract managers. 3. implications for public management.

CORRUPTION IN ASIAN COUNTRIES: CAN IT BE MINIMIZED?

QUAH, JON S. T.

Public Administration Review, n.º 6/1999, pág. 483

Sumario
1. Levels of asian corruption. 2. Anticorruptionstrategies in asian countries. a) "Hopeless" AnticorruptionStrategy. b) Ineffective anticorruption strategies. c)Effective anticorruption strategy. 3. Learning fromSingapore's experience. a) Reducing the Opportunities forCorruption. b) Reducing incentives for corruption.

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