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FAMP POPESCU Gheorghe H., NICA Elvira and LĂZĂROIU George
CCASP COLLABORATION IN CITY-LEVEL ECONOMIC DEVELOPMENT

entity has a significant effect on collaboration: organizations with more workers participate in more

collaborative undertakings. Favorable outcome in previous collaboration is powerfully associated with
participating in collaborations. (Esteve et al., 2013)

Digital governance accelerates the scope of judiciousness and materialization for city workers. Cities

should maintain the public confidence and further responsibility by raising openness in return for cutting
down the transactional responsibilities of the present process (cities boost the pool of bidders, decreasing
public expenditures rapidly). Mayors choosing to adopt the capacity of digital data (i) can empower

government workers to employ their judiciousness and reasonableness, performing toward better
existences for individuals, (ii) these leaders can engage with people in the relevant supplying of services,
and (iii) these digital solutions will enable persons to operate with local government on collective solutions

to the impressive difficult tasks that face all citizens (cities can empower, engage, and enable both public
workers and individuals). Improved by digital technology, cities will alter the manner individuals perceive

local government and civic existence. (Goldsmith and Crawford, 2014) “How” a local government
regulates its business, whether with its own workers or with the ruling entity or individuals, is as significant
as “what” is done. The accountability of the mayor is to authorize the governing body and people by

assisting in advancing and employing the instruments of participation. The facilitative leadership functions PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE ”Strategic Management for Local Communities” 30 th – 31 st October 2015 Bucharest
enter in framing matters and procedures to handle various concerns, to concentrate on advantages and
not attitudes when problem solving, and to establish collaborative alliances in policymaking and service

distribution. (Nalbandian, 1999)

CONCLUSIONS

As cities have increased their implication in economic policymaking, the amount of participants that have
an interest in improving city economies (Nica, 2012b) and consequently should be driven to successfully
impact economic functioning (Popescu, 2013d) has escalated. Collaborative management is an evasive

goal to assess exactly, granted the various participants and feasible approaches a city may undertake.
Collaborative management in cities reflects the long-term societal action with regard to collaboration and

arrangements. (Agranoff and McGuire, 2003)

REFERENCES

Agranoff, R., McGuire, M. (2003). Collaborative Public Management: New Strategies for Local
Governments. Washington, DC: Georgetown University Press.

Esteve, M., Boyne, G., Sierra, V., Ysa, T. (2013) “Organizational Collaboration in the Public Sector: Do
Chief Executives Make a Difference?”, Journal of Public Administration Research and Theory, 23(4),
pp. 927–952.

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