000			01349pab a2200169 454500
008			180718b2004 xxu||||| |||| 00| 0 eng d
100			_aBrown, Trevor L.
245			_aManaging the public service market
260			_c2004
300			_ap.656-68
362			_aNov-Dec
520			_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.
650			_aPublic administration
700			_aPotoski, Matthew
773			_aPublic Administration Review
909			_a63361
999			_c63361 _d63361