Managing the hollow state Collaboration and contracting

H. Brinton Milward and Keith Provan

Public Management Review, 2003, vol. 5, issue 1, 1-18

Abstract: This article presents what the authors have learned about managing networks of public, private and nonprofit service providers in the context of decentralized and devolved governmental regimes - what the authors have termed the hollow state. The characteristics of the hollow state are discussed along with two strategies for managing networks of organizations that jointly produce a public service - collaboration and contracting. The article revisits the authors' preliminary theory of network effectiveness, based on a four-city study of mental health in light of an evolutionary study conducted on one city's mental health system over four years.

Date: 2003
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DOI: 10.1080/1461667022000028834

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