Síguenos en los medios sociales
WISE, CHARLES;0'LEARY, ROSEMARY
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 150
1. Regulatory Takings. 2. Pesticides and toxic substances. 3. Solid, hazardous and radioactive wastes. 4. Federal facilities. 5. Conclusion.
INTERGOVERNMENTAL RELATIONS AND PRODUCTIVITY
FALCONE, SANTA;LAN, ZHIYONG
PUBLIC ADMINISTRATION REVIEW, n.º 4/1997, pág. 319
1. Continuous Awareness of Current Capacities. 2.Proactive Responses. 3. Proliferation of Subunits. 4.Optimal Use of Technology. 5. Mission-Driven ComprehensiveOrganizational Performance Appraisal. 6. FormalCommunication Structures. 7. Conclusión.
INTERGOVERNMENTAL RELATIONS AND THE ADMINISTRATIVE ENFORCEMENT OF EQUAL EMPLOYMENT OPPORTUNITY LAWS
PUBLIC ADMINISTRATION REVIEW, n.º 5/1997, pág. 431
1. The evolution of employment discrimination policy. 2. Coordinated enforcement. 3. Results. 4. Conclusion.
THURMAIER, KURT;WOOD, CURTIS
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 585
I. Introduction. II. Explaining ILAs as Social Networks. III. Methodology: An Exploratory Study. IV. Understanding ILAs as Public Management (Exchange) Networks. V. Interlocal Agreements and Social Network Theory in Practice.
INTERNATIONAL DEVELOPMENT MANAGEMENT IN A GLOBALIZED WORLD
BRINKERHOFF, DERICK W.;COSTON, JENNIFER M.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1999, pág. 346
1. Global trends: A quick overview. 2. What has notchanged. 3. Development management: Yesterday and today. 3.Implications for development management. 4. Bridgingpractice and theory. 5. Conclusion.
INTERORGANIZATIONAL COORDINATION, ADMINISTRATIVE CONSOLIDATION, AND POLICY PERFORMANCE
JENNINGS, EDWARD T.;EWALT, JO ANN G.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1998, pág. 417
1. Coordination. 2. A multivariate model of performance. 3. Data analysis and findings. 4. Summary and conclusions.
IS THERE A DARK SIDE TO GOVERNMENT SUPPORT FOR NONPROFITS?
BROOKS, ARTHUR C.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2000, pág. 211
1. Crowding Out or Crowding In?. 2. The Evidence toDate. a) Social-Human Welfare. b) Education. c) Health. d)Arts and Culture. 3. New Data and Measures. 4. Results andAnalysis. 5. Conclusions and Implications.
IS THERE A DARK SIDE TO GOVERNMENT SUPPORT FOR NONPROFITS?
BROOKS, ARTHUR C.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2000, pág. 211
1. Crowding out or crowding in?. 2. The evidence todate. 3. New data and measures. 4. Results and analysis. 5.Conclusions and implications.
ISSUES OF FEDERALISM IN RESPONSE TO TERRORISM
KINCAID, JOHN;COLE, RICHARD L.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 181
1. Death or revitalization of federalism? 2. Survey methodology. 3. Overall intergovernmental implications. 4. Grants-in-aid implications. 5. Possible local, state and federal initiatives. 6. Appropriate loci of responsibility. 7. Judicial federalism. 8. Public trust amd confidence in governments. 9. Conclusions.
KEEPING PUBLIC OFFICIALS ACCOUNTABLE THOUGH DIALOGUE: RESOLVING THE ACCOUNTABILITY PARADOX
ROBERTS, NANCY C.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2002, pág. 658
1. Dialogue. 2. Case study of Minnesota dialogue on public education. 3. Dialogue and accountability. 4. Conclusion.
LEADERSHIP TURNOVER, TRANSACTION COSTS, AND EXTERNAL CITY SERVICE DELIVERY
CLINGERMAYER, JAMES C.;FEIOCK, RICHARD C.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1997, pág. 231
1. Factors affecting delivery decisions. 2. Transaction costs and municipal service delivery decisions. 3. Data analysis. 4. Discussion.
MAUREEN BROWN, MARY; BRUDNEY, JEFFREY L.
PUBLIC ADMINISTRATION REVIEW, n.º 1/2003, pág. 30
I. THE LEARNING ORGANIZATION: INFORMATION AS SIGNAL. II. THREE MITIGATING CONDITIONS. III. INFORMATION AND ITS ABILITY TO SUPPORT THE LEARNING ORGANIZATION. IV. MAJOR RESEARCH QUESTIONS. V. METHODOLOGY AND DATA COLLECTION. VI. FINDINGS. VII. CONCLUSION.
