000			01686pab a2200181 454500
008			180718b2013 xxu||||| |||| 00| 0 eng d
100			_aLamothe, Scott
245			_aUnderstanding the differences between vendor types in local governance
260			_c2013
300			_ap.709-728.
362			_aNov
520			_aIt is commonly posited that for-profit, nonprofit, and other government vendors have fundamental differences, which make one or the other the superior choice depending on the circumstances of service delivery. Past research, focusing on service and market characteristics, finds support for this proposition. In this article, we investigate not only the typical theoretical expectations regarding vendor traits, service characteristics, and market conditions associated with the sectors, but also the presumed trustworthiness and management practices that are argued to differentiate them in an effort to better understand the roles played by each in local government contracting. Our findings indicate that as expected,nonprofits are most commonly employed when dealing with hard to define, ﾓsoftﾔ services with weak markets. However, contrary to expectations, nonprofits are not generally considered more trustworthy than for-profits and are not managed more ﾓlooselyﾔ (i.e., more ambiguous contracts, more discretion exercised in sanctioning) than their for-profit peers. Rather, public vendors seem to be the most trusted and are managed less rigidly than contractors from the other sectors. - Rep
650			_aLocal government
700			_aLamotte, Meeyoong
773			_aAmerican Review of Public Administration
908			_aN
909			_a103252
999			_c103248 _d103248