SMR Vol 34 No 2 (S), 2012

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Home > Publications > Singapore Management Review > SMR Vol 34 No 2 (S), 2012

 SMR Vol 34 No 2 (S), 2012

Effective Public-Private Partnerships—Managerial Flow or Organisational Form?

Erik Hans Klijn, Michiel Kort and Mark van Twist

Private parties are becoming more and more important in delivering public policy objectives through public–private partnerships (PPPs). Much attention is given to the organisational form in which public and private parties shape their cooperation. This article argues that managerial strategies are much more important for effective implementation of PPP projects than organisational features. It connects this insight to the idea of managerial flow.

The Managerial Flow of Public Local Development Policies—A Conceptual Framework

Veronica Vecchi and Manuela Brusoni

The paper discusses the essence of the “managerial flow” as a useful managerial framework to drive the execution of public policies and to close those gaps that could hamper the achievement of economic development goals. It originates from the challenges posed by scholars and managers who ask for empirical studies able to inform and support the implementation of competitiveness policies, which are mainly played at regional and local levels, in a multi- stakeholders context. The managerial approach has been developed under an inductive—deductive approach and tested on six Italian local development cases, where it proved useful to achieve local development goals.​

The Interorganisational Flow of Development Assistance

Eric C Martin

Based on interviews with development professionals working in private sector competitiveness programmes in the Balkans, I identified three obstacles to success that map onto the Managerial Flow gap, asset, and action model. These obstacles are: interorganisational relationships, stakeholder skill sets, and contract flexibility. This work provides an extension of the Managerial Flow model to the extreme setting of international development and nation building. It presents such international interventions as consisting of three key parts: 1) the international community, 2) the local or host community, and 3) transfers between the two; each as distinct yet interrelated components of a larger system through which development assistance and managerial actions flow. I then identify and discuss opportunities and obstacles in each component.​

Enhancing Research Capabilities in Industrial Parks—One North Singapore and Tianhe China

Pengli Wang, PhD and Lin Yuan, PhD

In this study, we used two cases of innovation policy implementation to illustrate an improved managerial flow model. One North Singapore offers an example of successful policy implementation with top-down approach, in which public managers identify the gaps and close them through managerial actions. Tianhe Software Park in China offers an example of under-implementation using bottom-up approach, in which additional measures are needed to close the gaps to facilitate successful implementation. Incentive gover-nance and knowledge capacity development are identified as the roots of implementation failure in both cases.​

Informal Economy Development Policy in Tanzania—Implications and Relevance

Lemayon L Melyoki

The managerial flow model has been suggested as a framework that captures managerial processes implemented by public authorities in executing public policies. The model has been applied in this research to explore the implementation of four physical market infrastructures in the city of Dar es Salaam, Tanzania, to assess its relevance in this context and implications. The model allowed exploration of the managerial processes and revealed gaps that characterised the interventions which in turn explained the policy outcomes. It shows that managerial gaps can be closed at the beginning of the policy intervention or after execution through a revision of process.​

Southern Gold Coast Music Hub—Resolving Policy Gaps through Cluster Management

Ben Farr-Wharton

This paper explores the role of clusters and cluster management in facilitating the implementation of creative industries public policies in Australia. To achieve this, the paper applies a qualitative managerial flow analysis lens to the implementation of public policy in a creative cluster residing in Queensland, Australia. The paper goes on to account for the managerial processes involved in resolving public policy implementation gaps through cluster management. This study supports the notion that cluster development policies can be an effective strategy for targeted regional development in times of transition.​

Perspectives on Managerial Flow

Eric C Martin, Veronica Vecchi, Manuela Brusoni, Elio Borgonovi, Adrian T H Kuah

This paper provides a number of lessons learned about the managerial flow drawn from cases in a plethora of institutional and national settings. By employing a cross-case comparative method, the paper categorises experiences from Italy, the Netherlands, Serbia, Tanzania, the People’s Republic of China, Singapore, New Zealand, and Australia. Using the framework of managerial gaps, actions and assets, we then reassess the managerial flow model to generate insights for academics, practitioners, and policy makers.​

Taking Stock of the Managerial Flow Model: Implications for Management Practice and Development

Elio Borgonovi and Luca Brusati

The managerial flow model offers a fresh insight into how governmental organisations deliver results. From the point of view of academic literature, this framework provides an interesting “missing link” between the bodies of knowledge of public policy and public management studies. Understanding its implications for management practice is critical to ensure that its potential can be harnessed to improve the formulation and implementation of public policies. In due course, the pursuit of this goal requires discussion on how the learning points provided by the model can be incorporated into management development for governmental organisations.