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<td valign="middle" class="txtWhiteMini" align="right"><span class="txtWhiteMini">Nº 16 September of 2008</span> </td>
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<span class="n_titulo" id="txp1_t"><a href="http://www.esade.es/public/modules.php?name=news&idnew=462&idissue=42&newlang=english"><span style="color:#2F94CC;">Public Service and Public-Private Cooperation</span></a></span><br><br>
<span class="n_fuente" id="txp1_f">01/09/2008 - Editorial Office</span><br><br>
<span class="n_resumen" id="txp1_r">The new Public Service and Public-Private Cooperation programme aspires to be an arena of shared learning among public and private sector executives responsible for cooperation processes between the two sectors. Its main objective is to train public and private sector executives in PPC management and help towards providing a better cross-sector understanding. A fundamental dimension of this programme involves bringing together experienced public and private sector managers in a class-based environment.
>From 6 October to 11 December, 2008. ESADE Barcelona.</span><br><br>
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<td><span class="n_seccion">Outstanding information</span></td>
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<span class="n_titulo2" id="txd1_t"><a href="http://www.esade.es/public/modules.php?name=news&idnew=448&idissue=42&newlang=english"><span style="color:#2F94CC;">Learning Leadership<br><br></span></a></span><br><br>
<span class="n_fuente" id="txd1_f">01/09/2008 - Joseph S. Nye</span>
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<span class="n_titulo2" id="txd2_t"><a href="http://www.esade.es/public/modules.php?name=news&idnew=465&idissue=42&newlang=english"><span style="color:#2F94CC;"><i>La profesionalización del empleo público en América Latina</i></span></a></span><br><br>
<span class="n_fuente" id="txd2_f">01/09/2008 - Ed. Office</span>
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<span class="n_titulo2" id="txd3_t"><a href="http://www.esade.es/public/modules.php?name=news&idnew=458&idissue=42&newlang=english"><span style="color:#2F94CC;">Ros: "The relationship between politicians and managers is complicated" </span></a></span><br><br>
<span class="n_fuente" id="txd3_f">01/09/2008 - Ed. Office</span>
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<td><span class="n_seccion">More PUBLIC information</span></td>
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<tr><td><span class="d_seccion">CURRENT AFFAIRS</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=459&idissue=42&newlang=english"><span class="d_titulo">PARTNERS Invitation: ‘The Private Sector’s Contribution to Implementing Public Policies in Healthcare and Social Services’</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Editorial Office</span></td></tr>
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<tr><td><span class="d_resumen">Signing ceremony of the PARTNERS Programme agreement between ESADE and the Catalan Hospitals Union
ESADEFORUM (Av. Pedralbes, 60-62), Thursday, 2nd October 2008, from 5.00 to 7.00 pm. </span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=460&idissue=42&newlang=english"><span class="d_titulo">PARTNERS Invitation: Conference on Public-Private Cooperation in Social Services: Local Government and Cooperativism </span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Editorial Office</span></td></tr>
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<tr><td><span class="d_resumen">Conference organised by the Directorate-General for the Cooperative, Social and Self-Employment Economy of the Catalan Government and the PARTNERS Programme of ESADE’s Institute of Public Management (IDGP). Barcelona, 16th October 2008. </span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=468&idissue=42&newlang=english"><span class="d_titulo">Call for Papers: 25th EGOS Colloquium: July 2-4, 2009 Barcelona (ESADE)</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Editorial Office</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="5" border="0"></td></tr>
<tr><td><span class="d_resumen">“Passion for creativity and innovation. Energizing the study of organizations and organizing”
Deadline for submission of abstracts to sub-themes and applications to pre-colloquium activities: 11th January, 2009. Guidelines for submission of abstracts/papers: www.egosnet.org
</span></td></tr>
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<tr><td><span class="d_seccion">MATERIALS</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=456&idissue=42&newlang=english"><span class="d_titulo">An Introduction to Metagovernance as Public Management</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Louis Meuleman</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="5" border="0"></td></tr>
<tr><td><span class="d_resumen">Metagovernance provides a helicopter view, which may prevent the public sector from jumping into new trouble. It is not a new ‘super governance style’, but an attitude and an approach to help overcome some of the typical failures of each of the styles and of their combinations. Metagovernance does not create more problems for the current discussion on how to modernise our democratic system; it can be used in different conceptions of democracy. And finally, metagovernance is not ‘having a rational bias’; it is taking a perspective ‘above’ the rational-chaos discussion.</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=451&idissue=42&newlang=english"><span class="d_titulo">Accountability When Hierarchical Authority is Absent: Views from Public-Private Partnership Practitioners</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Muhittin Acar, Chao Guo & Kaifeng Yang</span></td></tr>
