Síguenos en los medios sociales
RIGGS, FRED W.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1997, pág. 347
1. Modernity. 2. Industrialization. 3.Democratization. 4. Nationalism. 5. Perversity ofModernization. 6. Summary.
MOVING GOVERNMENTS ON-LINE: IMPLEMENTATION AND POLICY ISSUES
STOWERS, GENIE N. L.
PUBLIC ADMINISTRATION REVIEW, n.º 1/1996, pág. 121
1. Governments On-Line. 2. Publishing On-Line. 3. Citing On-Line Publications. 4. On-Line Policy Issues. 5. Fundamental On-Line Policy Issues. 6. Privacy Issues. 7. Intellectual Property. 8. Conclusions.
MUNICIPAL RECYCLING PERFORMANCE: A PUBLIC SECTOR ENVIRONMENTAL SUCCESS STORY
FOLZ, DAVID H.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1999, pág. 336
1. Recycling problems then and now. 2. Data andmethods. 3. Curbside action: explaining participationsuccess. 4. Our bins runneth over: explaining diversionsuccess. 5. The price of success: Estimating recyclingcosts. 6. Recycling and disposal go bin to bin, and thewinner is... 7. Conclusion.
MUST POLICY MAKING WAIT UNTIL ALL THE DATA ARE IN? AN EMPIRICAL LOOK AT ENVIRONMENTAL JUSTICE
TIMNEY, MARY M.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 506
NEW PUBLIC MANAGEMENT À LA FRANÇAISE: THE CASE OF REGIONAL HOSPITAL AGENCIES
MINVIELLE ETIENNE
PUBLIC ADMINISTRATION REVIEW, n.º 5/2006, pág. 753 a 763
1. THE QUEST OF REFORM PUBLIC MANAGEMENT. 2 NEW PUBLIC MANAGEMENT À LA FRANÇAISE: LOOKING AHEAD. 3. THE FRENCH HOSPITAL SYSTEM: NEED FOR IMPROVEMENT. 4. THE FRENCH HOSPITAL SYSTEM: RESISTANCE TO CHANGE. 5. THE 1996 HEALTH REFORM. 6. SURVEY DESIGN AND METHOD. 7. NEW PUBLIC MANAGEMENT À LA FRANCAISE: SIMILARITIES AND DIFFERENCES. 8. ACKNOWLEDGMENTS....
1. THE QUEST OF REFORM PUBLIC MANAGEMENT. 2 NEW PUBLIC MANAGEMENT À LA FRANÇAISE: LOOKING AHEAD. 3. THE FRENCH HOSPITAL SYSTEM: NEED FOR IMPROVEMENT. 4. THE FRENCH HOSPITAL SYSTEM: RESISTANCE TO CHANGE. 5. THE 1996 HEALTH REFORM. 6. SURVEY DESIGN AND METHOD. 7. NEW PUBLIC MANAGEMENT À LA FRANCAISE: SIMILARITIES AND DIFFERENCES. 8. ACKNOWLEDGMENTS. 9. NOTES. 10. REFERENCES.
NONMISSION-BASED VALUES IN RESULTS-ORIENTED PUBLIC MANAGEMENT: THE CASE OF FREEDOM OF INFORMATION
PIOTROWSKI, SUZANNE J.;ROSENBLOOM, DAVID H.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2002, pág. 643
1. Introduction. 2. Public administration unencumbered by democratic-constitutional values. 3. Congress as a source of nonmission-based, democratic-constitutional values. 4. The federal courts as a source of nonmission-based, democratic-constitution values. 5. The national performance review and democratic-constitutional values. 6. Freedom...
1. Introduction. 2. Public administration unencumbered by democratic-constitutional values. 3. Congress as a source of nonmission-based, democratic-constitutional values. 4. The federal courts as a source of nonmission-based, democratic-constitution values. 5. The national performance review and democratic-constitutional values. 6. Freedom of information and the Government performance and results act performance plans. 7. Conclusions and recommendations.
NONPROFITS AND CIVIC ENGAGEMENT
BERRY, JEFFREY M.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2005, pág. 568
1. THE GROWTH SECTOR. 2. MEASURING THE IMPACT. 3. REDUCING ACCESS. 4. CONCLUSION.
OPTIMIZING JOBS: EVALUATION VERSUS ADMINISTRATION
MEAD, LAWRENCE M.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1997, pág. 113
1. The experimental orthodoxy. 2. The limitations of experiments. 3. Generalizing from experiments. 4. Administrative research. 5. Wisconsin. 6. National policy.
ORGANIZING THE FEDERAL SYSTEM FOR HOMELAND SECURITY: PROBLEMS, ISSUES, AND DILEMMAS
WISE, CHARLES R.;NADER, RANIA
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 44
1. Intergovernmental complexities and dilemmas. 2. The operational dimension. 3. The financial dimension. 4. The legal and regulatory dimension. 5. The political dimension. 6. Conclusion.
ORGANIZING THE WAR ON TERRORISM
WAUGH JR., WILLIAM L.;SYLVES, RICHARD T.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 145
1. The war on terrorism. 2. Crisis management before September 11. 3. How should we organize the war on terrorism?
ROBERTSON, PETER J.;SENEVIRATNE, SONAL J.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1995, pág. 547
1. The Potential Efficacy of Organizational Development in Public Organizations. 2. Focus of the Present Research. 3. Results. 4. Discussion.
AVERY, GEORGE
PUBLIC ADMINISTRATION REVIEW, n.º 4/2000, pág. 330
1. Introduction. 2. Public Health LaboratoryServices. 3. Government Purchasing Systems and SpecializedServices. 4. Model Policy for Outsourcing LaboratoryServices. 5. Conclusion.
