Partnership working appears to be a key principle of public services reform in both England and Scotland, but there are important contextual differences between the two countries. Whereas the Scottish agenda is relatively consistent, in England there are competing policy imperatives at work that could undermine improved partnering. This article examines the public services reform context in England and Scotland, and suggests that English policy is a complex mixture of network, market and hierarchy which gives rise to tensions that remain unaddressed.
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Bob Hudson (2007) studied this question.