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Contracting and Negotiation: Effective Practices of Successful Human Service Contract Managers

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References

1987Getting to Yes: Negotiating Agreement Without Giving in3,765 cited
1987The Manager as Negotiator554 cited
1989Privatization: The Key to Better Government. By E. S. Savas. Chatham, NJ: Chatham House, 1987. 308p. $14.95.552 cited
1990Beyond Privatization: The Tools of Government Action, by Lester M. Salamon and Michael S. Lund173 cited
1985Contracting Out for Human Services: Economic, Political, and Organizational Perspectives, by Ruth Hoogland DeHoog75 cited
1988Privatization in America33 cited

Cited by

2003The Changing Relationship Between Nonprofit Organizations and Public Social Service Agencies in the Era of Welfare Reform127 cited
2004The Challenges of Contracting and Accountability Across the Federal System: From Ambulances to Space Shuttles36 cited
2019Relational Mechanisms in Complex Contracting: Factors Associated with Private Managers’ Satisfaction with and Commitment to the Contract Relationship29 cited
2012Distant relations: limits to relational contracting in domestic violence programmes20 cited
2008Getting What You Ask For17 cited
2005AGENTS OR STEWARDS: HOW GOVERNMENT MANAGES ITS CONTRACTING RELATIONSHIPS WITH NONPROFIT SOCIAL SERVICE PROVIDERS.14 cited
2014An empirical typology of private child and family serving agencies14 cited
2001

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Balancing Public Accountability and Nonprofit Autonomy: Milestone Contracting in Oklahoma

11 cited

2000A New Approach to Assessing Performance of State Human Resource Management Systems10 cited

2002CACOPHONIES IN THE CONTEMPORARY CHORUS ABOUT CHANGE AT PUBLIC WORKSITES, AS CONTRASTED WITH SOME STRAIGHT-TALK FROM A PLANNED CHANGE PERSPECTIVE7 cited

2005What Do Texas City Managers Value? An Examination of NASPAA Accreditation Standards7 cited

2010Evaluating Contracting-Out Performance in Taiwan: Comparing Perceptions of Public Managers and Private Contractors5 cited

2019Critical Factors Affecting Sustainable Success of Social Service Systems4 cited

2013The Impacts of the Hollow State on Organizational Practices and Individual Attitudes in the Federal Government4 cited