Public Intervention Service Provision Reading Please Note

Public Interventionservice Provisionreadingplease Note You Have To L

Public Intervention Service Provision Reading: Please note, you have to log on to the NSU library to complete the link. Feoick, R.C., & Jang, H.S. (2009). Nonprofits as local government service contractors. Public Administration Review, 69(4).

Gilbert, B. A., Audretsch, D. B., & McDougall, P. P. (2004). The emergence of entrepreneurship policy. Small Business Economics, 22(3/4). doi:10.1023/B:SBEJ..10739.a8

Holcombe, R. G. (2002). Political entrepreneurship and the democratic allocation of economic resources. The Review of Austrian Economics, 15(3),.

Kreft, S. F., & Sobel, R. S. (2005). Public policy, entrepreneurship, and economic freedom. Cato Journal, 25(3),.

Lerner, J. (2014). Entrepreneurship, public policy, and cities (Policy Research Working Paper 6880), Retrieved from the World Bank web site:.

Paper For Above instruction

Public intervention and service provision are foundational elements of governmental functions that have evolved over time to address a broad spectrum of societal needs. The integration of entrepreneurial public management within these functions offers a dynamic approach to enhance efficiency, responsiveness, and innovation in public services. Particularly with the rise of the nonprofit sector, understanding how entrepreneurial strategies can be embedded in public interventions is crucial for advancing effective governance and community development.

Historically, governments have been primary service providers, from infrastructure and health to education and security. However, the scope and complexity of these services have necessitated diverse models of delivery, often involving non-governmental actors. Nonprofits, in particular, have played a significant role as service contractors and innovators, leveraging entrepreneurial principles to fill gaps left by traditional government agencies. As Feoick and Jang (2009) highlight, nonprofits often act as local government service contractors, bringing agility and specialized expertise that enhance service quality and reach.

Integrating entrepreneurial public management involves applying entrepreneurial principles—innovation, risk-taking, and strategic resource utilization—to public sector contexts. This approach emphasizes not just efficient resource allocation but also proactive problem-solving and adaptable service delivery models. For example, municipalities employing entrepreneurial strategies might adopt social innovation labs or pilot programs inspired by private sector practices, aiming to address complex social issues more effectively.

Furthermore, entrepreneurial public management aligns with the broader goals of economic freedom and promotion of entrepreneurship, as discussed by Kreft and Sobel (2005). By fostering a supportive environment for entrepreneurship within the public sector, governments can catalyze community-led initiatives that address local needs. Lerner (2014) emphasizes that cities should serve as incubators for entrepreneurship, where public policies actively support startup ecosystems, which can significantly improve service delivery and civic engagement.

In the context of public intervention, entrepreneurs within the government or nonprofit sectors can drive innovation by developing new service models, leveraging technology, and encouraging stakeholder participation. These efforts improve transparency, accountability, and community trust. For instance, digital platforms for public feedback or crowdsourcing initiatives demonstrate entrepreneurial ways to involve citizens directly in governance processes.

From the perspective of non-profit organizations, entrepreneurial public management means harnessing business principles such as strategic planning, financial sustainability, and measurable outcomes to maximize social impact. Nonprofits adopting entrepreneurial management are better equipped to identify opportunities, mobilize resources, and sustain their programs amidst funding and policy challenges. This proactive stance can create a virtuous cycle of continuous improvement in public services.

Finally, the integration of entrepreneurship with public intervention requires a supportive policy environment that encourages experimentation, tolerates failure, and promotes cross-sector collaborations. Policies that simplify regulatory hurdles, provide seed funding for innovative projects, and foster public-private partnerships are vital components of this integration.

In conclusion, entrepreneurial public management can be seamlessly integrated into traditional concepts of public intervention by fostering innovation, promoting stakeholder engagement, and leveraging entrepreneurial principles within government and nonprofit sectors. This fusion enhances the capacity of public entities to address societal challenges proactively and efficiently, ultimately contributing to a more responsive and resilient public sector.

References

• Feoick, R.C., & Jang, H.S. (2009). Nonprofits as local government service contractors. Public Administration Review, 69(4).
• Gilbert, B. A., Audretsch, D. B., & McDougall, P. P. (2004). The emergence of entrepreneurship policy. Small Business Economics, 22(3/4). https://doi.org/10.1023/B:SBEJ..10739.a8
• Holcombe, R. G. (2002). Political entrepreneurship and the democratic allocation of economic resources. The Review of Austrian Economics, 15(3).
• Kreft, S. F., & Sobel, R. S. (2005). Public policy, entrepreneurship, and economic freedom. Cato Journal, 25(3).
• Lerner, J. (2014). Entrepreneurship, public policy, and cities (Policy Research Working Paper 6880). World Bank.
• Baumol, W. J. (1990). Entrepreneurship: Productive, unproductive, and destructive. Journal of Political Economy, 98(5), 843–862.
• Osborne, S. P. (2010). The new public governance? Public Management Review, 12(3), 377–387.
• Kearns, K. P. (2006). The entrepreneurial government: Creating nexus between government and the entrepreneurial spirit. Public Administration Review, 66(4), 522–531.
• Salamon, L. M. (2012). The State of the Nonprofit Sector. In Our nonprofit ecosystem: A look at the future. Chicago: University of Chicago Press.
• Moynihan, D. P. (2005). Policies and Pathologies of Public Sector Reform. The American Review of Public Administration, 35(2), 123–139.