Multiple Principals, Multiple Problems: Implications For Effective Governance And A Research Agenda For Joint Service Delivery

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Multiple Principals, Multiple Problems Implications For Effective Governance And A Research Agenda For Joint Service Delivery

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PROJECT TOPIC AND MATERIAL ON MULTIPLE PRINCIPALS, MULTIPLE PROBLEMS: IMPLICATIONS FOR EFFECTIVE GOVERNANCE AND A RESEARCH AGENDA FOR JOINT SERVICE DELIVERY

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  • Name: Multiple Principals, Multiple Problems: Implications For Effective Governance And A Research Agenda For Joint Service Delivery
  • Type: PDF and MS Word (DOC)
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INTRODUCTION

Is joint service delivery beneficial for public sector organizations? We know from the literature on inter‐municipal cooperation that knowledge sharing and scale economies frequently make joint service delivery efficient (Hulst et al. 2009; Bel et al. 2014; Bel and Warner 2015; Silvestre et al. 2017; Voorn et al. 2017). However, joint service delivery is also prone to failure, due to multiple possible collective action problems (Feiock 20092013). For inter‐municipal service delivery, Garrone et al. (2013) find that conflict over objectives can trickle down to insufficient or incoherent directives to boards; Sørensen (2007) finds insufficient monitoring due to free‐riding. We observe similar inefficiencies for parliaments and agencies (McCubbins et al. 1987; Moe 1987; Wood and Waterman 1991; Hammond and Knott 1996; Koppell 2005; Dehousse 2008; Schillemans and Bovens 2015), public–private partnerships (Bognetti and Robotti 2007; Da Cruz and Marques 2012), and private firms with dispersed ownership (Young et al. 2002; Su et al. 2007; Ward and Filatotchev 2010; Lin and Chuang 2011).

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