000			01732naa a2200193uu 4500
001			5063010403910
003			OSt
005			20190211160025.0
008			050630s2005 xx ||||gr |0|| 0 eng d
100	1		_aSLYKE, David M. Van; HAMOONDS, Charles A _921409
245	1	0	_aThe privatization decision : _bdo public managers make a difference?
260			_aThousand Oaks : _bSage Publications, _cJune 2003
520	3		_aIn this article, the political environment of privatization and its impacts on public management are examined in the context of the privatization of a state park in Georgia. The study specifically focuses on the actions of public managers in the privatization formulation and implementation stage.Public management capacity actually increased as a result of privatization. This is an outcome quite different from those reported by public management studies of other privatized services. Applyong a principal-agent framework, this study yelded several lessons that may strengthen public manager´s capacity to act as "smart buyers" of goods and services and to enforce accountability when managing contractual relationships. This study links theory to practice using a case study that allows a careful examination of the strategic responses of public managers confronted by largely political, as opposed to economic, pressures to privatize an already sucessful state park.
650		4	_aPublic Management; Privatization: Agency Theory: Policy Implementation _921410
773	0	8	_tThe American Review of Public Administration _g33, 2, p. 146-163 _dThousand Oaks : Sage Publications, June 2003 _xISSN 0275-0740 _w
942			_cS
998			_a20050630 _b1040^b _cTiago
998			_a20081124 _b1418^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c13318 _d13318
041			_aeng