Love thy neighbour: A social capital approach to local government partnerships

Dollery, B; Grant, B; Crase, L

Love thy neighbour: A social capital approach to local government partnerships

Dollery, B Grant, B

Crase, L

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Publication Type:: Journal Article
Citation:: Australian Journal of Public Administration, 2011, 70 (2), pp. 156 - 166
Issue Date:: 2011-06-01

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Field	Value	Language
dc.contributor.author	Dollery, B	en_US
dc.contributor.author	Grant, B https://orcid.org/0000-0002-8055-6046	en_US
dc.contributor.author	Crase, L	en_US
dc.date.issued	2011-06-01	en_US
dc.identifier.citation	Australian Journal of Public Administration, 2011, 70 (2), pp. 156 - 166	en_US
dc.identifier.issn	0313-6647	en_US
dc.identifier.uri	http://hdl.handle.net/10453/29069
dc.description.abstract	While controversy surrounds compulsory consolidation as a means of improving the operational efficiency of local government, the literature suggests that gains can accrue to groups of local councils which form voluntary alliances as platforms for shared service delivery. However, real-world experience has demonstrated that voluntary alliances in local government are difficult to establish and do not always endure in the longer term. After reviewing the limited extant scholarly literature on shared services and local council voluntary alliances, as well as applications of the social capital approach to inter-organisational endeavour, such as the venture capital model, this article argues that the social capital approach can offer insights into local council cooperative alliance and shared service models. © 2011 The Authors Australian Journal of Public Administration © 2011 National Council of the Institute of Public Administration Australia.	en_US
dc.relation.ispartof	Australian Journal of Public Administration	en_US
dc.relation.isbasedon	10.1111/j.1467-8500.2011.00719.x	en_US
dc.subject.classification	Political Science & Public Administration	en_US
dc.title	Love thy neighbour: A social capital approach to local government partnerships	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	70	en_US
utslib.for	1605 Policy and Administration	en_US
utslib.for	14 Economics	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
utslib.for	16 Studies in Human Society	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
pubs.organisational-group	/University of Technology Sydney/DVC (Research)/lnstitute for Public Policy and Governance
pubs.organisational-group	/University of Technology Sydney/Strength - IPPG - Institute for Public Policy and Governance
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	70	en_US

Abstract:

While controversy surrounds compulsory consolidation as a means of improving the operational efficiency of local government, the literature suggests that gains can accrue to groups of local councils which form voluntary alliances as platforms for shared service delivery. However, real-world experience has demonstrated that voluntary alliances in local government are difficult to establish and do not always endure in the longer term. After reviewing the limited extant scholarly literature on shared services and local council voluntary alliances, as well as applications of the social capital approach to inter-organisational endeavour, such as the venture capital model, this article argues that the social capital approach can offer insights into local council cooperative alliance and shared service models. © 2011 The Authors Australian Journal of Public Administration © 2011 National Council of the Institute of Public Administration Australia.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/29069