Síguenos en los medios sociales
SOME UNFINISHED BUSINESS IN PUBLIC ADMINISTRATION
RUTLEDGE, PHILIP
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 390
STATE GOVERNMENT CREDIT QUALITY: DOWN, BUT NOT OUT!
JOHNSON, CRAIG L.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1999, pág. 243
1. Background on the role of credit ratingagencies. 2. Empirical analysis. 3. Empirical results. 4.Conclusion.
STATE SOCIAL SERVICES CONTRACTING: EXPLORING THE DETERMINANTS OF EFFECTIVE CONTRACT ACCOUNTABILITY.
BARBARA S. ROMZEK. JOCELYN M. JOHNSTON.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2005, pág. 436 a 449
I.CONTRACTING FOR SOCIAL SERVICES. II.EFFECTIVE CONTRACT ACCOUNTABILITY. III.IDENTIFYING POTENTIAL DETERMINANTS OF ACCOUNTABILITY EFFECTIVENESS. IV. CONTRACT SPECIFICATIONS. ...
STATE STRATEGIC PLANNING: SUGGESTIONS FROM THE OREGON EXPERIENCE.
R. KISSLER, GERALD;N. FORE, KARMEN;S. JACOBSON, WILLOW
PUBLIC ADMINISTRATION REVIEW, n.º 4/1998, pág. 353
1. How were Oregon's strategic plans developed?. a) The original strategic plan. b) An updated plan. 2. Is the strategic planning process valuable?. a) The process itself. b) The findings. c) The recommendations. 3. What can we offer to other states?. 4. Conclusion. 5. Note. 6. References.
STATE WILDLIFE POLICY AND MANAGEMENT: THE SCOPE AND BIAS OF POLITICAL CONFLICT.
NIE, MARTIN.
PUBLIC ADMINISTRATION REVIEW, n.º 2/2004, pág. 221 a 231
1. THEORETICAL FRAMEWORK. 2. STATE WILDLIFE MANAGEMENT PARADIGM. 3. A PARADIGM CHALLENGED. 4. POLICY IMPLICATIONS. 5. OPTIONS, ALTERNATIVES, AND ISSUES FOR FURTHER DEBATE. A) WILDLIFE COMMISSION/NO CHANGE. B) AUTHORITATIVE EXPERT. C) STRUCTURAL CHANGE. D) STAKEHOLDER-BASED COLLABORATIVE CONSERVATION. 6. CONCLUSION.
STRATEGY AND ACCOUNTABILITY: STRUCTURAL REFORM LITIGATION AND PUBLIC MANAGEMENT
BERTELLI, ANTHONY MICHAEL
PUBLIC ADMINISTRATION REVIEW, n.º 1/2004, pág. 28
1. THE PROCESS OF STRUCTURAL REFORM LITIGATION. 2. ACCOUNTABILITY AND PUBLIC ORGANIZATIONS. 3. PUBLIC MANAGEMENT IN DEFENDANT AGENCIES. 4. THE POLITICAL ECONOMY OF STRUCTURAL REFORM LITIGATION. 5. DISCUSSION. 6. PUBLIC MANAGEMENT REVISITED. 7. G.L.: CHILD WELFARE LITIGATION IN KANSAS CITY, MISSOURI. 8. CONCLUSION.
STRENGTHENING EFFECTIVE GOVERNMENT-CITIZEN CONNECTIONS THROUGH GREATER CIVIL ENGAGEMENT
KIRLIN, JOHN J.;KIRLIN, MARY K.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 80
1. Civic engagement requires motivation, skills, and network connections. 2. Most responses to 9/11 were individual acts within established roles. 3. Current responses are not likely to increase civil engagement. 4. Recognizing and building on the strength of government while enhancing civil engagement in critical.
TAXES, SUBSIDIES, AND LISTENERS LIKE YOU: PUBLIC POLICY AND CONTRIBUTIONS TO PUBLIC RADIO
BROOKS, ARTHUR C.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2003, pág. 554
I. INTRODUCTION. II. BACKGROUND. III. REGRESSION RESULTS. IV. IMPLICATIONS FOR PUBLIC ADMINISTRATORS AND NONPROFIT MANAGERS.
TEACHING ETHICS AND VALUES IN PUBLIC ADMINISTRATION: ARE WE MAKING A DIFFERENCE?
MENZEL, DONALD C.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1997, pág. 224
1. Research on teaching ethics in public administration programs. 2. 1996 ethics education study findings.
THE AMERICANS WITH DISBILITIES ACT: WHO ISN'T COVERED?
KOENING, HEIDI
PUBLIC ADMINISTRATION REVIEW, n.º 6/1998, pág. 471
JERRELL D. COGGBURN
PUBLIC ADMINISTRATION REVIEW, n.º 4/2005, pág. 424 a 433
I.INTRODUCTION. II.THE HR CENTRALIZATION/DECENTRALIZATION DEBATE. III. HR IN TEXAS STATE GOVERNMENT. IV.DATA AND ANALYSIS. V. CONCLUSION.
THE BEST PLACE DEBATE: A COMPARISON OF GRADUATE EDUCATION PROGRAMS FOR NONPROFIT MANAGERS
MIRABELLA, ROSEANNE M.;BAILIN WISH, NAOMI
PUBLIC ADMINISTRATION REVIEW, n.º 3/2000, pág. 219
1. The "best place" debate: background. 2. Researchmethodology. 3. Results. 4. Conclusion.
THE BIG QUESTIONS OF PUBLIC ADMINISTRATION IN A DEMOCRACY
KIRLIN, JOHN J.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1996, pág. 416
1. Critiques of Making Public Bureaucracy the Starting Point of Public Administration. a) The big questions of public administration in a democracy must be rooted in achieving a democratic polity. b) The big questions of public administration in a democracy must rise to the societal level, even in terms of values also important at the level...
