Advertisement

Governance of Public Service Companies: Australian Cases and Examples

  • Anona Armstrong
Chapter
Part of the Governance and Public Management book series (GPM)

Abstract

Innovations in the public sector in Australia introduced over the past 20 years have changed the face of government. New Public Management (NPM), the umbrella term for many of these innovations, introduced changes in philosophy and practices such as ‘steering not rowing’, purchaser-provider splits, amalgamations, corporatization, performance management, and competition and, with them, new forms of governance and accountability. Globalization, ‘structural gaps’ in public finances and sovereign bankruptcy threats and the rapid growth of new information and communications technology (ICT) have again stimulated radical change in the ways in which governments deliver services and interact with their communities.

Keywords

Private Sector Public Sector Corporate Governance Audit Committee Public Private Partnership 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Andrews, R., Boyne, G. A. and Enticott, G. (2006) Performance Failure in the Public Sector: Misfortune or Mismanagement, Public Management Review 8(2): 273–296.CrossRefGoogle Scholar
  2. Bacchiega, A. and Borzaga, C. (2001) Social Enterprises as Incentive Structures: An Economic Analysis. In Borzaga, C. and Defourny, J. (eds) The Emergence of Social Enterprise. New York: Routledge.Google Scholar
  3. Becchetti, L. and Borzaga, C. (eds) (2010) The Economics of Social Responsibility: The World of Social Enterprises. Abingdon and New York: Routledge.Google Scholar
  4. Borzaga, C. and Defourny, J. (eds) (2001) The Emergence of Social Enterprise. New York: Routledge.Google Scholar
  5. Brandsen, T. and Pestoff, V. (2006) Co-Production, the Third Sector and the Delivery of Public Services: An Introduction, Public Management Review 8(4): 493–502.CrossRefGoogle Scholar
  6. Brandsen, T. and Van Hout, E. (2006) Co-Management in Public Service Networks: The Organisational Effects, Public Management Review 8(4): 537–566.CrossRefGoogle Scholar
  7. Camps, M. (2012) Suara Cooperativa. Innovación Organizativa y Tercer Sector [PowerPoint slides]. Presented in the Workshop Innovació Organitzativa i Tercer Sector: noves tendències i reptes. Organized by F6rum de la Economia Social. Barcelona: May 2012.Google Scholar
  8. Chevalier, J. (1987) Le service publique, Que sais-je? Press Universitaire de France.Google Scholar
  9. Cornforth, C. (2004) The Governance of Cooperatives and Mutual Associations: A Paradox Perspective, Annals of Public and Cooperative Economics 75(1): 11–32.CrossRefGoogle Scholar
  10. Defourny, J. (2001) Introduction: From Third Sector to Social Enterprise. In Borzaga, C. and Defourny, J. (eds) The Emergence of Social Enterprise. New York: Routledge.Google Scholar
  11. Defourny, J. and Nyssen, M. (2010) Social Enterprise in Europe: At the Crossroads of Market, Public Policies and Third Sector, Policy and Society 29: 231–242.CrossRefGoogle Scholar
  12. Diari Oficial de la Generalitat de Catalunya (D.O.G.C.) (2010) LLei 14/2010, de 27 de maig, dels Drets i oportunitats de la infància i l’adolescència, Diari Oficial de la Generalitat de Catalunya, June 2nd, number 5641.Google Scholar
  13. DiMaggio, P. and Powell, W. (1983) The Iron Cage Revisted: Institutional Isomorphism and Collective Rationality in Organizational Fields, American Sociological Review 48: 147–160.CrossRefGoogle Scholar
  14. EMES (2011) EMES position paper on social enterprise research and policymaking (mimeo) Liege, October, www.emes.net.Google Scholar
  15. Evers, A. and Laville, J. L. (eds) (2004) The Third Sector in Europe. Cheltenham: Edward Elgar.Google Scholar
  16. Evers, A. (2005) Mixed Welfare System and Hybrid Organizations: Changes in the Governance and Provision of Social Services, International Journal of Public Administration 28(9–10): 737–748.CrossRefGoogle Scholar
