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2004 | Regions in the Process of Changes | 117--134
Tytuł artykułu

Following the Path of Entrepreneurial Local Governance

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The theoretical assumptions presented on the following pages are a subject of confrontation with the empirical material based on the analysis of the survey held with local actors in Tychy, Silesia. The study therefore aims at identification of the processes resulting in sound partnerships on local arena. The case of Tychy was taken into examination because of the fact that the city is perceived as one of the examples of entrepreneurial local management in the region. In fact, leadership and philosophy of the former mayor of Tychy epitomised strive for change as well as entrepreneurial approach to managing the local community. The logic of consumer oriented local services in a new mode of governing was examined to understand the response to the challenges in the turbulent environment. In this respect, the study aims at explaining the question of key factors: affecting sound partnerships and, facilitating the dynamics of local development. Moreover, the study looks into the issue of networking in the context of forming potential collective action to bring more entrepreneurial opportunities for the involved actors, and resulting in improving the quality of local public service. All the changes observed in the given case are a subject to even deeper analysis of the reinventing local government. (fragment of text)
Twórcy
Bibliografia
  • Barczyk, S. and Ochojski, A., 2001. Towards an institutional design of local governance: local partnership programmes for public service development and social cohesion as a part of the systemic transformation in Poland. In: Montanheiro, L. and Spring, M., Editors, 2001. Proceedings of Seventh International Conference on Public and Private Sector Partnerships, Sheffield Hallam University Press, Sheffield, pp. 135–150.
  • H. Brinton Milward and Keith G. Provan, “Governing the Hollow State” Journal of. Public Administration Research and Theory. Vol. 10, 2(2000): 359
  • Deloitte consulting: At the Down of e-Government: The Citizen as Customer. (2000)
  • Deloitte consulting: e-Government’s Next Generation: Transforming the Government Enterprise Through Customer Service . (2001)
  • M. Freeman, S. Nelson: “Economic Competitiveness Is Vital in the 21st Century”. Public Management Jan./Feb. (2003): 22-27
  • B. Guy Peters, J. Pierre, Governance Without Government? Rethinking Public Administration, Journal of Public Administration Research and Theory 8, 2(1998): 236
  • H. Henrik, C. Damborg: "Towards an Understanding of Networks". Working Networks : Networking and Partnership in an Intelligent Region. Welsh Development Agency 1998.
  • M. Horner, “Leadership theory: past present and future”, Team Performance Management 3/4. (1997): 274-275
  • International Journal of Public-Private Partnership, Shefield Hallam Press
  • Erik-Hans Klijn, "Governing Networks in the Hollow State. Contracting out, Process Management or a Combination of the Two”. Public Management Review 4, Iss. 2(2002): 150
  • OECD: Entrepreneurship and Local Economic Development, 2003
  • OECD: Citizens as Partners, 2001
  • OECD: Local Partnerships for Better Governance, 2001
  • OECD: Serving the Economy Better, Occasional Papers on Public Management, 1991
  • D. Osborne, T. Gaebler: Rządzić inaczej. Media Rodzina, Poznań 1992
  • O'Toole Jr, Laurence J. (1997) Treating Networks Seriously: Practical and Research-based Agendas in Public Administration. Public Administration Review 57, 1(1997):51
  • C. Skelcher “Improving the Quality of Local Public Services” Service Industries Journal 12, 4(1992): 467
  • World Bank: Governance and Economy, Working Papers 1991
  • World Bank: Reforming Public Institutions and Strengthening Governance, 2000
Typ dokumentu
Bibliografia
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Identyfikator YADDA
bwmeta1.element.ekon-element-000169580618

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