Contract–Management Capacity in Municipal and County Governments

By T. Brown, Matthew Potoski. 2003

319 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/dfd52099951479c718097db8d3e5f7dbabaaf41c

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. Matthew Potoski
2. T. Brown
3. Nick Taylor Buck
4. A. While
5. M. Warner
6. A. Hefetz
7. Jered B. Carr
8. G. Bel

In Public Administration

1. Matthew Potoski
2. T. Brown
3. S. van Thiel
4. M. Warner
5. Jered B. Carr
6. A. Hefetz
7. Kelly LeRoux
8. M. Shrestha

In Strategy and Management

1. Matthew Potoski
2. T. Brown
3. S. van Thiel
4. M. Warner
5. A. Hefetz
6. Eric Neumayer
7. Richard Perkins
8. G. Bel

Citations in the corpus

• 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).”
• Competitive urbanism and the limits to smart city innovation: The UK Future Cities initiative (2017, background): “National and local governments often lack sufficient expertise to effectively bid, let and negotiate contracts, and the legal means to enforce these contracts (Brown and Potoski, 2003).”
• The efficiency and effectiveness of municipally owned corporations: a systematic review (2017, background): “A wide array of capacities is necessary to mitigate such costs (Brown and Potoski 2003a), including research capacity, technical knowledge, economic knowledge, legal expertise, negotiation skills, and network access.”