Making Public Enterprises Work: From Despair to Promise: A Turn Around Account

Muhairwe, William T.

doi:10.2166/9781780401638

Cited by 18 publications

(34 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The way in which the services provided and monitoring these standards became increasingly more prominent. Both private sector participation contracts did not live up to expectations (Muhairwe 2009 ) and this coincided with a broader loss of momentum for increased private sector participation as the "privatization decade" (Franceys 2008 : 45) proved disappointing on a global scale. The privatization period was followed by a period of New Public Management, or what Smith ( 2004 : 375) has called "the second wave of neoliberalization".…”

Section: Frames As Quintessential Context For Governance Instrumentsmentioning

confidence: 99%

Instruments of Urban Governance

Majoor

Schwartz

2015

Geographies of Urban Governance

View full text Add to dashboard Cite

Governance instruments are the operational tools of public policy. While the functionalist approach sees them as neutral tools aiming to solve problems, the political sociology approach considers them as a means to incorporate a specifi c representation of the issue that they seek to infl uence. We review different taxonomies of governance instruments and highlight a change in instruments used when moving from hierarchical government to network governance. The neighbourhood revitalization policy in the Netherlands and water supply in urban Uganda are used as examples to discuss potentials and limits of urban governance instruments. They show the importance of framing, governance complexity, geographic specifi cities and implementation at different, often interrelated, scale levels. A further exploration of intelligent instruments is proposed for guiding extremely complex systems such as cities in a more organic manner.

show abstract

Section: Frames As Quintessential Context For Governance Instrumentsmentioning

confidence: 99%

Instruments of Urban Governance

Majoor

Schwartz

2015

Geographies of Urban Governance

View full text Add to dashboard Cite

show abstract

“…On the contrary, as discussed in section 3.2, the framework for institutional capacity development envisages an organisation that '…is able to strategize and prioritise …takes full responsibility for its own circumstances and believes that it can impact and affect those circumstances' (Kaplan, 1999, p.18). Studies and experience shows that high performing utilities in developing countries actively seek to influence the external environment both positively and strategically (Cullivan et al, 1988;Muhairwe, 2009). In ECDPM's conceptual framework, an organisation is expected to influence the external environment through all the five core capabilities, especially through: (i) the capability to manage relationships, mobilise resources, network, build legitimacy, and protect their operating space; (ii) the capability to learn, strategize, adapt, reposition, and manage change; (iii) the capability to carry out core functions directed at the implementation of mandated goals; and (iv) the capability to encourage innovation and stability, manage complexity, and balance capability mix.…”

Section: Limitations Of Existing Evaluation Framework and Guidelinesmentioning

confidence: 99%

Evaluating the institutional sustainability of an urban water utility: A conceptual framework and research directions

2013

View full text Add to dashboard Cite

“…La vocation commerciale de l'entreprise publique est ainsi affirmée . Malgré l'amélioration de la situation financière du NWSC, à la fin des années 90, le statut public de l'opérateur national est contesté par la BM (Muhairwe, 2009) . L'institution dominante véhiculée par la Banque Mondiale est alors le modèle de la gestion privée.…”

Section: Un Changement Différé Et« Déphasé»: La Coalition Pro-privatiunclassified