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menuDesigning Governance Structures for Performance and Accountability
- First Page
- Preliminary pages
- Figures
- Tables
- Abbreviations and acronyms
- Contributors
- 1. Designing governance structures for performance and accountability: Developments in Australia and greater China
- 2. Theorising public bureaucracies: Comparing organisational purpose, function and form, while counter‑posing political control versus bureaucratic autonomy
- 3. How independent should administration be from politics? Theory and practice in public sector institutional design in Australia
- 4. Governance structure, organisational reform and administrative efficiency: Lessons from Taiwan
- 5. Practical action, theoretical impacts: Aged care and disability services reform in Australia
- 6. All the best intentions: A review of a sub-national attempt at reshaping the not-for-profit/public sector nexus
- 7. Governance for integrity agencies in Australia: An examination of three models of influence
- 8. The roles of community-based non-profits in the context of collaborative governance in Hong Kong and Taiwan
- 9. Assessing the vertical management reform of China’s environmental system: Progress, conditions and prospects
- 10. Meetings matter: An exploratory case study on informal accountability and policy implementation in mainland China
- 11. The performance regime of public governance in Taiwan: From enhancing implementation to improving bureaucratic responsiveness
- Conclusion: Lessons and continuing challenges for greater China and Australia
