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As an initiator of the idea on developing a critique to the straightjacketed 'best practice' research, this book questions the standard practice in evaluating administrative reforms as not being the true base for knowledge. Administrators need to balance capacity and control in every implementation programme. Confining to the knowledge of 'best practices' may conceal enormous amount of information from the 'less than best' practices which may be necessary to sustain good initiatives of public managers.
This book highlights areas of active networking, partnerships and collaborations amongst state and non-state bodies, NGOs and specialist Science and Technical Organizations. The true nature of governance is explained and demonstrated through the processes which otherwise pass off undetected in macro-understanding of governance.
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