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<tr><td><span class="d_resumen">What functions does accountability serve in public-private partnerships where one partner has no authority over others and no control over results? This article aims to shed light on this question by studying participants of partnerships formed between K-12 public schools and private and/or non-profit organizations in the United States. Findings support the notion that accountability plays a greater role in public management than indicated by the idea of answerability. Five potential functions of accountability are identified: mapping and manifesting expectations; mobilizing and motivating (ex-ante); monitoring and measuring progress and performance; modifying; and mobilizing and motivating (ex-post). </span></td></tr>
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<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=455&idissue=42&newlang=english"><span class="d_titulo">Growing Trend of Outsourcing and "Smart Buyer Problem" in Public Management</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Masao Kikuchi</span></td></tr>
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<tr><td><span class="d_resumen">Japanese local government has keenly sought outsourcing and NPO partnerships through incorporating the NPM ethos and the buzz phrase “from government to governance”. However, having established the highly intensive service-provision-oriented structure and management, local governments are still trapped in the path-dependence and historical development of their own capacities. In other words, local governments have not yet built the new capacities to deal with the new challenges of changing local governance. Expanding, but fragmented service delivery networks with non-governmental bodies has urged local governments to build capacities for the smart buyer and not for the exclusive sole provider. In addition, multiple and partnership-based service networks have complicated the accountability process. Much more sophisticated ways are now required to ensure accountability than those encountered under the simple dichotomy of the
public or private sphere. Although building these new capacities is necessary and inevitable, capacity building in local government management is yet to be done. Unless changes are adopted, local governance foundations will only prove more vulnerable.</span></td></tr>
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<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=454&idissue=42&newlang=english"><span class="d_titulo">Organisational Evolution</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Jorge Hintze</span></td></tr>
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<tr><td><span class="d_resumen">Though this article is brief, unfortunately, its subject is not: the evolutionary logic of the organisations we see around us, from the simplest models to the most complex. Though this type of question cannot be examined in just a few words, perhaps if we decidedly eschew any technical language beforehand we can analyse three or four concepts from a bird’s eye view. The first of these is the organisational model. The organisations we’re familiar with (both public, such as state agencies, and private, such as companies and civil society organisations) can be classified into certain categories which we can refer to as organisational models. These models begin simply (something akin to organisational childhood), evolving later towards increasingly complex structures and capable of producing more and with newer results than previously. For example, the most complex state organisations we know of today are institutional apparatu
ses in modern states. </span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=425&idissue=42&newlang=english"><span class="d_titulo">Can Economists and Management Experts Collaborate Together to Make Sense of Reform and Leadership in the Public Sector?</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Joe Wallis, Brian Dollery & Linda McLoughlin</span></td></tr>
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<tr><td><span class="d_resumen">Over the last twenty-five years, policy theorists in a range of disciplines have been able to observe and analyze the unfolding of the second of the two great waves of radical reform in the public administration of the modern industrial state. This wave of reform has crossed many national boundaries causing its advocates to argue that it is part of a modernization process that is ‘unambiguous, irreversible, convergent, and beneficent’ (Hood 1998, p. 196). In essence, this is a variant of the ‘futility of resistance thesis’ in which Hirschman (1991) argues that the proponents of reform typically advance to counter the reactionary rhetoric of its opponents. The implication of this thesis is that whatever special interest ‘reactionaries’ may derive from resisting ‘modernization’, such resistance is ultimately unsustainable as public administration systems around the world converge on those t
hat have been shown to demonstrate state-of-the-art ‘best practice’.</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=457&idissue=42&newlang=english"><span class="d_titulo">Implementing Public Sector Performance Management: Building a Performance-Oriented Culture</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Gregory Richards</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="5" border="0"></td></tr>
<tr><td><span class="d_resumen">Public sector organizations worldwide have embraced the concept of results-based management (RBM). The conceptual basis behind RBM is fairly well known: measure outcomes in order to define the value delivered by public service programs. Implementation of RBM practices however, often faces a number of challenges. This paper examines one of these challenges, namely the need to develop a performance-oriented organizational culture in order to optimize the adoption of RBM practices.
