Agents or Stewards: Using Theory to Understand the Government-Nonprofit Social Service Contracting Relationship

By D. V. Slyke. 2006

860 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4d2a5be5d850bc66f55ec00474f8ef03fa50a173

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Performance Management, High-Powered Incentives, and Environmental Policies in China (2015, background): “…key role of extrinsic, monetary values in simple versions of principal-agent theory (e.g., Brehm and Gates 1997; Davis, Schoorman, and Donaldson 1997; Dilulio 1994; Heinrich and Marschke 2010; Langbein 2010; Perry and Porter 1982; Radin 2006; Rainey 1982; Van Slyke 2007; Waterman and Meier 1998).”
Government Contracts and “Managing the Market” (2012, background): “Many retention strategies are described under the rubric of “relational” contracting (DeHoog, 1990) and “stewardship” (Van Slyke, 2007).”
Crowdfunding social ventures: a model and research agenda (2013, positive): “Such a limit on monetary motivation for owners can also be seen as a strong signal that the owners put a significant weight on the quality of the outcome and less on monetary gains (Chillemi and Gui 1991; Van Slyke 2006).”
Incentives and their dynamics in public sector performance management systems (2010, background): “…and through their identification with the goals of the principal or organization, they are also more likely to take actions that are favorable to the interests of the principal (Akerlof and Kranton, 2005; Murdock, 2002; Prendergast, 2007; Van Slyke, 2007; Francois & Vlassopoulos, 2008).”
Private finance for public goods: social impact bonds (2013, background): “…services to private markets, to a more sophisticated understanding of problems with contract design and high transaction costs (Williamson 1999; Van Slyke 2007; Hefetz and Warner 2012), monitoring (Johnston and Girth 2012), lack of competition (Girth et al. 2012), and the need for ongoing market…”
Performance Regimes Amidst Governance Complexity (2011, background): “…decision to engage in collaborative service delivery, public managers have a role in ensuring that public service values of efficiency and effectiveness are appropriately balanced with other values, such as equity, political accountability and responsiveness (Brown, Potoski, and Van Slyke, 2006).”
Social-ecological resilience and biosphere-based sustainability science (2016, background): “The theory places greater value on goal convergence among the parties involved than on the agent’s self-interest (Van Slyke 2007, Hernandez 2012).”
Collaborative Performance Measurement: Examining and Explaining the Prevalence of Collaboration in State and Local Government Contracts (2009, background): “These findings support the application of stewardship theory, as originally proposed by Van Slyke (2007).”
Social finance and crowdfunding for social enterprises: a public–private case study providing legitimacy and leverage (2014, background): “…governmental managerial actions need to be based on a rationalized decision-making process aiming to serve the political will and at the same time optimize risk and return in order to fulfil their fiduciary duties to the taxpayers (Lecy, Schmitz, and Swedlund 2011; Guo 2007; Van Slyke 2006).”