School of Public Policy

Seamless Blending of Domestic and International Policy

A Conversation with Yijia Jing

From: 
Mar 25 2013 - 4:15pm
To: 
Mar 25 2013 - 6:00pm
Location: 
School of Public Policy Atrium | Van Munching Hall


"Government-Nonprofit Collaboration in Mainland China"

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Featuring Dr. Yijia Jing, professor in Public Administration, associate dean of the School of International Relations and Public Affairs at Fudan University, editor-in-chief of a Chinese journal, Fudan Public Administration Review, and member of the editorial boards of International Public Management Journal and Journal of Public Administration (Chinese). He holds a BA and MA in economics from Peking University, MA in sociology from University of Maryland, and Ph.D. in public policy from the Ohio State University. He conducts research on privatization, governance, collaborative service delivery, and comparative public administration. He is particularly interested in the formation, performance, and consequences of collaborative governance in transitional countries and is the director of the Center for Collaborative Governance Research at Fudan University.

Discussant
Karla W. Simon (J.D. (Duke), LL.M. (NYU)) is Professor of Law at the Columbus School of Law, Catholic University of America. She is Co-Director (with Dr. Frederick Ahearn) of the Center for International Social Development, also at CUA.  She has authored more than ten books and book chapters, most focusing on legal issues affecting civil society. Prof. Simon is currently working on a book entitled "Civil Society in China: A Legal Analysis From Ancient Times to the New Reform Era” (Forthcoming, Oxford University Press, 2013). Previous books include “Outsourcing Social Services to Civil Society Organizations in China and Around the World” (with Wang, Salamon & Irish 2009),

 
Hosted by the Brody Forum and the Center for Philanthropy and Nonprofit Management
 

Abstract
Local governments in China have been actively seeking to create a complementary government-nonprofit relation to deal with its service and legitimacy problems. The government-nonprofit relation has shifted from informal contracting to formal contracting, and to competitive contracting in recent years, demonstrating a trend to forge formal, effective and accountable collaborative relations. Yet such a transition faces many barriers and often shows only limited success. This research measures the level of competition in Shanghai's competitive contracting for social service programs and combines institutional, transaction cost, and resource dependence theories to account for the findings.

Reception to Follow