This paper contends that there is an important distinction between governance structure and contractual form, and that organizational boundaries, defined by governance structures, need not explain contractual form. The basic idea is that governance refers to the general environments and instruments that structure and "govern" specific terms of trade negotiated in "contracts." Problems of verifiability and observability of contractual performance are hypothesized to drive the differential effects on governance structure and contractual form. Spefically, transaction cost factors known to result in employment as a general governance structure do not automatically result in contracts characterized by the payment of fixed-wages. Instead, incentive pay and the delegation of decision-making authority to workers may be preferred by firm owners. The paper proposes that the relationship between a firm and a worker involves a two-part decision-making framework in which one choice is the type of governance that structures the second choice regarding the specific characteristics of the contract linking the worker to the firm.

Almost 80% of CEOs say that their organization must get better at managing external relationships. According to The Economist, one of the major reasons why so many relationships end in disappointment is that most organizations 'are not very good at contracting'. This ground-breaking title from leading authority IACCM (International Association for Contract and Commercial Management) represents the collective wisdom and experience of Contract, Legal and Commercial experts from some of the world s leading companies to define how to partner for performance. This practical guidance is designed to support practitioners through the contract lifecycle and to give both supply and buy perspectives, leading to a more consistent approach and language that supports greater efficiency and effectiveness. Within the five phases described in this book (Initiate, Bid, Development, Negotiate and Manage), readers will find invaluable guidance on the whole lifecycle with insights to finance, law and negotiation, together with dispute resolution, change control and risk management. This title is the official IACCM operational guidance and fully supports and aligns with the course modules for Certification.

Public accountability is a hallmark of modern democratic governance and the foundation of the popular performance management movement. Democracy is just an empty exercise if those in power cannot be held accountable in public for their acts and omissions, for their decisions, their policies, and their expenditures. This book offers a finely detailed and richly informed consideration of accountability in both government and the contemporary world of governance. Twenty-five leading experts cover varying aspects of the accountability movement, including multiple and competing accountabilities, measuring accountability, accountability and democratic legitimacy, and accountability and information technology, and apply them to governments, quasi-governments, non-government organizations, governance organizations, and voluntary organizations. Together they provide the most comprehensive consideration of accountability currently available, with a blend of theoretical, empirical, and applied approaches.

The second volume of the Partnership for Democratic Governance Series investigates whether ‘contracting out’ core government functions and services has been conducive to capacity development. Case studies discusses the evidence and emerging lessons of contracting out.

Almost two-thirds of public investment is undertaken by sub-national governments and major projects often involve multiple government levels. This report dissects the relationships different government actors form vertically, across levels, and horizontally, across both sectors and jurisdictions