PARADIGM LOST: PUBLIC ADMINISTRATION AT JOHNS HOPKINS UNIVERSITY, 1884-96
CURTIS HOFFMAN, M.
PUBLIC ADMINISTRATION REVIEW, n.º 1/2002, pág. 12
1. Herbert Baxter Adams and the Spirit of Local Government. 2. Lord Bryce and American Commonwealth. 3. Richard Ely: The German Historical School Meets the Social Gospel. 4. Albert Shaw's "New and Wonderful Purposes" for Municipal Government. 5. Woodrow Wilson's Other Dichotomy. 6. The Legacy of Johns Hopkins.
PARTNERSHIP ARRANGEMENTS: GOVERNMENTAL RHETORIC OR GOVERNANCE SCHEME?
TEISMAN, GEERT R.;KLIJN, ERIK-HANS
PUBLIC ADMINISTRATION REVIEW, n.º 2/2002, pág. 197
1. Looking for New Forms of Interorganizational Governance. 2. The Need for Governance Schemes. 3. Complex Policy Making with Regard to the Mainport Rotterdam. 4. Conclusion: Contradictions and Possibilities.
WALLACE INGRAHAM, PATRICIA;COLEMAN SELDEN, SALLY;MOYNIHAN, DONALD P.
PUBLIC ADMINISTRATION REVIEW, n.º 1/2000, pág. 54
1. Giving priority to people and performance: Afederal public service for the future. 2. Changing markets:New challenges. 3. Is the federal government prepared?. 4.Human capital is an investment, not just a cost. 5. Leadersare the glue. 6. Partners will be important. 7. A visionquest: A public system that reflects market and merit. 8.Conclusion.
PERFORMANCE MEASUREMENT IN MUNICIPAL GOVERNMENT: ASSESING THE STATE OF THE PRACTICE
POISTER, THEODORE H.;STREIB, GREGORY
PUBLIC ADMINISTRATION REVIEW, n.º 4/1999, pág. 325
1. The quest for performance measurement. 2.Current survey findings. 3. Summary and conclusions.
PERFORMANCE MEASUREMENT IN U.S. COUNTIES: CAPACITY FOR REFORM
BERMAN, EVAN;WANG, XIAOHU
PUBLIC ADMINISTRATION REVIEW, n.º 5/2000, pág. 409
1. Framework. 2. Findings. 3. Conclusion.
PERFORMANCE-BASED ORGANIZATIONS: ASSESSING THE GORE PLAN
ROBERTS, ALASDAIR
PUBLIC ADMINISTRATION REVIEW, n.º 6/1997, pág. 465
1. What has the next steps initiative accomplished?. 2. Tossing out the Rules?. 3. Rewarding performance. 4. Working better and costing less?. 5. Preserving governmental capabilities?. 6. The internationalization of governmental reform.
PLAY IT AGAIN, SAM; IT'S STILL NOT RIGHT: SEARCHING FOR THE RIGHT NOTES IN ADMINISTRATIVE REFORM
INGRAHAM, PATRICIA W.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1997, pág. 325
1. Reform Components. 2. The United Kindgdom. 3.Australia. 4. New Zealand. 5. The United States. 6. Modelsand Lessons. 7. Lessons Learned.
PLAYING WITH FIRE: THE CIVIL LIBERTIES IMPLICATIONS OF SEPTEMBER 11TH
GOULD, JON B.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 74
1. The Legislative response. 2. Balancing civil liberties. 3. The aftermath of September 11th- an increasingly civil libertarian public. 4. Widening the distance between citizens and government.
LAUER SCHACHTER, HINDY; LIU, RONGFANG
PUBLIC ADMINISTRATION REVIEW, n.º 5/2005, pág. 614
1. THE NEW JERSEY PROJECT. 2. RESEARCH FRAMEWORK. 3. THE COMMUNITIES SPEAK. 4. TALKING TO THE AGENCY. 5. ANALYSIS. 6. CONCLUSIONS.
SKOK, JAMES E.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1995, pág. 325
1. A structural-functional model for public administration. 2. Traditional public administration: search for a functional definition. 3. Structure and function in public policy and administration. 4. Reconsidering wilson's dichotomy.
POLICY OF PREFERENCE: LESSONS FROM INDIA, THE UNITED STATES, AND SOUTH AFRICA
TUMMALA, KRISHNA K.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1999, pág. 495
1. The policy initiatives. a) India. b) The UnitedStates. c) South Africa. d) Politics of preference. e)India. f). The United States. g) South Africa. 2. Anassessment. a) India. b) United States. c) South Africa. 3.Conclusion.
POLITICAL SCIENCE AND AMERICAN PUBLIC ADMINISTRATION: A NECESSARY CLEFT?
KELLER, LARRY;SPICER, MIKE
PUBLIC ADMINISTRATION REVIEW, n.º 3/1997, pág. 270
POLITICAL SCIENCE, PUBLIC ADMINISTRATION, AND THE RISE OF THE AMERICAN ADMINISTRATIVE STATE
WING-YEE LEE, ELIZA
PUBLIC ADMINISTRATION REVIEW, n.º 6/1995, pág. 538
1. Late Nineteenth Century. a) The Gilded Age Crisis of the Liberal State. b) Political Science as Liberal Reform. c) Public Administration as the Science of the State. 2. From the Turn of the Century to the 1930s. a) From Old Liberalism to New Liberalism: The Rationalization of the State. b) Political Science: The Quest for a "Government...
1. Late Nineteenth Century. a) The Gilded Age Crisis of the Liberal State. b) Political Science as Liberal Reform. c) Public Administration as the Science of the State. 2. From the Turn of the Century to the 1930s. a) From Old Liberalism to New Liberalism: The Rationalization of the State. b) Political Science: The Quest for a "Government for Science" and a "Government by Science". c) Public ...
