000			01657naa a2200181uu 4500
001			10374
003			OSt
005			20190211155023.0
008			030122s2005 xx ||||gr |0|| 0 eng d
100	1		_aJACKSON, peter M _95115
245	1	0	_aPublic sector added value : _bcan bureaucracy deliver?
260			_c2001
520	3		_aThis paper takes stock of our understanding of the `architecture`of public sector resource allocation mechanisms. It is speculative venture and provides a framework for thinking about issues rather than a completed theoretical model. The concept of architecture is borrowed from the design sciences and is used to explore the conditions of performativity within networks of relational contracts. The age-old qustion of markets versus hierarchy is too simplistic.Instead, the search is for optimal complex network relationships that are based upon co-operation and participation rather than competition and control within these networks the public sector, it is argued, has a new role of acting as a broker in the creation of value. Judging the public sector`s relative effectiveness in the creation of value also requires closer attention to be given to the context within which public sector managers take decisions. In particular it is necessary to acknowledge that they confront the `wicked` problems of society thath the electorate demand to be solved. This gives renewed interest in the notion of market failure
773	0	8	_tPublic Administration an International Quarterly _g79, 1, p. 5-28 _d, 2001 _w
942			_cS
998			_a20030122 _bCassio _cCassio
998			_a20060609 _b1606^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c10500 _d10500
041			_aeng