Managing contract performance: A transaction costs approach

By T. Brown, Matthew Potoski. 2003

333 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7df9f23313f23fed57cb18912ed930847ab6086f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

1. M. Warner
2. A. Hefetz
3. G. Bel
4. Xavier Fageda
5. Matthew Potoski
6. T. Brown
7. M. Mur
8. António F. Tavares

In Strategy and Management

1. M. Warner
2. A. Hefetz
3. G. Bel
4. Xavier Fageda
5. Matthew Potoski
6. T. Brown
7. Carolyn J. Heinrich
8. M. Mur

Citations in the corpus

• Market‐based Governance and the Challenge for Rural Governments: US Trends (2006, background): “…need for strong managerial capacity, the ability to structure the market to ensure competition among alternative suppliers, and the need for monitoring to ensure service quality and attention to public values (Sclar 2000, Nelson 1997, Lowery 1998, Hefetz and Warner 2004, Brown and Potoski 2003).”
• Local service delivery choices in Portugal: A political transaction costs framework (2007, background): “…focusing on a wider range of options, including private, public, and non-governmental sector alternatives, has gained much attention (Frant, 1997; Warner & Hebdon, 2001; Warner & Hefetz, 2002; Brown & Potoski, 2003b; Clingermayer et al., 2003; Feiock et al., 2003; Joassart-Marcelli & Musso, 2005).”
• TRANSACTION COSTS AND CONTRACTING: The Practitioner Perspective (2005, methodology): “As suggested by a growing body of literature on managing contracts, governments must maintain or develop sufficient contract management capacity to mitigate these risks (Brown & Potoski, 2003a; Gansler, 2002; Kelman, 2002; Romzek & Johnston, 2002; Van Slyke, 2003).”
• Is private production of public services cheaper than public production? A meta-regression analysis of solid waste and water services (2010, background): “…1997), others find transaction costs to be significant factors in explaining decisions to privatize or reinternalize production (Ferris & Graddy, 1994; Lowery, 1998; Kavanagh & Parker, 1999; Brown & Potoski, 2003; Hefetz & Warner, 2004, 2007; Bel & Fageda, 2008; Levin & Tadelis, in press).”
• Collaborative Performance Measurement: Examining and Explaining the Prevalence of Collaboration in State and Local Government Contracts (2009, neutral): “Whereas in some studies government agencies are found to be relatively well- equipped for contract management (Brown and Potoski 2003a, 2003b), in other studies, performance information appears to be unreliable, inaccurate, and narrow (Frederickson and Frederickson 2006; Radin 2006).”
• On the Development of Public-Private Partnerships in Transitional Economies: An Explanatory Framework (2013, background): “Such capacity is a prerequisite for public agencies to successfully initiate, contract, and manage PPP projects (Brown and Potoski 2003a, 2003b), which, in turn, guarantees that the provision of public services by the private sector will not sacrifi ce or compromise public interests (Inkpen and…”
• Managing Markets for Public Service: The Role of Mixed Public–Private Delivery of City Services (2008, background): “Brown and Potoski (2003) ranked the ICMA services on asset specificity and measureability and found that monitoring was common when asset specificity was higher.”
• Insourcing and Outsourcing (2012, background): “…raised concerns about lack of cost savings (Bel, Fageda, & Warner, 2010; Boyne, 1998; Hirsch, 1995; Hodge, 2000), management and market challenges (Brown & Potoski, 2003; Girth, Hefetz, Johnston, & Warner, in press; Johnston & Girth, 2012; Marvel & Marvel, 2007; Warner, 2012), and equity and…”
• Cream Skimming, Parking, and Other Intended and Unintended Effects of High-Powered, Performance-Based Contracts (2013, background): “…nonmanual work; multiple principals and group dynamics; political and environmental influences and interdependencies; and nonstandardized outputs that make precise measurement of performance challenging and costly (Blank, 2000; Brown & Potoski, 2003; Dixit, 2002; Heinrich & Marschke, 2010).”
• Does Cooperation Reduce Service Delivery Costs? Evidence from Residential Solid Waste Services (2014, background): “Transaction costs are relevant (Brown and Potoski, 2003a, 2003b, 2005) and can, on occasion, even exceed the cost savings associated with the exploitation of scale economies.”