  17. Fundación Plataforma Educativa (2012) Experiència de Partenariat Püblic Privat: Fundació Acció Social Infància — Projecte Casa Infants [PowerPoint slides]. Presented at Workshop Innovació Organitzativa i Tercer Sector: noves tendències i reptes. Organized by Forum de la Economia Social. Barcelona, May 2012.Google Scholar
  18. Hirschman, A. O. (1970) Exit, Voice and Loyalty. Cambridge, MA: Harvard University Press.Google Scholar
  19. Impresa Sociale Journal (2008) Impresa sociale e governance multi-stakeholder, Vol. 77: 4, ISSAN Edizioni.Google Scholar
  20. Jensen, M. and Meckling, W. (1976) Theory of the Firm: Managerial Behavior. Agency cost and ownership structure, Journal of Finance 48: 831–880.CrossRefGoogle Scholar
  21. Kendall, J. (2003) The Voluntary Sector. Comparative Perspectives in the UK. London and New York, NY: Routledge.Google Scholar
  22. Kendall, J. (ed.) (2009a) Handbook on Third Sector Policy in Europe. Multi-level Process and Organized Civil Society. Cheltenham: Edward Elgar.Google Scholar
  23. Kendall, J. (2009b) The UK: Ingredients in a Hyperactive Horizontal Policy Environment. In Kendall, J. (ed.) Handbook on Third Sector Policy in Europe: Multi-level Process and Organized Civil Society. Cheltenham: Edward Elgar.CrossRefGoogle Scholar
  24. Laville, J.-L. (2001) France: Social Enterprise Developing Proximity Services. In Borzaga, C. and Defourny, J. (eds) The Emergence of Social Enterprise. London and New York, NY: Routledge.Google Scholar
  25. Lewis, J. (2004) The State and the Third Sector in Modern Welfare States: Independence, Instrumentality, Partnership. In Evers, A. and Laville, J.-L. (eds) The Third Sector in Europe. Cheltenham: Edward Elgar.Google Scholar
  26. Muth, M. M. and Donaldson, L. (1998) Stewardship Theory and Board Structure: A Contingency Approach, Corporate Governance 6(1): 5–28.CrossRefGoogle Scholar
  27. Osborne, S. (2008) Key Issues for the Third Sector in Europe. In Osborne, S. (ed.) The Third Sector in Europe: Prospects and Challenges. Abingdon: Routledge.CrossRefGoogle Scholar
  28. Pestoff, V. (1998) Beyond the Market and State: Social Enterprises and Civil Democracy in a Welfare Society. Aldershot: Ashgate.Google Scholar
  29. Pestoff, V. (2006) Citizens as Co-Producers of Welfare Services: Preschool Services in Eight European Countries, New Public Management Review 8(4): 503–520.CrossRefGoogle Scholar
  30. Roig, S. (2012) Projecte localitzador de persones amb deteriorament cognitiu. Una experiencia de partenariat (PowerPoint slides). Presented at Workshop Innovació Organitzativa i Tercer Sector: noves tendències i reptes. Organized by Forum de la Economia Social, Barcelona, May 2012.Google Scholar
  31. Taylor, M. (2004) The Welfare Mix in the United Kingdom. In Evers, A. and Laville, J.-L. (eds) The Third Sector in Europe. Cheltenham: Edward Elgar.Google Scholar
  32. Taylor, M. (2012) Surviving Over Time and Space? The Experience of the English Compact. Presented at the 10th International Conference of the International Society for Third Sector Research (ISTR), (Siena) Italy, July.Google Scholar
  33. Trigo, J. and Drudis, A. (1999) Alianzas estratégicas. Las claves y la prdctica de la cooperación entre empresas. Ediciones Gestiôn 2000.Google Scholar
  34. Young, D. (2012) Can Social Entreprises Remain Sustainable and Mission-Focused? Applying Resilience Theory. Presented at the 10th International Conference of the International Society for Third-Sector Research (ISTR), (Siena) Italy, July.Google Scholar
  35. Zamagni, S. (2012) Beyond the Crisis: The Role of the Third Sector in the Italian Scenario. Presented at the 10th International Conference of the International Society for Third-Sector Research (ISTR), (Siena) Italy, July.Google Scholar
  36. Zimmer, A. (2010) Third Sector-Government Partnership. In Taylor, R. (ed.) Third Sector Research. New York: Springer.Google Scholar

Copyright information

© Anona Armstrong 2013

Authors and Affiliations

  • Anona Armstrong

There are no affiliations available

Personalised recommendations