01465pab a2200181 454500008004000000100002100040245003900061260000900100300001300109362001200122520093800134650002601072700002101098773003301119909001001152999001701162952010401179180718b2004   xxu||||| |||| 00| 0 eng d  aBrown, Trevor L.  aManaging the public service market  c2004  ap.656-68  aNov-Dec  aPrescriptions for improving contracting focus on how public managers can negotiate, implement, and monitor contracts to enhance service delivery and save costs. Yet, the well-functioning markets that effective contracting requires cannot be taken for granted. All markets risk failure. Consequently, public managers must manage the market to ensure competition and the flow of information about vendor performance, effective contract practices, and so on. We supplement transaction-cost theory and scholarship on public management networks to evaluate refuse services in nine governments in the Columbus, Ohio, metropolitan area. Our analyses reveal that even in the case of refuse collection, where nonspecific asset investments and easily measured service outputs and outcomes enhance contracting success, public managers looking to improve service delivery still must manage the market and the network supporting it. - Reproduced.  aPublic administration  aPotoski, Matthew  aPublic Administration Review  a63361  c63361d63361  00104070aIIPAbIIPAd2018-07-19hVolume no: 64, Issue no: 6pAR63811r2018-07-19w2018-07-19yAR