Please use this identifier to cite or link to this item:
https://hdl.handle.net/1959.11/17954
Full metadata record
DC Field | Value | Language |
---|---|---|
dc.contributor.author | Valle de Souza, Simone | en |
dc.contributor.author | Dollery, Brian E | en |
dc.contributor.author | Kortt, Michael A | en |
dc.date.accessioned | 2015-10-01T10:37:00Z | - |
dc.date.issued | 2015 | - |
dc.identifier.citation | Public Management Review, 17(10), p. 1403-1424 | en |
dc.identifier.issn | 1471-9045 | en |
dc.identifier.issn | 1471-9037 | en |
dc.identifier.uri | https://hdl.handle.net/1959.11/17954 | - |
dc.description.abstract | While a substantial theoretical and empirical literature has examined compulsory local government consolidation, little is known about de-amalgamation after forced mergers. Following the controversial 2008 Queensland local government amalgamation programme, which saw a radical reduction in the number of local councils, four forcibly merged councils have finally begun to de-amalgamate following successful plebiscites. This paper traces the extraordinary Queensland de-amalgamation process from its inception and attempts to place it in a broader conceptual framework. The paper provides a critical assessment of Queensland de-amalgamation policy development and implementation and seeks to draw broader public policy lessons for structural reform in local government. | en |
dc.language | en | en |
dc.publisher | Routledge | en |
dc.relation.ispartof | Public Management Review | en |
dc.title | De-Amalgamation in Action: The Queensland experience | en |
dc.type | Journal Article | en |
dc.identifier.doi | 10.1080/14719037.2014.930506 | en |
dc.subject.keywords | Public Administration | en |
local.contributor.firstname | Simone | en |
local.contributor.firstname | Brian E | en |
local.contributor.firstname | Michael A | en |
local.subject.for2008 | 160509 Public Administration | en |
local.subject.seo2008 | 940204 Public Services Policy Advice and Analysis | en |
local.profile.school | UNE Business School | en |
local.profile.school | UNE Business School | en |
local.profile.school | UNE Business School | en |
local.profile.email | svallede@une.edu.au | en |
local.profile.email | bdollery@une.edu.au | en |
local.profile.email | mkortt3@une.edu.au | en |
local.output.category | C1 | en |
local.record.place | au | en |
local.record.institution | University of New England | en |
local.identifier.epublicationsrecord | une-20140714-121352 | en |
local.publisher.place | United Kingdom | en |
local.format.startpage | 1403 | en |
local.format.endpage | 1424 | en |
local.identifier.scopusid | 84942370439 | en |
local.peerreviewed | Yes | en |
local.identifier.volume | 17 | en |
local.identifier.issue | 10 | en |
local.title.subtitle | The Queensland experience | en |
local.contributor.lastname | Valle de Souza | en |
local.contributor.lastname | Dollery | en |
local.contributor.lastname | Kortt | en |
dc.identifier.staff | une-id:svallede | en |
dc.identifier.staff | une-id:bdollery | en |
dc.identifier.staff | une-id:mkortt3 | en |
local.profile.role | author | en |
local.profile.role | author | en |
local.profile.role | author | en |
local.identifier.unepublicationid | une:18164 | en |
dc.identifier.academiclevel | Academic | en |
dc.identifier.academiclevel | Academic | en |
dc.identifier.academiclevel | Academic | en |
local.title.maintitle | De-Amalgamation in Action | en |
local.output.categorydescription | C1 Refereed Article in a Scholarly Journal | en |
local.search.author | Valle de Souza, Simone | en |
local.search.author | Dollery, Brian E | en |
local.search.author | Kortt, Michael A | en |
local.uneassociation | Unknown | en |
local.identifier.wosid | 000371319500002 | en |
local.year.published | 2015 | en |
local.subject.for2020 | 440708 Public administration | en |
local.subject.seo2020 | 230204 Public services policy advice and analysis | en |
Appears in Collections: | Journal Article |
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