180
Views
0
CrossRef citations to date
0
Altmetric

References

  • Albrecht, M., Elbe, J., Elbe, S. and Meyer, W. (2014), Analyzing and evaluating regional governance networks: three challenges for applications. Evaluation, 20, 1, pp. 58–74. doi: 10.1177/1356389013518457
  • Baird, K., Schoch, H. and Chen, Q. (2012), Performance management system effectiveness in Australian local government. Pacific Accounting Review, 24, 2, pp. 161–185. doi: 10.1108/01140581211258461
  • Ball, A. (2005), Environmental accounting and change in UK local government. Accounting, Auditing & Accountability Journal, 18, 3, pp. 346–373. doi: 10.1108/09513570510600738
  • Ball, A. and Bebbington, J. (2008), Accounting and reporting for sustainable development in public service organizations. Public Money & Management, 28, 6, pp. 323–326. doi: 10.1111/j.1467-9302.2008.00662.x
  • Ball, A., Broadbent, J. and Jarvis, T. (2006), Waste management, the challenges of the PFI and ‘sustainability reporting’. Business Strategy & the Environment, 15, 4, pp. 258–274. doi: 10.1002/bse.532
  • Ball, A., Broadbent, J. and Moore, C. (2002), Best value and the control of local government: challenges and contradictions. Public Money & Management, 22, 2, pp. 9–16. doi: 10.1111/1467-9302.00302
  • Ball, I. (2012), Transparency in the public sector. Public Money & Management, 32, 1, pp. 35–40. doi: 10.1080/09540962.2012.643054
  • Barton, A. D. (2006), Public sector accountability and commercial-in-confidence outsourcing contracts. Accounting, Auditing & Accountability Journal, 19, 2, pp. 256–271. doi: 10.1108/09513570610656114
  • Bebbington, J., Brown, J. and Frame, B. (2007), Methods: accounting technologies and sustainability assessment models. Ecological Economics, 61, 2, pp. 224–236. doi: 10.1016/j.ecolecon.2006.10.021
  • Bebbington, J. and Gray, R. (1993), Corporate accountability and the physical environment: social responsibility and accounting beyond profit. Business Strategy & the Environment, 2, 2, pp. 1–11. doi: 10.1002/bse.3280020201
  • Bel, G. and Fageda, X. (2007), Why do local governments privatise public services? A survey of empirical studies. Local Government Studies, 33, 4, pp. 517–534. doi: 10.1080/03003930701417528
  • Bel, G. and Fageda, X. (2008), Reforming the local public sector: economics and politics in privatization of water and solid waste. Journal of Economic Policy reform, 11, 1, pp. 45–65. doi: 10.1080/17487870802134884
  • Bel, G., Fageda, X. and Mur, M. (2014), Does cooperation reduce service delivery costs? Evidence from residential solid waste services. Journal of Public Administration Research & Theory, 24, 1, pp. 85–107. doi: 10.1093/jopart/mus059
  • Bel, G. and Warner, M. E. (2009), Managing competition in city services: the case of Barcelona. Journal of Urban Affairs, 31, 5, pp. 521–535. doi: 10.1111/j.1467-9906.2009.00456.x
  • Bisman, J. E. (2008), Australian public sector outsourcing in the ‘golden era’: cost savings evidence or anecdote? Australian Accounting Review, 18, 2, pp. 108–122. doi: 10.1111/j.1835-2561.2008.0013.x
  • Blue Environment (2013), Waste generation and resource recovery in Australia, Reporting period 2010/11 (www.environment.gov.au).
  • Bovaird, T. (2016), The ins and outs of outsourcing and insourcing: what have we learnt from the past 30 years? Public Money & Management, 36, 1, pp. 67–74. doi: 10.1080/09540962.2015.1093298
  • Brown, T. L., Potoski, M. and Van Slyke, D. M. (2007), Trust and contract completeness in the public sector. Local Government Studies, 33, 4, pp. 607–623. doi: 10.1080/03003930701417650
  • Brown, T. L., Potoski, M. and Van Slyke, D. M. (2010), Contracting for complex products. Journal of Public Administration Research & Theory, 20, supp. 1, pp. i41–i58. doi: 10.1093/jopart/mup034
  • Calabro, A. and Torchia, M. (2011), Conflicts of interest and governance mechanisms in Italian local public utilities. International Journal of Public Administration, 34, 7, pp. 447–460. doi: 10.1080/01900692.2011.576215
  • Cruz, N. F. and Marques, R. C. (2012), Mixed companies and local governance: no man can serve two masters. Public Administration, 90, 3, pp. 737–758. doi: 10.1111/j.1467-9299.2011.02020.x
  • Dollery, B. E., Grant, B. and Akimov, A. (2010), A typology of shared service provision in Australian local government. Australian Geographer, 41, 2, pp. 217–231. doi: 10.1080/00049181003742310
  • EPA (2009), Tasmanian Waste and Resource Management Strategy (http://epa.tas.gov.au).
