This study explores Customer Relationship Management (CRM) in government. Based on an interdisciplinary literature review and multiple-case study design, a model of Citizen Relationship Management (CiRM) is developed and discussed. The case studies explore the perceptions of CRM/CiRM by administrators, elected officials and consultants as well as its implementation and impact on the municipal level and in a multijurisdictional environment in the United States. Although the explorative part of the study focuses broadly on a theoretical conceptualization of CiRM, the immediate empirical referent of research are the 311 initiatives in the City of Baltimore, the City of Chicago, the City of New York and Miami-Dade County. Thus, the results help administrators and researchers to convey the idea and challenges of 311 well. The study shows that CRM is to a certain extent only partly able to make novel contributions to currently active reform movements in government. In addition, the study's findings support the idea that CiRM provides the means to a different kind of public participation.

For almost a half a century, scholars and practitioners have debated what the connections should be between public administration and the public. Does the public serve principally as citizen-owners, those to whom administrators are responsible? Are members of the public more appropriately viewed as the customers of government? Or, in an increasingly networked world, do they serve more as the partners of public administrators in the production of public services? This book starts from the premise that the public comes to government not principally in one role but in all three roles, as citizens and customers and partners. The purpose of the book is to address the dual challenge that reality implies: (1) to help public administrators and other public officials to understand the complex nature of the public they face, and (2) to provide recommendations for how public administrators can most effectively interact with the public in the different roles. Using this comprehensive perspective, Citizen, Customer, Partner helps students, practitioners, and scholars understand when and how the public should be integrated into the practice of public administration. Most chapters in Citizen, Customer, Partner include multiple boxed cases that illustrate the chapter’s content with real-world examples. The book concludes with an extremely useful Appendix that collects and summarizes the 40 Design Principles – specific advice for public organizations on working with the public as customers, partners, and citizens.

This book analyzes e-participation in smart cities. In recent decades, information and communication technologies (ICT) have played a key role in the democratic political and governance process by allowing easier interaction between governments and citizens, and the increased ability of citizens to participate in the production chain of public services. E-participation plays and important role in the development of smart cities and smart communities , but it has not yet been extensively studied. This book fills that gap by combining empirical and theoretical research to analyze actual practices of citizen involvement in smart cities and build a solid framework for successful e-participation in smart cities. The book is divided into three parts. Part I discusses smart technologies and their role in improving e-participation in smart cities. Part II deals with models of e-participation in smart cities and the organization issues affecting the implementation of e-participation; these chapters analyze the efficiency of governance models in relation to the establishment of smart cities. Part III proposes incentives to motivate increased participation by governments and cititzenry within the smart cities context. Written by an international panel of experts and practitioners, this book will be a convenient source of information on e-participation in smart cities and will be valuable to academics, researchers, policy-makers, public managers, citizens, international organizations and anyone who has a stake in enhancing citizen engagement in smart cities.

This title presents an holistic view of CRM, arguing that its essence concerns basic business strategy - developing and maintaining long-term, mutually beneficial relationships with strategically significant customers - rather than the operational tools which achieve these aims.

This book examines a wide range of country experiences, offers examples of good practice, highlights innovative approaches and identifies promising tools (including new information technologies)for engaging citizens in policy making. It proposes a set of ten guiding principles.

Drawing on fundamental ideas about the relationship of citizens to the public sphere, Richard C Box presents a model of `citizen governance'. Recognizing the challenges in the community governance setting, he advocates rethinking the structure of local government and the roles of citizens, elected officials and public professionals in the twenty-first century. His model shifts a large part of the responsibility for local public policy from the professional and the elected official to the citizen. Citizens take part directly in creating and implementing policy, elected officials coordinate the policy process, and public professionnals facilitate citizen discourse, offering the knowledge of public practice needed for successful `citizen gover

The idea of workers owning the businesses where they work is not new. In America’s early years, Washington, Adams, Jefferson, and Madison believed that the best economic plan for the Republic was for citizens to have some ownership stake in the land, which was the main form of productive capital. This book traces the development of that share idea in American history and brings its message to today's economy, where business capital has replaced land as the source of wealth creation.div /DIVdivBased on a ten-year study of profit sharing and employee ownership at small and large corporations, this important and insightful work makes the case that the Founders’ original vision of sharing ownership and profits offers a viable path toward restoring the middle class. Blasi, Freeman, and Kruse show that an ownership stake in a corporation inspires and increases worker loyalty, productivity, and innovation. Their book offers history-, economics-, and evidence-based policy ideas at their best./DIV