Síguenos en los medios sociales
THE FUTURE OF PUBLIC ADMINISTRATION: END OF A SHORT STAY IN THE SUN? OR A NEW DAY A-DAWNING
GOLEMBIEWSKI, ROBERT T.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1996, pág. 139
1. Rational Voluntary Action. 2. Major Conceptual Defenses. 3. Politics and Administration as In-Motion, if Still Indeterminately. 4. Conflation/Confusion About Types of Theorizing. 5. Summary.
THE GLOBALIST FROM NOWHERE: MAKING GOVERNANCE COMPETITIVE IN THE INTERNATIONAL ENVIRONMENT
J. TOLCHIN, SUSAN
PUBLIC ADMINISTRATION REVIEW, n.º 1/1996, pág. 1
1. Preserving Critical Industries. 2. The Iron Triangle Strategy. 3. The Message of the FSX Venture. a) Mixed Mandates. b) Confusion between Trade and Technology. c) Multiplicity of Actors. 4. Exon-Florio and the CFIUS Challenge. 5. Other Nations' Governments. a) British Petroleum and the Government of Kuwait. b) Japan and the Computer...
1. Preserving Critical Industries. 2. The Iron Triangle Strategy. 3. The Message of the FSX Venture. a) Mixed Mandates. b) Confusion between Trade and Technology. c) Multiplicity of Actors. 4. Exon-Florio and the CFIUS Challenge. 5. Other Nations' Governments. a) British Petroleum and the Government of Kuwait. b) Japan and the Computer Industry. c) France, Germany, Spain ...
A. RADIN, BERYL
PUBLIC ADMINISTRATION REVIEW, n.º 4/1998, pág. 307
1. The government performance and results act of 1993 (GPRA). 2. GPRA and its decision environment. 3. An early glimpse at the GPRA implementation. 4. Conclusion. 5. Notes. 6. References.
THE IMPACT OF TQM ON HIGHWAY MAINTENANCE: BENEFIT/COST IMPLICATIONS
POISTER, THEODORE H.;HARRIS, RICHARD M.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1997, pág. 294
1. Background. 2. Purpose and Approach. 3.Conclusion.
THE IMPLEMENTATION OF WELFARE REFORM POLICY: THE ROLE OF PUBLIC MANAGERS IN FRONT-LINE PRACTICES
RICCUCI, NORMA M; MEYERS, MARCIA K.; LURIE, IRENE; HAN, JUN SEOP
PUBLIC ADMINISTRATION REVIEW, n.º 4/2004, pág. 438
I. WELFARE REFORM: CHANGIN THE RULES. II. CAN PUBLIC MANAGERS MAKE A DIFFERENCE?. III. GOALS AS A MANAGEMENT TOOL. IV. RESEARCH QUESTIONS. V. SAMPLE AND DATA. VI. COMMUNICATING THE GOALS OF WELFARE REFORM. VII. WORKERS' PERCEPTIONS OF AGENCY GOALS. VIII. MANAGEMENT PRACTICES AND GOAL PERCEPTIONS. IX. SUMMARY AND DISCUSSION. X. CONCLUSIONS.
THE INTERNATIONAL RESOURCE CITIES PROGRAM: BUILDING CAPACITY IN BULGARIAN LOCAL GOVERNMENTS
WATSON, DOUGLAS J.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2000, pág. 457
1. Auburn, Alabama and Blagoevgrad, Bulgaria. 2.Final Thoughts.
THE JUDICIAL THEORY OF A REASONABLE PUBLIC SERVANT
LEE, YONG S.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2004, pág. 425
I. THE CONCEPT OF OBJECTIVE REASONABLENESS. II. THE CONTOURS OF CLEARLY ESTABLISHED RIGHTS. III. DATA FROM TWO FEDERAL CIRCUITS. IV. VIOLATION OF CONSTITUTIONAL RIGHTS. V. THE TEST OF OBJECTIVE REASONABLENESS. VI. DISCUSSION AND CONCLUSION.
THE MARKETIZATION OF THE NONPROFIT SECTOR: CIVIL SOCIETY AT RISK?
EIKENBERRY, ANGELA M; DRAPAL KLUVER, JODIE.
PUBLIC ADMINISTRATION REVIEW, n.º 2/2004, pág. 132 a 138
1. THE MARKETIZATION OF NONPROIT ORGANIZATIONS. A) THE GENERATION OF COMMERCIAL REVENUE. B) CONTRACT COMPETITION. C) THE INFLUENCE OF NEW AND EMERGING DONORS. D) SOCIAL ENTREPRENEURSHIP. 2. CIVIL SOCIETY AT RISK. A) VALUE GUARDIANS. B) SERVICE AND ADVOCACY. C) BUILDING SOCIAL CAPITAL. 3. CONCLUSION.
