Managing the hollow state collaboration and contracting

H. Brinton Milward, Keith Provan

Research output: Contribution to journalArticlepeer-review

193 Scopus citations


This article presents what the authors have learned about managing networks of public, private and nonprofit service providers in the context of decentralized and devolved governmental regimes - what the authors have termed the hollow state. The characteristics of the hollow state are discussed along with two strategies for managing networks of organizations that jointly produce a public service - collaboration and contracting. The article revisits the authors' preliminary theory of network effectiveness, based on a four-city study of mental health in light of an evolutionary study conducted on one city's mental health system over four years.

Original languageEnglish (US)
Pages (from-to)1-18
Number of pages18
JournalPublic Management Review
Issue number1
StatePublished - Mar 1 2003


  • Collaboration
  • Contracting
  • Governance
  • Hollow state
  • Mental health
  • Networks

ASJC Scopus subject areas

  • Management Information Systems
  • Management of Technology and Innovation


Dive into the research topics of 'Managing the hollow state collaboration and contracting'. Together they form a unique fingerprint.

Cite this