- the oxford handbooks of American Politics
- List of Figures
- List of Tables
- List of Abbreviations
- About the Contributors
- A Heritage Made Our Own
- Historical Institutionalism, Political Development, and the Study of American Bureaucracy
- The “First New Federalism” and the Development of the Administrative State, 1883–1929
- A Gendered Legacy?: The Progressive Reform Era Revisited
- Reevaluating Executive‐Centered Public Administrative Theory
- Metaphors and the Development of American Bureaucracy
- Herbert Hoover's Revenge: Politics, Policy, and Administrative Reform Movements
- Agency Theory and the Bureaucracy
- Agency Design and Evolution
- Goal Ambiguity and the Study of American Bureaucracy
- Street‐Level Bureaucracy Theory
- The Promises and Paradoxes of Performance‐Based Bureaucracy
- Leading Through Cultural Change
- Postmodernism, Bureaucracy, and Democracy
- Myths, Markets, and the <i>Visible Hand</i> of American Bureaucracy
- Networking in the Shadow of Bureaucracy
- The Promises, Performance, and Pitfalls of Government Contracting
- Reluctant Partners?: Nonprofit Collaboration, Social Entrepreneurship, and Leveraged Volunteerism
- Policy Tools, Mandates, and Intergovernmental Relations
- Promises, Perils, and Performance of Netcentric Bureaucracy
- Multilevel Methods in the Study of Bureaucracy
- Legislative Delegation of Authority to Bureaucratic Agencies
- “Presidentializing” the Bureaucracy
- Bureaucracy, Democracy, and Judicial Review
- Interest Groups, Rulemaking, and American Bureaucracy
- Policymaking, Bureaucratic Discretion, and Overhead Democracy
- Choice‐Theoretic Approaches to Bureaucratic Structure
- Has Governance Eclipsed Government?
- Revitalizing Human Resources Management
- Representative Bureaucracy
- Innovations in Budgeting and Financial Management
- The Prospects for Revitalizing Ethics in a New Governance Era
- Experimental Methods, Agency Incentives, and the Study of Bureaucratic Behavior
- Name Index
- Subject Index
Abstract and Keywords
This article puts three types of emerging nonprofit relationships in context as emblematic of America's historical tensions between individualism and community: collaborations with government agencies, social entrepreneurialism, and leveraged or paid volunteerism. It specifically addresses Edmund Burke's ‘little platoons’. It then reviews the validity of the claims of proponents and the concerns raised by critics about a troubling rebalance which may be underway among what Johan Olsen (2006) calls the ‘core institutions of modern society’. Prior research offers evidence that government and nonprofit actors perceive the possibility of power gains and losses in joining collaborative networks and weigh them according. It further determines five major paths that are viewed as most promising for future research. The article then offers five interrelated topical questions that merit attention in future research. These relate to findings indicative of alterations in power, diminution of public capacity, resource dependency, goal displacement, and collective-action problems.
Wolfgang Bielefeld is Professor of Public and Nonprofit Management and Philanthropic Studies in the School of Public and Environmental Affairs at Indiana University‐Indianapolis.
James L. Perry is Distinguished Professor, School of Public and Environmental Affairs at Indiana University‐Bloomington and Department of Public Administration, Yonsei University Seoul, South Korea.
Ann Marie Thomson is Adjunct Assistant Professor in the School of Public and Environmental Affairs at Indiana University‐Bloomington. She is also Co‐founder and Program Director of Giving Back to Africa, an education nongovernmental organization in the Democratic Republic of Congo.
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