THE MYTHOLOGY OF PRIVATIZATION IN CONTRACTING FOR SOCIAL SERVICES
DAVID M. VAN SLYKE
PUBLIC ADMINISTRATION REVIEW, n.º 3/2003, pág. 296 a 315
1. INTRDUCTION 2. THE STATE OF PRIVATIZATION 3. SOCIAL SERVICES CONTRACTING 4. THE NEW STRUCTURE OF SOCIAL SERVICES IN NEW YORK STATE 5. METHODS 7. COMPETITION FINDINGS A) ENVIRONMENTAL CONSTRAINTS B) ACTIOS BY NONPROFIT ORGANIZATIONS C) NETWORKED RELATIONSHIPS D) GOVERNMENT-ENACTED BARRIERS 8. PUBLIC-MANAGEMENT CAPACITY FINDINGS 9. CONCLUSION
THE NEED FOR A PRIVATIZATION PROCESS: LESSONS FROM DEVELOPMENT AND IMPLEMENTATION
WALLIN, BRUCE A.
PUBLIC ADMINISTRATION REVIEW, n.º 1/1997, pág. 11
1. The politics of privatization in Massachusetts. 2. The executive's initiative. 3. Interest group opposition. 4. State legislative opposition and regulation. 5. The governor's guidelines revised. 6. An assessment. 6. Politics and privatization policy.
BLOMGREN BINGHAM, LISA; NABATCHI, TINA; O'LEARY, ROSEMARY
PUBLIC ADMINISTRATION REVIEW, n.º 5/2005, pág. 547
1. THE NEW GOVERNANCE. 2. THE ROLE OF THE PUBLIC AND STAKEHOLDERS IN THE NEW GOVERNANCE. 3. PUBLIC AND ADMINISTRATIVE LAW AND NEW GOVERNANCE PROCESSES. 4. THE MODEL STATE ADMINISTRATIVE PROCEDURES ACT AND THE STATE LEGAL INFRASTRUCTURE FOR NEW GOVERNANCE PROCESSES. 5. THE NEW GOVERNANCE IN PRACTICE. 6. A RESEARCH AGENDA FOR NEW GOVERNANCE...
1. THE NEW GOVERNANCE. 2. THE ROLE OF THE PUBLIC AND STAKEHOLDERS IN THE NEW GOVERNANCE. 3. PUBLIC AND ADMINISTRATIVE LAW AND NEW GOVERNANCE PROCESSES. 4. THE MODEL STATE ADMINISTRATIVE PROCEDURES ACT AND THE STATE LEGAL INFRASTRUCTURE FOR NEW GOVERNANCE PROCESSES. 5. THE NEW GOVERNANCE IN PRACTICE. 6. A RESEARCH AGENDA FOR NEW GOVERNANCE PROCESSES. 7. A CALL FOR CURRICULUM DEVELOPMENT. 8. CONCLUSION.
THE NEW PUBLIC MANAGEMENT: CHALLENGING THE BOUNDARIES OF THE MANAGEMENT vs. ADMINISTRATION DEBATE
KABOOLIAN, LINDA
PUBLIC ADMINISTRATION REVIEW, n.º 3/1998, pág. 189
1. The "New Public Management": New Wine in Old Bottles. 2. Politics or Administration?. 3. Questions, Not Answers. 4. Conclusion: Something for and from everyone.
THE NEW PUBLIC MANAGEMENT: HOW TO TRANSFORM A THEME INTO A LEGACY
LYNN, LAURENCE E.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1998, pág. 231
1. Two. Parables. 2. Cases, Contexts, and comparisons. 3. RATs board the ship of state. 4. The new analytics of state building. 5. The new public management: Questions, not answers.
THE NEW PUBLIC SERVICE: SERVING RATHER THAN STEERING
DENHARDT, ROBERT B.;VINZANT DENHARDT, JANET
PUBLIC ADMINISTRATION REVIEW, n.º 6/2000, pág. 549
1. The New Public Management and the Old PublicAdministration. 2. Roots of the New Public Service. 3. TheNew Public Service. 4. Implications and Conclusions.
THE NIXON PAY BOARD - A PUBLIC ADMINISTRATION DISASTER
SICILIANO, ROCCO C.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2002, pág. 368
1. THE CONTEXT. 2. INITIATING THE PLAN. 3. LABOR - BUSINESS-GOVERNMENT DYNAMICS. 4. MAL-ADMINISTRATION. 5. INEVITABLE FAILURE.
