<P>The public sector currently employs around 40 percent of all union members in the United States. Pressures for cost-effective and quality government services have placed new demands on the labor-management relationship. A fluctuating set of expectations about the appropriate responsibilities of government and a shifting political culture are severely testing the ability of the public sector to meet demands for increased accountability and expanded services.</P><P>Especially in an age of knowledge workers, the traditional division between labor and management regarding leadership and work may no longer be viable. <em> Going Public</em> examines the forces affecting labor and management and the prospects for adopting service-oriented cooperative relationships as a key strategy for meeting the expanded demands on the public sector.</P><P><strong>Contributors:</strong> Robert R. Albright, Rensselaer Polytechnic Institute; Lorenzo Bordogna, University of Milan; Jonathan Brock, University of Washington; John F. Burton Jr., Rutgers University; Adrienne E. Eaton, Rutgers University; Stephen Goldsmith, Harvard University; Jeffrey H. Keefe, Rutgers University; Charles Kerchner, Claremont Graduate School; David B. Lipsky, Cornell University; Martin H. Malin, Chicago-Kent College of Law; Marick F. Masters, University of Pittsburgh; Sonia Ospina, New York University; Terry Thomason, University of Rhode Island; Robert M. Tobias, American University; Paula B. Voos, Rutgers University; Allon Yaroni, New York University</p>