LESS GOVERNMENT, MORE SECRECY: REINVENTION AND THE WEAKENING OF FREEDOM OF INFORMATION LAW
ROBERTS, ALASDAIR S.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2000, pág. 308
1. Effect of Cutbacks on FOI Laws. 2. TransferringFunctions to Nondepartmental Organizations. a) Delegation toSpecial-Purpose Public Agencies. b) Delegation toQuasiautonomous, Nongovernmental Organizations. c)Delegation of Functions to Private Enterprises. 3. NewEconomic Barries to Openness. a) Commodification ofGovernment Information. b)...
1. Effect of Cutbacks on FOI Laws. 2. TransferringFunctions to Nondepartmental Organizations. a) Delegation toSpecial-Purpose Public Agencies. b) Delegation toQuasiautonomous, Nongovernmental Organizations. c)Delegation of Functions to Private Enterprises. 3. NewEconomic Barries to Openness. a) Commodification ofGovernment Information. b) Increased Fees for Processing FOIRequest. 4. Conclusion.
LOCAL GOVERNMENT BENCHMARKING: LESSON FROM TWO MAJOR MULTIGOVERNMENT EFFORTS
COE, CHARLES
PUBLIC ADMINISTRATION REVIEW, n.º 2/1999, pág. 110
1. The IOG project's methodology. 2. Creating acosting accounting model. 3. The ICMA project's methodology.4. Recommendations. 5. Conclusion.
LONG-SERVING CITY MANAGERS: PRACTICAL APPLICATION OF THE ACADEMIC LITERATURE
HASSETT, WENDY L.;WATSON, DOUGLAS J.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 622
1. Introduction. 2. The Political Environment of the City Manager. 3. Involvement in Policy. 4. Values and Commitment to Public Service. 5. Relationship with Elected Officials. 6. Family Considerations. 7. Team Building and Staff Relations. 8. Professional Growth. 9. Personal Satisfaction. 10. Conclusion.
BORINS, SANDFORD
PUBLIC ADMINISTRATION REVIEW, n.º 6/2000, pág. 498
1. Introduction. 2. Methodology. 3. Local Heroes.4. Characteristics of Innovations. 5. Why Innovate?. 6.Gathering Support. 7. Winning Hearts and Minds. 8.Conclusion.
M. BERTELLI, ANTHONY Y E. LYNN JR., LAURENCE
PUBLIC ADMINISTRATION REVIEW, n.º 3/2003, pág. 259 a 265
1. INTRODUCTION 2. A LOGIC OF RESPONSIBILITY 3. INSTITUTIONAL REFORM LITIGATION 3. ALTERNATIVES TO A PRECEPT OF MANAGERIAL RESPONISBILITY 4. CONCLUSION
MANAGING BOUNDARIES IN AMERICAN ADMINISTRATION: THE COLLABORATION IMPERATIVE
KETTL, DONALD F.
PUBLIC ADMINISTRATION REVIEW, n.º 6-Suplemento/2006, pág. 10 a 19
I. THE HISTORICAL ROLE OF BOUNDARIES. 1. WHICH BOUNDARIES?. 2. HOW TO DRAW BOUNDARIES?. 3. HOW TO MAKE THE TRADE-OFFS?. II. NEW CHALLENGES FOR THE 21ST CENTURY. III. BOUNDARY TENSIONS. A. BOUNDARIES AND HIERARCHY. B. COORDINATION FROM THE TOP DOWN AND THE BOTOM UP. IV. OPERATING AT THE BOUNDARIES. 1. ROLES OF BOUNDARIES IN COMPLEX SERVICE...
I. THE HISTORICAL ROLE OF BOUNDARIES. 1. WHICH BOUNDARIES?. 2. HOW TO DRAW BOUNDARIES?. 3. HOW TO MAKE THE TRADE-OFFS?. II. NEW CHALLENGES FOR THE 21ST CENTURY. III. BOUNDARY TENSIONS. A. BOUNDARIES AND HIERARCHY. B. COORDINATION FROM THE TOP DOWN AND THE BOTOM UP. IV. OPERATING AT THE BOUNDARIES. 1. ROLES OF BOUNDARIES IN COMPLEX SERVICE SYSTEMS. 2. DRAWING NEW BOUNDARIES?. V. MENDING FENCES.
