Public administration is incrementally moving on a reform track that leads from responsiveness to collaboration. Attempts to enrich the discussion on the current state of new managerialism in public administration and to explain why and how it makes progress towards higher levels of cooperation and collaboration with various social players such as the private sector, the third sector, and citizens. Argues that in the end this is a socially desirable trend with meaningful benefits that reach far beyond the important idea of responsiveness. The idea of “collaborative” administration thus challenges “responsive” public administration. Maintains that the collaborative model, whether bureaucracy‐driven, citizen‐driven, or private‐sector‐driven, is realistic and beneficial even if it cannot be fully applied. Goes on to describe two major experiences from the Israeli arena. Finally, summarizes the theoretical and practical experiences that can be learned from these ventures and elaborates on the future of collaboration in modern public administration.
Vigoda‐Gadot, E. (2004), "Collaborative public administration: Some lessons from the Israeli experience", Managerial Auditing Journal, Vol. 19 No. 6, pp. 700-711. https://doi.org/10.1108/02686900410543831
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