Managing service hubs in Miami and Osaka: Between capacious commons and meagre street-level bureaucracies

As key sites of governance and poverty management, service hubs are conspicuous inner-city clusters voluntary sector organizations that serve vulnerable urban populations, including people grappling with homelessness, substance abusers mental illness. In this paper, we frame as potentially embodying capacious commons on the one hand, meagre street-level bureaucracies other, reconstituting Lipsky’s individual focus to embrace agency level. We use a comparative case study approach, focussing two – Kamagasaki in Osaka Overtown Miami show how each combined, various ways, logics practice. The results suggest acted more ‘managed commons’, but some tendencies towards bureaucracy. This conversation between bureaucracies, its application within hubs, our primary conceptual empirical contributions, respectively. conclude by considering overlapped created hybridized models management.