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Tommasi and Weinschelbaum (2007) – trade-offs between centralised versus decentralised public service provision – specifically, the internalisation of externalities under centralised decision making versus ‘accountability’ advantage under decentralisation – citizen as principal and government as agent – argument is that it is easier to resolve information asymmetries through

Miller and Whitford argue that while principals may succeed in inducing extra effort to overcome moral hazard, the efficiency loss in the bureaucratic environment will be significant. “the job of the street-level bureaucrat is a very difficult one, made more difficult by inadequate resources, hostile clients and unclear performance standards. The net result is that many such bureaucrats accommodate to the job by hiding behind red tape and routine; the effort required to increase the probability of success with a given client can be costly”. M&W appear to confuse ‘transaction costs’ – the additional costs incurred with outsourcing with the normal production costs associated with the business model for in-house

In some circumstances the costs associated with writing and monitoring contracts outweighs the benefits, in which case hierarchy may be more efficient than contractual networks – transaction costs must be compared with agency costs.

Britain’s Next Steps reform program introduced by Margaret Thatcher’s Efficiency Unit laid out a principal-agent contracting model comprising a chain of contracts – from minister to department to the chief executive of an agency – was heavily influenced by new institutionalist economics

Graham Scott – a key architect of the NZ reforms – new institutionalist economics to guide and integrate reforms – encouraged policy-makers to see public services not as production functions or firms, but as governance structures. Faced with a public policy problem, government should select the form of regulation with least transaction costs and the greatest capacity to meet parliament’s objectives. Freed from the presumption that government must own and operate all public administration activities, Treasury could push for contracting on an unprecedented scale

“It does not matter who provides the service, whether a public or private supplier, it is market contestability – that is competition, or the threat and potential of competition – rather than ownership of the enterprise that promotes efficiency” (Aurlich 2002: 39)

Agency theory, together with transaction cost analysis, were influential in what has become known as new institutionalist economics (Scott …)

A contractual model implies a direct and personal exchange between pr本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。