000			01782pab a2200157 454500
008			180718b2001 xxu||||| |||| 00| 0 eng d
100			_aSchwartz, Robert
245			_aManaging government-third sector collaboration: accountability, ambiguity, and politics
260			_c2001
300			_ap.1161-188
520			_aRecent years have witnessed increased revelations by watch-dog agents of mismanagement and abuse in third sector organizations that collaborate with government resulting in a decline in public trust and signs of a portending legitimacy crisis. Strengthening accountability mechanisms seems an obvious response to this trend. Yet, Israeli attempts to improve accountability of government-third sector collaborations have largely failed. Politics of accountability theory provides an explanation as to why. The findings demonstrate that political, bureaucratic and third sector stakeholders have a mutual interest in maintaining a cloak of ambiguity over government-third sector collaborations. The effects of four alternative accountability types on accountability, ambiguity, flexibility and politics are examined in an attempt to identify feasible and effective accountability strategies. There is no one ideal accountability type for all situations. Attention to the pitfalls of each accountability type may alert accountability decision-makers to appropriate combinations of accountability types for particular circumstances. However, the actual choice of accountability types has more to do with the politics of accountability than with scientific analysis of what is most appropriate. - Reproduced
650			_aNonprofit organizations
650			_aPublic administration
773			_aInternational Journal of Public Administration
909			_a50342
999			_c50342 _d50342