Handbook of Collaborative Public Management
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Handbook of Collaborative Public Management

Edited by Jack W. Meek

This insightful Handbook presents readers with a comprehensive range of original research within the field of collaborative public management (CPM), a central area of study and practice in public administration. It explores the most important questions facing collaboration, providing insights into future research directions and new areas of study.
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Chapter 12: Who will risk interlocal collaboration?

Evan Walter and Kurt Thurmaier

Abstract

Interlocal agreements do not just happen. Two or more individuals need to be willing to risk their time and energy, and their organization’s resources, to explore whether an agreement is possible, determine if its benefits will exceed its costs, and whether it will improve effectiveness and efficiency of service delivery. How likely are municipal managers to risk creating an agreement? An experimental design of several contracting and investment scenarios using positive and negative framing effects affirms that Illinois municipal managers are more likely to take risks when the proposition is framed positively in terms of gains rather than negatively in terms of what they may lose. Rural-urban location effects are overshadowed by framing effects. Size of municipal government and locality has little effect. Neither tenure of the manager in current position nor cumulative career tenure have any effects on likelihood to risk contracting for services. We conclude with avenues for further research.

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