Managing the hollow state Collaboration and contracting

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Structural embeddedness and organizational social outcomes in a centrally governed mental health services network (2007, background): “Much of the work in recent years on the New Public Management has emphasized the importance of public contracting and the use of networks of nonprofit agencies for delivering public services (Agranoff and McGuire 2001 ; Milward and Provan 2003 ).”
Lean government and platform-based governance - Doing more with less (2013, background): “…require addressing a broader set of public values (Stoker, 2006) and that government collaborates with partners to realize or facilitate actions that transcend the boundaries of individual departments and organizations in which the traditional boundaries are blurred (e.g. Milward & Provan, 2003).”
Government Support and Charitable Donations: A Meta-Analysis of the Crowding-out Hypothesis (2016, background): “…of attention include the outsourcing of public services through contracting (Smith and Lipsky 1993), the involvement of non-state actors in consensus-based decision making (Ansell and Gash 2008) and the emergence of interorganizational networks to deliver public services (Milward and Provan 2003).”
A leadership framework for cross-sector collaboration (2005, background): “Several observers have described this trend as a hollowing out of government (Milward and Provan 2003).”