  • EPHC (2010a), National Waste Policy: Less Waste, More Resources Implementation Plan (www.scew.gov.au).
  • EPHC (2010b), National Waste Report 2010 (www.scew.gov.au).
  • Feiock, R. C. (2013), The institutional collective action framework. Policy Studies Journal, 41, 3, pp. 397–425. doi: 10.1111/psj.12023
  • Glamorgan Spring Bay Council (2013), Annual Plan & Budget Estimates 2013–2014 (www.gsbc.tas.gov.au).
  • Glenorchy City Council (2013), Annual Plan 2013– 2014 to 2015–2016 (www.gcc.tas.gov.au).
  • Hefetz, A. Warner, M. E. and Vigoda-Gadot, E. (2012), Privatization and intermunicipal contracting: the US local government experience 1992–2007. Environment and Planning C: Government and Policy, 30, 4, pp. 675–692. doi: 10.1068/c11166
  • Heinrich, C. J., Lynn, L. E. and Milward, H. B. (2010), A state of agents? Sharpening the debate and evidence over the extent and impact of the transformation of governance. Journal of Public Administration Research & Theory, 20, supp. 1, p. i3–i19. doi: 10.1093/jopart/mup032
  • Hilvert, C. and Swindell, D. (2013), Collaborative service delivery: what every local government manager should know. State and Local Government Review, 45, 4, pp. 240–254. doi: 10.1177/0160323X13513908
  • Hobart City Council (2010), Waste Management Strategy 2010–2015 (www.hobartcity.com.au).
  • Hodge, G. A. and Coghill, K. E. N. (2007), Accountability in the privatized state. Governance, 20, 4, pp. 675–702. doi: 10.1111/j.1468-0491.2007.00377.x
  • Hyder Consulting (2011), Role and Performance of Local government: Waste and Recycling Related Data and Information (www.environment.gov.au).
  • Jensen, M. C. and Meckling, W. H. (1976), Theory of the firm: managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3, 4, pp. 305–360. doi: 10.1016/0304-405X(76)90026-X
  • Keast, R., Mandell, M. and Brown, K. (2006), Mixing state, market and network governance modes: the role of government in ‘crowded’ policy domains. International Journal of Organization Theory & Behavior, 9, 1, pp. 27–50. doi: 10.1108/IJOTB-09-01-2006-B002
  • Kingborough Council (2013), Strategic Delivery Plan 2010–2015 (www.kingborough.tas.gov.au).
  • Kloot, L. and Martin, J. F. (2001), Local government accountability: explaining differences. Accounting, Accountability & Performance, 7, 1, pp. 51–72.
  • Lindberg, S. I. (2013), Mapping accountability: core concept and subtypes. International Review of Administrative Sciences, 79, 2, pp. 202–226. doi: 10.1177/0020852313477761
  • Lodhia, S., Jacobs, K. and Park, Y. J. (2012), Driving public sector environmental reporting. Public Management Review, 14, 5, pp. 631–647. doi: 10.1080/14719037.2011.642565
  • McKevitt, D. and Lawton, A. (1996), The manager, the citizen, the politician and performance measures. Public Money & Management, 16, 3, pp. 49–54. doi: 10.1080/09540969609387933
  • Qian, W., Burritt, R. L. and Monroe, G. (2011), Environmental management accounting in local government. Accounting, Auditing & Accountability Journal, 24, 1, pp. 93–128. doi: 10.1108/09513571111098072
  • Southern Midlands Council (2012), Strategic Plan 2012–2017 (www.southernmidlands.tas.gov.au).
  • Stanford, J. and Wilkinson, H. (2003), Convergence, Enron and all that: improving the quality and relevance of public sector financial reporting. Public Money & Management, 23, 1, pp. 8–10. doi: 10.1111/1467-9302.00334
  • Tasman Council (2011), Strategic Plan 2011–2016 (www.tasman.tas.gov.au).
  • Umashev, C. and Willett, R. (2008), Challenges to implementing strategic performance measurement systems in multi-objective organizations: the case of a large local government authority. Abacus, 44, 4, pp. 377–398. doi: 10.1111/j.1467-6281.2008.00268.x
  • Vaara, E. (2010), Taking the linguistic turn seriously: strategy as a multifaceted and interdiscursive phenomenon. The Globalization of Strategy Research (Advances in Strategic Management, 27), pp. 29–50. doi: 10.1108/S0742-3322(2010)0000027005
  • Williams, B., Wilmshurst, T. and Clift, R. (2011), Sustainability reporting by local government in Australia: current and future prospects. Accounting Forum, 35, 3, pp. 176–186. doi: 10.1016/j.accfor.2011.06.004
  • Williamson, O. E. (1981), The economics of organization: the transaction cost approach. American Journal of Sociology, 87, 3, pp. 548–577. doi: 10.1086/227496
  • Williamson, O. E. (1999), Public and private bureaucracies: a transaction cost economics perspectives. Journal of Law, Economics & Organization, 15, 1, pp. 306–342. doi: 10.1093/jleo/15.1.306

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.