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This paper analyzes the impact of economic downturns on the revenue and expense sides of city financing for the period 2003 to 2009 using a convenience sample of the audited end of year financial reports for thirty midsized US cities. The analysis focuses on whether and how quickly and how extensively revenue and spending directions from past years are altered by recessions. A seven year series of Comprehensive Annual Financial Report (CAFR) data serves to explore whether citiesʼ revenues and spending, especially the traditional property tax and core functions such as public safety and infrastructure withstood the brief 2001 and the persistent 2007 recessions? The findings point to consumption (spending) over stability (revenue minus expense) for the recession of 2007, particularly in 2008 and 2009.

The purpose of this paper is to guide the formation and to determine the structure of new governmental entrepreneurial ventures based on the nature of the public goods and the need for an entrepreneurial orientation.

This paper is conceptual and is based on reviews of appropriate organizational structure and entrepreneurship, cases studies, and the authors' experiences.

Public or quasi‐public entities may need to change their organizational structure in order to act more entrepreneurially and to be more effective in accomplishing their missions. Propositions are raised to guide the development of new public or private enterprises and provide the basis for future research.

This paper is conceptual and needs to be tested empirically. Though other levels of government and countries were included, a major focus is on the US federal government.

This is the first published research on the topic of new enterprise government structures based on the nature of the goods and the requisite entrepreneurial orientation. It will help governmental and quasi‐governmental organizations in developing efficient and effective organizational structures.

The chapter proposes that a new public enterprise (NPE) now characterises developments in local policymaking and service delivery. The NPE places the local public sector in a leading role, either in the direct ‘contracting in’ of services previously contracted out to the private sector, or in the co-ordination of partnerships between public, private and voluntary sector providers. Such remunicipalisation is non-ideological in nature, and international in its scope, being prompted by pragmatic considerations of cost and effectiveness.

The discussion draws from the authors' cumulative primary research on local public services and regeneration and specifically from a series of interviews with local leaders and senior managers conducted in 2018 and 2019.

It was found that traditional conceptions of ‘public’ vs ‘private’ are largely outmoded. Contracting ‘in’ is practised even by those on the Right of the political spectrum. The public sector is a leader of local partnerships and it is no longer assumed that the private sector brings greater efficiency or effectiveness.

The term ‘new public enterprise’ is used in an innovative way to describe the changed relationship between public, private and voluntary sectors. This has significant implications for both practice and theory. The empirical prevalence of the NPE can readily be identified in the UK and internationally. Its theoretical implications are challenging but promising.

There is no general theory of public enterprise, and the miscellany of separate theorizations on the subject has created a conceptual quagmire. Examines the rather confusing state of the research on public enterprise performance and behaviour. Contrary to conventional wisdom, it seems that in certain circumstances (as in the case of Singapore) public enterprise can be quite efficient, as well as an effective form of national competition.

There is no general theory of public enterprise (PE), and the miscellany of separate theorizations on the subject has created a conceptual quagmire. Advances some hypotheses gleaned from the literature on the PE concerning confusion in the PE′s objective function, investment tendencies and cost of capital, “fairness” as international competitors, influence of the societal environment, and other major theoretical issues. Hypotheses are modified to accommodate the Singapore experience with PEs. Singapore represents a rare phenomenon – a case of a successful PE system.

The social economy – including not-for-profits, cooperatives, mutual organisations and social enterprises – is playing a stronger role than ever in the delivery of public policy. Yet, these organisations are often anecdotally viewed as relatively inefficient providers. The purpose of this paper is to compare the profitability and labour productivity of social enterprises in the State of Victoria in Australia with that of small- and medium-sized business enterprises (SMEs) in the same state. This paper found that, although social enterprises generally generated smaller profits and, therefore, could be less profitable, their relative level of labour productivity (value added and income to labour employed) was comparable or higher than that of SMEs. This paper responds to the need for comparative insights about social enterprise performance and considers the implications of these findings for new public governance.

The social economy – including not-for-profits, cooperatives, mutual organisations and social enterprises – is playing a stronger role than ever in the delivery of public policy. Yet these organisations are often anecdotally viewed as relatively inefficient providers.

This paper found that, although social enterprises generally generated smaller profits and, therefore, could be less profitable, their relative level of labour productivity (value added and income to labour employed) was comparable or higher than that of SMEs. This paper responds to the need for comparative insights about social enterprise performance and considers the implications of these findings for new public governance.

This is the first work that has been done of this sort that has looked specifically at Australia circumstances.

The management of the US Department of Defense (DoD) enterprise must change. Years of under‐funding have led to a wide gap between enterprise support requirements and resources. Private sector firms have faced similar choices. This paper shows how the public enterprise can be changed. Our hypothesis is that private sector implementations of standard software will lead to increased effectiveness and efficiency in public sector organizations. Sufficient detail is provided on how to transition to a modern integrated public sector enterprise, and the steps for implementing such a project are outlined, following standard private sector implementation practices. To explain the problem and solution, the DoD installation management enterprise is used as an example.

Although public owned enterprises have rarely received the attention of the American public, their presence across the nation is widespread and their role in governance fundamental. These business-type activities, which are financed through user charges and fees, represent a great potential revenue source for municipalities as they often generate revenues beyond their costs. This paper examines longitudinally how public enterprises affect governmental spending and revenue patterns by analyzing a panel dataset of 100 Georgia cities between 2005 and 2009. This study used two-step GMM regression (2SGMM) and robust standard errors to estimate the relationship between dependent and independent variables. The findings of this research suggest that net enterprise transfers increase own-source revenues (additive effect) but decrease governmental expenditures (siphoning effect) contradicting findings from earlier studies.

The term “development administration” came into use in the 1950s to represent those aspects of public administration and those changes in public administration, which are needed to carry out policies, projects, and programs to improve social and economic conditions. During a period of 15 years following the end of World War II, in 1945, colony after colony threw off the imperial yoke. Country after country achieved independence and political autonomy. This new status gave promise of freedom and liberty and self-determination in political systems of representative democracy. It gave hope of greater individual freedom and equality of treatment in the society. And independence created hopes of higher national and per capita income, a rapid rise in standards of living, and an increase in individual opportunity. Even in countries which had not been colonies but had been administered by some other form of authoritarian government, this was a generation of rising and insistent expectations pressing for rapid political, social, and economic change. New governments and their bureaucracies, their administrative agencies and processes, were expected to give reality to these anticipated fruits of independence and liberty. These new functions, these demands upon the administration system, were not only enormous in size and weight, they were novel and complex in character.

Examines one of the most important reforms relating to public enterprise (PE) policy in India, namely divestment of their share‐holdings. Discusses the philosophy, process, organizational mechanism, expectations and outcomes of divestment in PEs. Finally, points out the major weaknesses retarding the success of the newly introduced divestment policy and outlines some reformatory measures to overcome them. As a backdrop, presents the historical background, current scenario, and problems and performance of PEs in India, but has been restricted to the central PEs, i.e. enterprises owned and managed by the central government only.