The paper first examines the notion of Organizational Performance Management (OPM) as one approach to RBM; it then defines a performance-oriented organizational culture and provides 2 case studies of public sector organizations in the process of developing such a culture. </span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=420&idissue=42&newlang=english"><span class="d_titulo">Public Management Reforms and New Forms of Control. The Institutional Design and Implementation of New Regulatory Agencies</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Jorge E. Culebro</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="5" border="0"></td></tr>
<tr><td><span class="d_resumen">The introduction of NPM reforms in the public sector has led to numerous transformations in the structure of governmental apparatus. One of these changes has been the creation of markets and quasi-markets, and in consequence the establishment and development of independent regulatory agencies to supervise them. Nevertheless, there have been some unexpected consequences in the evolution and performance of such agencies, and these are related to three paradoxes/dimensions: (1) the tension between autonomy and control (2) the potential conflict between accountability and transparency versus efficiency and effectiveness (3) the divergence processes involving legitimacy versus knowledge and expertise. Accordingly, this contribution attempts to develop a general framework to study these paradoxes in certain regulatory agencies. We will use a structural/organizational perspective as well as an institutional approach to draw some hypotheses to
help us to analyse the above dimensions. </span></td></tr>
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<tr><td><span class="d_seccion">EVENTS</span></td></tr>
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<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=461&idissue=42&newlang=english"><span class="d_titulo">Henry Mintzberg, conferred honorary degree nominated by ESADE</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Editorial Office</span></td></tr>
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<tr><td><span class="d_resumen">Barcelona, June 25, 2008. This morning saw the conferral of an Honorary Degree from the Universitat Ramon Llull (URL) to Henry Mintzberg, Cleghorn Professor of Management Studies and Director of the Desautels Faculty of Management of McGill University (Canada).
The ceremony, part of the 50th anniversary celebrations of ESADE Business School, took place at 12 midday in the ESADEFORUM and was led by the URL Dean, Dr. Esther Giménez-Salinas. The Associate Director General of ESADE and IDGP Professor, Dr. Xavier Mendoza, acted as the sponsor of Professor Mintzberg. (document attached).</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=463&idissue=42&newlang=english"><span class="d_titulo">Dinner discussion with Carles Martí </span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Editorial Office</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="5" border="0"></td></tr>
<tr><td><span class="d_resumen">Carles Martí i Jofresa, First Deputy Mayor of Barcelona, participated in an upcoming dinner discussion entitled "Management of Proximity", organised by the ESADE Alumni Public Management Club. Barcelona, July 1st 2008. </span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=464&idissue=42&newlang=english"><span class="d_titulo">Round Table: Public Innovation in the Interest of Business Competitiveness</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Editorial Office</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="5" border="0"></td></tr>
<tr><td><span class="d_resumen">At the second event hosted by the ESADE Alumni Public Management Club in Madrid, experts debated the government's role in improving business competitiveness. ESADE Madrid, June 12th 2008. </span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="20" border="0"></td></tr>
<tr><td><span class="d_seccion">OBSERVATORY</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=452&idissue=42&newlang=english"><span class="d_titulo">More Examples from Australian ‘Public-Private Partnerships’: Will We Ever Learn?</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Judy Johnston & Siegfried Gudergan</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="5" border="0"></td></tr>
<tr><td><span class="d_resumen">Public-private Partnerships (PPPs) in Australia are a popular procurement strategy for governments, especially in the development of major economic infrastructure (Johnston and Gudergan 2007). Overall, especially in two of the leading trading states – New South Wales and Victoria – around 10 per cent of all infrastructure investment is committed by sub-national governments to PPPs. Over the next decade or so it is anticipated that billions of dollars will be allocated to infrastructure development, at all levels of government, with PPPs remaining a popular procurement approach. However, as Chung (2008) notes, the way PPPs have been managed in the Australian setting has, at times, put governments’ legitimacy in question.</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=453&idissue=42&newlang=english"><span class="d_titulo">Small is (no longer) beautiful, network is. But can you manage it? Evidence from local government networks in the Lazio Region</span></a></td></tr>
<tr><td><span class="d_fuente">01/09/2008 - Denita Cepiku</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="5" border="0"></td></tr>
<tr><td><span class="d_resumen">The “small is beautiful” philosophy has never been appealing to local governments. In the past decade, however, it seems that the network model has gained ground. But is creating a network enough to achieve all the benefits ascribed to this strategic solution in the literature? The research investigates local government networks through a statistical analysis in the Lazio region of Italy.</span></td></tr>
<tr><td><img src="http://www.esade.es/public/templates/idgp/images/pix_trans.gif" width="1" height="10" border="0"></td></tr>
<tr><td><a href="http://www.esade.es/public/modules.php?name=news&idnew=449&idissue=42&newlang=english"><span class="d_titulo">Governance Structures and Performance Measurement and Management in the Portuguese and British Higher Education Systems</span></a></td></tr>
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