PUBLIC POLICY NETWORK MANAGEMENT
Article Sidebar
Main Article Content
Abstract
This academic paper aims to present a model for managing public policy networks which is suitable for public administration. The public policy network has developed from the past to the present. Public Policy and Public Service Management present guidelines for the development of public sector networks and public administration or public policies of the public sector leading to efficient government services and in line with the needs of the people. It was found that Public Policy Network Management Model, Government must have policies that involve social networks in public policy or service by decentralizing or delegating power to the network and develop networks to have the potential and readiness to implement policies or public services. In addition, the government must also act as a mentor, advising the network in managing the network so that projects or activities can be carried out effectively to achieve the government's goals. For the development of public policy networks, the state should create incentives for networks that are not just monetary. The state must try to get the network to draw on the potential of the members or to find some budget money to operate itself, non-monetary network incentives such as awards, plaques and certificates to members and networks with outstanding project performance result and impact including sustainable.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
บทความทุกเรื่องได้รับการตรวจความถูกต้องทางวิชาการโดยผู้ทรงคุณวุฒิ ทรรศนะและข้อคิดเห็นในบทความวารสารบัณฑิตศึกษา มหาวิทยาลัยราชภัฏวไลยอลงกรณ์ ในพระบรมราชูปถัมภ์ มิใช่เป็นทรรศนะและความคิดของผู้จัดทำจึงมิใช่ความรับผิดชอบของบัณฑิตวิทยาลัย มหาวิทยาลัยราชภัฏวไลยอลงกรณ์ ในพระบรมราชูปถัมภ์ กองบรรณาธิการไม่สงวนสิทธิ์การคัดลอก แต่ให้อ้างอิงแหล่งที่มา
References
Adam, B. (1999). Communications & Development: a practical guide. London Social.
Agranoff, R. & McGuire, M. (1999). Managing in network settings. Review of Policy Research, 16(1), 18-41.
Agranoff, R. & McGuire, M. (2003). Collaborative Public Management; new strategies for local governments, Washington, D.C.: Georgetown University Press.
Agranoff, R. (2006). Inside Collaborative Networks: Ten Lessons for Public Managers. Public Administration review. 66, 56-65.
Bevir, M. (2010). Democratic governance. Princeton, N.J.: Princeton University Press.
Dery, D. (1984). Problem definition in policy analysis. Kansas: University Press of Kansas.
Erik, H. K., Joop, K. & Katrien, T. (1995). Managing Networks in the public sector: A theoretical study of management strategies in policy network. Comparative and international administration. Public Administration. 73(3), 437-454.
French, J. S. et al. (1974). Organizational Stress and Individual Strain in the Failure of Success. New York: Amacon.
Hufen, J. A. M. and Ringeling A. B. (1990). Beleidsnetwerken: Ouerheids-, semi-overheids- en particuliere organisaties in wisselwerking, [Policy networks: Interaction of government, quasi-government and private organizations]. 's-Gravenhage: Vuga.
Intaprom, W. (2022). Administration and Development of Public Policy Networks. Bangkok: napat copy.
Kickert, W. J. M., Klijn, E. H. & Koppenjan J. F. M. (1997). Managing Complex Networks. Sage, London.
Klijn, E. H. & Koppenjan, J. F. M. (2016). Governance networks in the public sector. London: Routledge.
Klijn, E. H. (1996). Analyzing and managing policy processes in complex networks: A theoretical examination of the concept policy network and its problems. Administration & Society. 28(1), 90-119.
Klijn, E. H. and Teisman, G. R. (1997). Strategies and games in networks. In W. J. M. Kickert, E.-H. Klijn and J. F. M. Koppenjan (Eds.), Managing complex networks: Strategies for the public sector (pp. 50-54). London: Sage Publication. doi:10.4135/9781446217658.n6
Klijn, E. H., Steijn, B., & Edelenbos, J. (2010). The impact of network management on outcomes in governance networks. Public administration. 88(4), 1063-1082.
Koppenjan, J. F. M. & Termeer, C. J. A. M. (1997). Managing perceptions in networks. In: W. J. M. Kickert, E. H. Klijn and J. F. M. Koppenjan (eds.) Managing Complex Networks. London: Sage.
Nelson, J. (2001). Cooperation Between the United Nations and all Relevant Partners, in Particular the Private Sector. Report of the Secretary-General A56/323.
Nelson, J. and Zadek, S. (1999). Partnership Alchemy: New Social Partnerships in Europe. Copenhagen: The Copenhagen Centre.
O'Toole Jr, L. J. (1988). Strategies for intergovernmental management: Implementing programs in interorganizational networks. International Journal of Public Administration. 11(4), 417-441.
Reinicke, W. H., Deng, F. M. & Witte, J. M. (2000). Critical choices: The United Nations, networks, and the future of global governance. Idrc.
Scharpf, F. W. (1978). Interorganizational Policy Studies: Issues, Concepts and Perspectives, in: K.I. Hanf and F.W. Scharpf (eds.): 345-370.
Sengenberger & Pyke. (1992). Industrial Districts and Local Economic Regeneration. Geneva.Ilo.
Starkey. (1997). Networking for Development. International Forum for Rural Transport and Development. Cornell University.
Teisman, G. R. (1992). Complexe Besluitvorming; een pluricentrisch perspectief op besluitvorming over ruimtelijp investeringen [Complex Decision making; a pluricentric perspective on decision making on spatial investments]. 's-Gravenhage: VUGA.
Tim den Ouden. (2015). contribution to the understanding and strengthening of network governance, A theoretical and empirical exploration of governance capabilities, A thesis submitted in partial fulfilment of the degree of Master of Science at Wageningen University and Research Centre, The Netherlands. June, 2015 Wageningen, The Netherlands.
Williams, P. (2012). Collaboration in public policy and practice: Perspectives on boundary Spanners. Policy Press.