THE ODYSSEY OF SENIOR PUBLIC SERVICE: WHAT MEMOIRS CAN TEACH US
PATRICK DOBEL, J.
PUBLIC ADMINISTRATION REVIEW, n.º 1/2003, pág. 16
I. THE ODYSSEY OF IDEALS. II. THE WORLD OF SENIOR PUBLIC SERVICE. III. THE DIRTY-HANDS PROBLEM. IV. THE COSTS OF SERVICE. V. SURVIVING THE ODYSSEY.
LONG, EDWARD; FRANKLIN, AIMEE L.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2004, pág. 309 a 318
1. LITERATURE REVIEW. 2. METHODOLOGY. 3. ANALYSIS. A) BIVARIATE ANALYSIS. 4. CONCLUSIONS AND IMPLICATIONS.
MAOR, MOSHE
PUBLIC ADMINISTRATION REVIEW, n.º 1/1999, pág. 5
1. The concepto of tenure security. 2. Investing in public administration's managerial capital: the political problems. 3. Disinvesting in public administration's political capital. a) Australia. b) New Zealand. c) The united kingdom. d) Canada. e). Malta. f) Austria. 4. Summary.
SEGAL, LYDIA;JAY, JOHN
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 141
1. Decentralization hopes and aspirations. 2. The causes of corruption in New York City's Schools. 3. The ease of politicizing the school. 4. A self-perpetuating model. 5. The toll of patronage on education. 6. Significance for current theories of administrative reform. 7. Suggestions for reform.
BOWEN, WILLIAM M.;WELLS, MICHAEL V.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2002, pág. 688
1. Introduction. 2. History. 3. Weak empirical foundations. 4. Methodology obstacles to improved environmental justice research. 5. Little research on the health impact of environmental hazards. 6. Implications for public administrators and policy makers.
DOUGLAS, JAMES W.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2003, pág. 441
I. INTRODUCTION. II. JUDICIAL INDEPENDENCE AND BUDGET POLITICS. III. METHODOLOGY. IV. FINDINGS. V. CONCLUSION.
THE PRACTICE OF DELIBERATIVE DEMOCRACY: RESULTS FROM FOUR LARGE-SCALE TRIALS
WEEKS, EDWARD C.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2000, pág. 360
...
1. Introduction. 2. The Elements of DeliberativeDemocracy. 3. A Community Dialogue: Applying the Ideas ofDeliberative Democracy. 4. Four Community Dialogues. 5.Resolving a Budget Crisis: Eugene Decisions and SacramentoDecisions. 6. Managing Community Growth: For Collins's CityDialogue and Shaping Eugene's Future. 7. Discussion. 8.Conclusion.
THE PURSUIT OF MANAGERIAL ENTREPRENEURSHIP: DOES ORGANIZATION MATTER?
MOON,MYUNG JAE
PUBLIC ADMINISTRATION REVIEW, n.º 1/1999, pág. 31
1. Three dimensions of managerial entrepreneurship. 2. Organization characteristics and managerial entrepreneurship. a )Structural characteristicas of organizacions. b) Cultural characteristics of organizations. c) Environmental characteristics of organizations. 3. Data collection and measures. 4. Results and analysis. a) Product-based managerial...
1. Three dimensions of managerial entrepreneurship. 2. Organization characteristics and managerial entrepreneurship. a )Structural characteristicas of organizacions. b) Cultural characteristics of organizations. c) Environmental characteristics of organizations. 3. Data collection and measures. 4. Results and analysis. a) Product-based managerial entrepreneuship. b) Processo.based managerial entrepreneuship. c) Behavior-based mangerial entrepreneurship. 5. Conclusions and discussion.
THE QUESTION OF PARTICIPATION: TOWARD AUTHENTIC PUBLIC PARTICIPATION IN PUBLIC ADMINISTRATION.
SIMRELL KING, CHERYL;M. FELTEY, KATHRYN;O'NEIL SUSEL, BRIDGET
PUBLIC ADMINISTRATION REVIEW, n.º 4/1998, pág. 317
1. The necessity or desirability of more effective participation. 2. How is participation currently framed?. 3. Reframing participation. 4. Barriers to authentic participation. 5. Overcoming barriers to authentic participation. 6. References.
THE REFORM OF THE PUBLIC HEALTH CARE ORGANIZATIONS IN ITALY
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 183
