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Treating development networks seriously: What public managers should know

Steven A. Maclin (Department of Public Administration Troy State University, Pacific Region 374 MSS/DPE APO AP 96328-5000)
Lawrence F. Keller (Public Administration Program Cleveland State University Cleveland, Ohio 44115, U.S.A.)

International Journal of Organization Theory & Behavior

ISSN: 1093-4537

Article publication date: 1 March 2000



In recent years, local governments have concentrated on revitalizing their local economies through economic development policy, which raises a number of important political and legal issues. However, the political attraction of jobs, the popularity of professional sports, and the public's anticipation of obtaining “big league” status stifle a critical probing of these issues. One result has been a systematic pattern of one-sided interactions in favor of entrepreneurs, particularly those who control professional sports franchises. This pattern threatens to undermine the effectiveness and legitimacy of the development policymaking process. This article clarifies these costly though less obvious issues and provides a framework for considering them more candidly, and hopefully, more effectively.


Maclin, S.A. and Keller, L.F. (2000), "Treating development networks seriously: What public managers should know", International Journal of Organization Theory & Behavior, Vol. 3 No. 3/4, pp. 359-389.



Emerald Publishing Limited

Copyright © 2000 by Marcel Dekker, Inc.

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