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"ABSTRACTIt is widely believed that fire alarm oversight (i.e., reactive oversight that responds to the complaints of interest groups) rather than police patrol oversight (i.e., precautionary congressional surveillance), better promotes the performance of government agencies by efficiently reducing bureaucratic moral hazard. However, fire alarm oversight can lead to bureaucrats being falsely accused by interest groups who provide biased information to members of Congress of failure to properly implement a policy, thereby causing an unnecessary administrative delay in public management. This article suggests a formal model that compares fire alarm and police patrol oversight and examines the development of congressional oversight mechanisms in the United States. "

"Public management is undoubtedly an acknowledged area of management science, but with meager empirical research. This book takes this challenge and presents a rare analysis of public management from the perspective of 12 Prime Ministers of Poland who governed between 1989 and 2014. The author features the concepts, practice and challenges of public management by making use of direct interviews with the Prime Ministers according to the classical management functions of planning, organization, direction and controlling. The book also presents a theoretical inquiry which redefines public management by breaking away from the traditional paradigm of public management, and introducing a 'mega-organizational' understanding of the state within new institutional economics."

"Annotation. New public management is a topical phrase to describe how management techniques from the private sector are now being applied to public services. This book provides a completely up-to-date overview of the main theoretical models of public sector management, and examines the key changes that have occurred as more and more public services are contracted out to private organisations, as the public sector itself grapples with 'internal markets'. Drawing on economics, organisational theory and poliltics, Jan-Erik Lane presents new public management from an analytical perspective. This book uses game theory and empirical studies in order to assess the pros and cons of new public management.ContentsIntroduction: the challenge of 2000Pt. I. Where we stand. 1. Basic approaches in the twentieth century. 2. Practical relevance of public sector managementPt. II. From where we come. 3. The bureau: too much X-inefficiency. 4. The public enterprise: not socially useful. 5. Redistribution: the efficiency - equity trade-off. 6. Welfare states or welfare societies?Pt. III. Where we are heading. 7. From long-term to short-term contracting. 8. Contractualism in the public sector: the basic approach. 9. Variety of roles of government in contracting regimes. 10. Public policy, contracting and the CEOs. 11. The contracting state: no risk for organisational failures? Conclusion: the relevance and limit of contractualism in public governance."

"Summary: "Preface Theory to Practice Advancing the "science, processes, and art of public administration" has long been a central animating purpose of the American Society for Public Administration (ASPA). Such a mission today involves practitioners and scholars providing answers to what is arguably the central animating question facing societies worldwide: how, when, and with what implications for the values treasured in a democratic republic can we best harness for public purposes the dynamism of markets, the passion and commitment of nonprofit and nongovernmental organizations, and the public interest-oriented expertise of the career public service at all levels of government. But dialogue between practitioners and academics has increasingly become the exception rather than the rule in contemporary public administration circles. With this set of challenges in mind, the then-new PAR editor Richard Stillman and managing editor Jos Raadschelders generously asked me to develop a feature for the journal that would be tailored to the information needs of practitioners while simultaneously affording scholars state-of-the-art summaries of the status of current research. As such, my interrelated aims as editor of Theory to Practice (T2P) were fourfold: Afford opportunities for academics, practitioners, and pracademics to inform each other's work in the hope of advancing both practice and theory building in public administration, Facilitate cross-disciplinary, cross-sectoral (public, private, and nonprofit), and cross-professional exchanges that break down contemporary tendencies toward fragmentation and "stovepiping" of knowledge applicable to both practice and theory"