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This book analyses two key aspects of network management in the public sector: leadership and performance. It investigates what integrative leadership is, and how it differentiates from leadership in single-agency structures. It also examines the performance of public interest networks by proposing an analytical framework that highlights which factors lead to high performance networks. This book is of interest to scholars and students of public management and public administration, as well as public managers and practitioners acting through networks and partnerships. Marco Mastrodascio is Lecturer at the University of Rome Tor Vergata, Italy. Denita Cepiku is Associate Professor in Public Management at the University of Rome Tor Vergata, Italy. Filippo Giordano is Professor of Management at LUMSA University, Italy, where he is Director of the MSc in Management and Finance.

PurposeThe article explores which configurations of organizational and individual conditions support the purposeful use of performance information in the public sector. Prior research has predominantly focused on the effects of individual factors without paying as much attention to how these factors interact to influence public managers' attitudes to integrating performance information into their decision-making.Design/methodology/approachThe study employs a fuzzy-set qualitative comparative analysis (fs-QCA) to examine the different combinations of organizational and individual drivers that facilitate purposeful performance information use.FindingsGoal clarity is a necessary but insufficient condition for purposeful information use. It needs to be complemented by a mature performance management system, public managers with prosocial motivation who engage in extra-role behaviours within a non-innovative organizational culture, or a developmental culture that motivates managers who are unaware of the social impact generated by their work.Research limitations/implicationsThe case selection does not allow for direct generalizations. Future studies could replicate the configurational analysis in different countries and sectors and introduce additional environmental, organizational, and individual conditions.Practical implicationsThe study suggests the need to integrate actions that support the purposeful use of performance information and define clear departmental goals. Although the latter is a necessary condition, it needs to be supported by other organizational and individual factors.Originality/valueThe study deepens the theory of the drivers of purposeful performance information use in the public sector by adopting a configurational approach and exploring how organizational and individual conditions interact to foster information use.

The global financial and economic crisis that hit Western countries between 2007 and 2008 has generated an extensive literature. Several policy responses are now recognized, based on the way governments reallocate scarce public resources across budget categories; these approaches have a differential impact on the sustainability of cuts and on performance and trust. What determines the choice of one approach over another is a relevant, yet unexplored, research question. The article highlights the factors driving the adoption of specific crisis management approaches. A conceptual model and key propositions derived from the literature are applied to the case studies of six local governments. A comparative analysis of the interactions among internal and external determinants through a multi‐year timeframe provides valuable insights that improve our understanding of crisis management.

Intro -- Contents -- List of Figures -- List of Tables -- List of Boxes -- Chapter 1: Introduction -- 1.1 Co-Production Definitions -- 1.2 The Resurgence of Co-Production in Public Services -- 1.3 Book Aims and Outline -- References -- Chapter 2: Research Aim and Methods -- 2.1 Research Aim -- 2.2 Research Methods -- 2.3 Enhancing the Understanding of Co-production: A Comprehensive Framework -- References -- Chapter 3: Activation of Co-Production: General Context and Antecedents -- 3.1 Introduction -- 3.2 General Context -- 3.3 Antecedents of Co-Production -- 3.3.1 Antecedents Related to Lay Actors -- Demographic and Socio-Economic Characteristics -- Motivational Factors -- Socio-Psychological Factors -- Resource Availability -- 3.3.2 Antecedents Related to the Regular Service Provider -- 3.3.3 Antecedents Related to the Co-Produced Service -- 3.4 Concluding Remarks -- References -- Chapter 4: Implementing and Managing Co-Production -- 4.1 Introduction -- 4.2 Co-Production Management Levers -- 4.2.1 Institutional Arrangements -- 4.2.2 Planning -- 4.2.3 Communication Strategies -- 4.2.4 Management of Lay Actors -- 4.2.5 Management of Professionals -- 4.2.6 Leadership -- 4.2.7 Accountability and Performance Management -- 4.3 Concluding Remarks -- References -- Chapter 5: Co-production Evaluation -- 5.1 Introduction -- 5.2 Lay Actor Co-production Outcomes -- 5.2.1 Satisfaction -- 5.2.2 Empowerment -- 5.2.3 Awareness -- 5.2.4 Learning -- 5.2.5 Lay Actor Costs -- 5.2.6 Externalities -- 5.3 Regular Service Provider Co-production Outcomes -- 5.3.1 Cost Efficiency -- 5.3.2 Effectiveness -- 5.3.3 Impact on Workforce -- 5.3.4 Uncertainty -- 5.3.5 Trust -- 5.4 Co-production Outcomes for the Community -- 5.4.1 Value to Community -- 5.4.2 Value to Society -- 5.4.3 Social Economic Impact -- 5.5 Co-production Impact on Public Value -- 5.6 Concluding Remarks.

"Although collaborations for local and regional economic development have been popular in recent years, it is not yet wholly clear when or how such efforts bring successful outcomes. Using an integrative conceptual framework for collaborative governance, this innovative collection provides a systematic and interdisciplinary analysis of real-world collaborative networks for local and regional economic development. Focusing on a wide range collaborative economic development in diverse cities and regions in USA, Canada, Germany, India, Italy, and South Korea, the chapters explore what forces motivate the emergence of collaborative economic development efforts. Each chapter explores the factors which contribute to or hinder collaborative governance efforts for economic development and identifies lessons for overcoming challenges to creating communities that are economically resilient, environmentally sustainable and politically engaged in the era of globalization. By focusing on collaborative governance and its implications for the ability of policies to meet the challenges of the 21st century, it provides lessons for researchers in public management, urban planning/development, public policy, and political science, as well as practitioners interested in promoting local economic development."

The Routledge Handbook of Global Public Policy and Administration is a comprehensive leading-edge guide for students, scholars and practitioners of public policy and administration. Public policy and administration are key aspects of modern societies that affect the daily lives of all citizens. This handbook examines current trends and reforms in public policy and administration, such as financial regulation, risk management, public health, e-government and many others at the local, national and international levels. The two themes of the book are that public policy and administration have acquired an important global aspect, and that a critical role for government is the regulation of capital.

The Routledge Handbook of Global Public Policy and Administration is a comprehensive leading-edge guide for students, scholars and practitioners of public policy and administration. Public policy and administration are key aspects of modern societies that affect the daily lives of all citizens. This handbook examines current trends and reforms in public policy and administration, such as financial regulation, risk management, public health, e-government and many others at the local, national and international levels. The two themes of the book are that public policy and administration have acquired an important global aspect, and that a critical role for government is the regulation of capital.