The folding of liberal government: Contract governance and the transformation of the public service in Canada

Alternatives

Volumn 30, Issue 1, 2005, Pages 1-23

  O'Connor, Daniel ^a   Ilcan, Suzan ^a  

^a UNIVERSITY OF WINDSOR   (Canada)

Author keywords

Advanced liberalism; Governance and autonomy; Public service delivery; State and civil society; Welfare liberalism

Indexed keywords

EID: 18844363422     PISSN: 03043754     EISSN: None     Source Type: Journal    
DOI: 10.1177/030437540503000101     Document Type: Article

References (104)

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4. and S. Ilcan, D. O'Connor, and M. Oliver, "Contract Governance and the Canadian Public Sector," in Relations Industrielle/Industrial Relations Ibid. (2003).
5. See Rose, note 1, pp. 19-28, 51.
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12. see also S. Ilcan and D. O'Connor, 'The Folding of Liberal Government: Contract Governance and the Canadian Public Service Sector," paper presented before the Society for the Advancement of Socio-Economics, Aix-en-Provence, France, June 26-28, 2003.
13. See Rose and Miller, note 1.
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25. Ibid., pp. 104-108.
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27. I b i d.
28. I b i d.
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32. Ibid., p. 149.
33. Dean, note 7, p. 42.
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67. Dean, note 13.
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77. Ibid., pp. 99-100.
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79. T. Evans, "Structural Adjustment and the Public Sector in Central America and the Caribbean: Introduction," in T. Evans, C. Castro, and J. Jones, eds., Structural Adjustment and the Public Sector in Central America and Caribbean (Managua, Nicaragua: CRIES, 1995), pp. 1-45;
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83. PSC Canada, annual report, Ibid. 2001-2002.
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85. PSC Canada, annual report, 1999-2000: www.psc-cfp.gc.ca/centres/annual- annuel/psc9900_e.pdf.
86. PSC Canada, note 60.
87. I b i d.
88. Rose, note 1, p. 150.
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93. Carnoy, Castells, and Benner, note 40, p. 39.
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95. R. Kleiman and A. Sahu, "Privatization as a Viable Alternative for Local Governments: The Case Study of a Failed Michigan Town," in P. Seidenstat, ed., Contracting Out Government Services (Westport, Conn.: Praeger, 1999), p. 156.
96. D. Braddon and D. Foster, eds., Privatization; Social Science Themes and Perspectives (Aldershot, UK: Dartmouth, 1996), pp. 104-105. For a discussion of public-sector management practices that are efficiency oriented and that result in a more businesslike, "value-for-money" approach, see Bach and Della Rocca, note 68, p. 28;
97. see also S. Bach, L. Bordogna, G. Delia Rocca, and D. Winchester, Public Service Employment Relations in Europe: Transformation, Modernization, or Inertia? (London: Routledge, 1999).
98. T. Colling, "Tendering and Outsourcing: Working in the Contract State?" in S. Corby and G. White, eds., Employee Relations in the Public Services (London: Routledge, 1999).
99. Y. Bangura, "Public Sector Restructuring: The Institutional and Social Effects of Fiscal, Managerial, and Capacity-Building Reforms," Occasional Paper no. 3, prepared for UNRISD (Geneva: UNRISD. 2000), p. 31.
100. Outsourcing or "structural flexibility" is a pattern of management that complements other forms of flexibilization, such as numerical flexibility (the ability to expand or reduce the size of the workforce) and functional flexibility (enhancing the mobility of workers across operational tasks). See J. Chun, "Flexible Despotism: The Intensification of Insecurity and Uncertainty in the Lives of Silicon Valley's High-Tech Assembly Workers," in R. Baldoz, C. Koeber, and P. Kraft, eds., The Critical Study of Work: Labour, Technology, and Global Production (Philadelphia: Temple University Press, 2001), p. 129;
101. see also V. Smith, "Institutionalizing Flexibility in a Service Firm: Multiple Contingencies and Hidden Hierarchies," Work and Occupations 21 (1994): 284-307.
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