MANAGING INFORMATION TECHNOLOGY PROJECTS IN THE PUBLIC SECTOR
CAST-BARIL, WILLIAM;THOMPSON, RONALD
PUBLIC ADMINISTRATION REVIEW, n.º 6/1995, pág. 559
1. Information Technology in the Public Sector. 2. The State of Vermont HRMS Project. a) The Government of the State of Vermont. b) Information System for the State. c) The HRMS Project. d) Changing of the Guard. 3. Information Technology Project Management. 4. Lessons from the Case. 5. Conclusions.
MANAGING NETWORKS: PROPOSITIONS ON WHAT MANAGERS DO AND WHY THEY DO IT
MCGUIRE, MICHAEL
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 599
1. Assumptions and Definitions. 2. The Research Question. 3. The Example. 4. The Fluidity of Network Management. 5. The Fluidity of the Match. 6. Conclusion.
MANAGING THE PUBLIC SERVICE MARKET
BROWN, TREVOR L. Y POTOSKI, MATTHEW
PUBLIC ADMINISTRATION REVIEW, n.º 6/2004, pág. 656 a 668
1. A FRAMEWORK FOR ANALYZING CONTRACTING AND CONTRACT MANAGEMENT. 2. TRANSACTION COSTS AND SERVICE-DELIVERY NETWORKS: REFUSE COLLECTION IN THE COLUMBUS METROPOLITAN AREA. 3. THE MANAGEMENT IMPERATIVES OF DELIVERING SERVICES UNDER CONTRACT. 4. CONCLUSION.
MAPPING PATTERNS OF SUPPORT OF PRIVATIZATION IN THE MASS PUBLIC: THE CASE OF MICHIGAN
THOMPSON, LYKE;ELLING, RICHARD C.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2000, pág. 338
1. Citizen Perspectives on Privatization. 2.Methods and Data. 3. Michiganians and Privatization. a)Dimensions of Support for Privatization. b) PredictingSupport for Privatization. 4. Conclusions.
REED, CHRISTINE M; MEYER, KYLE P.
PUBLIC ADMINISTRATION REVIEW, n.º 2/2004, pág. 234 a 241
1. REINVENTING PUBLIC HEALTH. A) CRITICISM OF REINVENTING GOVERNMENT. B) WHAT THE CRITICS ARE OVERLOOKING. 2. ROSENBLOOM'S INSTITUTIONAL PERSPECTIVE. 3. THE EXECUTIVE APPROACH. A) THE EXECUTIVE APPROACH AND CHILDREN WITH SPECIAL HEALTH CARE NEEDS. 4. THE LEGISLATIVE APPROACH. A) THE LEGISLATIVE APPROACH AND CHILDREN WITH SPECIAL HEALTH...
1. REINVENTING PUBLIC HEALTH. A) CRITICISM OF REINVENTING GOVERNMENT. B) WHAT THE CRITICS ARE OVERLOOKING. 2. ROSENBLOOM'S INSTITUTIONAL PERSPECTIVE. 3. THE EXECUTIVE APPROACH. A) THE EXECUTIVE APPROACH AND CHILDREN WITH SPECIAL HEALTH CARE NEEDS. 4. THE LEGISLATIVE APPROACH. A) THE LEGISLATIVE APPROACH AND CHILDREN WITH SPECIAL HEALTH CARE NEEDS. 5. THE JUDICIAL APPROACH. A) THE JUDICIAL APPROACH AND CHILDREN WITH SPECIAL HEALTH CARE NEEDS. 6. CONCLUSION: CONSERVING PUBLIC RESPONSIBILITIES.
MELKERS, JULIA; WILLOUGHY, KATHERINE
PUBLIC ADMINISTRATION REVIEW, n.º 2/2005, pág. 180
1. ADVANCING PERFORMANCE IN LOCAL GOVERNEMENTS. 2. RESEARCH FOCUS AND METHODS. 3. RESEARCH FINDINGS. 4. CONCLUSION: IMPLICATIONS FOR APPLICATION.
MODERN THOUGHT AND BUREAUCRACY
VENTRISS, CURTIS
PUBLIC ADMINISTRATION REVIEW, n.º 6/1995, pág. 575
1. Modernity. 2. Bureaucracy as the New Society and New Culture. 3. The Language and Thought of Bureaucracy. 4. Bureaucracy and the Polity. 5. Bureaucracy and Philosophy. 6. Conclusion.
