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Please use this identifier to cite or link to this item: https://hdl.handle.net/1959.11/17954
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dc.contributor.authorValle de Souza, Simoneen
dc.contributor.authorDollery, Brian Een
dc.contributor.authorKortt, Michael Aen
dc.date.accessioned2015-10-01T10:37:00Z-
dc.date.issued2015-
dc.identifier.citationPublic Management Review, 17(10), p. 1403-1424en
dc.identifier.issn1471-9045en
dc.identifier.issn1471-9037en
dc.identifier.urihttps://hdl.handle.net/1959.11/17954-
dc.description.abstractWhile 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.languageenen
dc.publisherRoutledgeen
dc.relation.ispartofPublic Management Reviewen
dc.titleDe-Amalgamation in Action: The Queensland experienceen
dc.typeJournal Articleen
dc.identifier.doi10.1080/14719037.2014.930506en
dc.subject.keywordsPublic Administrationen
local.contributor.firstnameSimoneen
local.contributor.firstnameBrian Een
local.contributor.firstnameMichael Aen
local.subject.for2008160509 Public Administrationen
local.subject.seo2008940204 Public Services Policy Advice and Analysisen
local.profile.schoolUNE Business Schoolen
local.profile.schoolUNE Business Schoolen
local.profile.schoolUNE Business Schoolen
local.profile.emailsvallede@une.edu.auen
local.profile.emailbdollery@une.edu.auen
local.profile.emailmkortt3@une.edu.auen
local.output.categoryC1en
local.record.placeauen
local.record.institutionUniversity of New Englanden
local.identifier.epublicationsrecordune-20140714-121352en
local.publisher.placeUnited Kingdomen
local.format.startpage1403en
local.format.endpage1424en
local.identifier.scopusid84942370439en
local.peerreviewedYesen
local.identifier.volume17en
local.identifier.issue10en
local.title.subtitleThe Queensland experienceen
local.contributor.lastnameValle de Souzaen
local.contributor.lastnameDolleryen
local.contributor.lastnameKortten
dc.identifier.staffune-id:svalledeen
dc.identifier.staffune-id:bdolleryen
dc.identifier.staffune-id:mkortt3en
local.profile.roleauthoren
local.profile.roleauthoren
local.profile.roleauthoren
local.identifier.unepublicationidune:18164en
dc.identifier.academiclevelAcademicen
dc.identifier.academiclevelAcademicen
dc.identifier.academiclevelAcademicen
local.title.maintitleDe-Amalgamation in Actionen
local.output.categorydescriptionC1 Refereed Article in a Scholarly Journalen
local.search.authorValle de Souza, Simoneen
local.search.authorDollery, Brian Een
local.search.authorKortt, Michael Aen
local.uneassociationUnknownen
local.identifier.wosid000371319500002en
local.year.published2015en
local.subject.for2020440708 Public administrationen
local.subject.seo2020230204 Public services policy advice and analysisen
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