000			01776naa a2200193uu 4500
001			6032415240421
003			OSt
005			20190211160801.0
008			060324s2006 xx ||||gr |0|| 0 eng d
100	1		_aBREWER, Brian _923757
245	1	0	_aBuilding public trust through public–private partnerships
260			_aThousand Oaks, CA : _bSage publications, _cSept. 2005
520	3		_aCollaborative working through public–private partnerships, though not new, has become more common. Strong partnerships are built and sustained by norms of reliability consistent with the high levels of systemic trust that the principles of good governance encourage. This article examines two public–private partnerships in Hong Kong in which government actions have severely undermined the trust necessary for the public–private partnership model to work effectively. In the first case, the trust established through a long-standing government/civil society partnership in the delivery of school-based education has been dissipated by acrimonious public wrangling over the autonomy of the service providers. The second case focuses on a large-scale infrastructure project to build an arts hub on redeveloped land. Policy inconsistencies by the Hong Kong government, together with deep suspicions about the extent to which large, well-connected businesses have influenced the project’s development, have seriously undermined the trust of arts community stakeholders and the general public.
700	1		_aHAYLLAR, Mark R. _923758
773	0	8	_tInternational Review of Administrative Sciences _g71, 3, p. 475-492 _dThousand Oaks, CA : Sage publications, Sept. 2005 _xISSN 00208523 _w
942			_cS
998			_a20060324 _b1524^b _cNatália
998			_a20140206 _b1604^b _cPedro
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c15162 _d15162
041			_aeng