1. Critiques of Making Public Bureaucracy the Starting Point of Public Administration. a) The big questions of public administration in a democracy must be rooted in achieving a democratic polity. b) The big questions of public administration in a democracy must rise to the societal level, even in terms of values also important at the level of individual public organizations. c) The big questions of public administration in a ...
THE BUDGET-MINIMIZING BUREAUCRAT? EMPIRICAL EVIDENCE FROM THE EXECUTIVE SERVICE
DOLAN, JULIE
PUBLIC ADMINISTRATION REVIEW, n.º 1/2002, pág. 42
1. Bureaucratic Politics and Federal Spending Priorities. 2. Expectations and Hypotheses. 3. Data and Methods. 4. Findings. 5. Conclusion.
THE CHANGING STRUCTURE OF AMERICAN CITIES: A STUDY OF THE DIFFUSION OF INNOVATION.
FREDERICKSON, H. GEORGE; JOHNSON, GARY ALAN; WOOD, CURTIS.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2004, pág. 320 a 329
1. THEORY. 2. STRUCTURAL CHANGE IN MUNICIPALITIES. 3. METHODOLOGY. 4. FINDINGS. 5. FROM TYPE 1 POLITICAL CITIES TO TYPE 3 ADAPTED POLITICAL CITIES. 6. FROM TYPE 2 ADMINISTRATIVE CITIES TO TYPE 3 ADAPTED ADMINISTRATIVE CITIES. 7. CONCLUSIONS: ACCOUNTING FOR THE DIRECTIONS OF CITY STRUCTURAL CHANGE.
THE DETERMINANTS OF SUCCESS IN IMPLEMENTING AN EXPERT SYSTEM IN STATE GOVERNMENT.
STOKES BERRY, FRANCES;D. BERRY, WILLIAM;K. FOSTER, STEPHEN
PUBLIC ADMINISTRATION REVIEW, n.º 4/1998, pág. 293
1. The Florida department of highway safety and motor vehicles supervisor assistance system. 2. A model of the utilization of an expert system. 3. Hypotheses. 4. A multivariate model. 5. Empirical results. 6. Conclusion. 7. Notes. 8. References.
THE DOCTORATE IN PUBLIC ADMINISTRATION: SOME UNRESOLVED QUESTIONS AND RECOMMENDATIONS
FELBINGER, CLAIRE L.;HOLZER, MARC;WHITE, JAY D.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1999, pág. 459
1. Introduction. 2. The purpose of doctoraleducation in public administration. 3. A research degree. 4.Core knowledge. 5. Economic considerations. 6. The qualityof the dissertations. 7. Recommendations.
THE EFFECT OF UNDERFORECASTING ON THE ACCURACY OF REVENUE FORECASTS BY STATE GOVERNMENTS
RODGERS, ROBERT;JOYCE, PHILIP
PUBLIC ADMINISTRATION REVIEW, n.º 1/1996, pág. 48
1. Explanations of Revenue Forecast Errors from Past and Current Research. 2. Analysis of Mean Error in Revenue Forecasts. a) Accuracy of State Revenue Forecasts from FY75 to FY92. 3. Discussion. a) Correction in the Forecast Error that Was Observed. 4. Comparison and Contrast with the Interpretation of Prior Studies. 5. Conclusion.
THE END OF EXECUTIVE DOMINANCE IN STATE APPROPRIATIONS
ABNEY, GLENN;LAUTH, THOMAS P.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1998, pág. 388
1. Reasons for the decline. 2. Consequences of the decline. 3. Conclusion.
THE EVOLUTION OF E-GOVERNMENT AMONG MUNICIPALITIES: RHETORIC OR REALITY?
JAE MOON, M.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 424
1. Introduction. 2. E-Government: Theory and Practice. 3. Implementation of Municipal E-Government: Adoption and Evolution of E-Government at the Municipal Level. 4. Municipal E-Government and Institutional Characteristics. 5. Conclusions and Future Studies.
THE EVOLUTION OF POLICY ANALYSIS
ROSENBLOOM, DAVID H.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 504
THE FEDERAL LINE-ITEM VETO: WHAT IS IT AND WHAT WILL IT DO?
JOYCE, PHILIP G.;REISCHAUER, ROBERT D.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 95
1. The line-item veto prior to the 104th Congress. 2. The line-item veto in the 104th Congress. 3. What does the line item veto act do?. 4. Constitutional issues. 5. How should scholars evaluate the effects of P.L. 104-130?. 6. Conclusion: Researching the line-item veto.
THE FIRST STEP IN THE REINVENTION PROCESS: ASSESSMENT
VAN WART, MONTGOMERY
PUBLIC ADMINISTRATION REVIEW, n.º 5/1995, pág. 429
1. Because so many public sector organizations are moving from a rigid culture of making no values adjustments, they often lack the tools to assess current values. a) Considerations in assessing stated, actual, and future values. b) Customer and citizen assessments. c). Performance Assessments. 2. It is important to remember that a deep understanding...
1. Because so many public sector organizations are moving from a rigid culture of making no values adjustments, they often lack the tools to assess current values. a) Considerations in assessing stated, actual, and future values. b) Customer and citizen assessments. c). Performance Assessments. 2. It is important to remember that a deep understanding of current values and performance practices does not fully articulate which values to embrace in ...
