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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

FROM RESPONSIVENESS TO COLLABORATION: GOVERNANCE, CITIZENS, AND THE NEXT GENERATION OF PUBLIC ADMINISTRATION

VIGODA, ERAN

Public Administration Review, n.º 5/2002, pág. 527

Sumario
I. Introduction. II. Responsiveness and Collaboration: Two Different Ladies, or One Lady with Two Hats?. III. Interacting with Citizens: An Evolutionary Continuun. IV. Toward Collaboration and Partnership: A Multidimensional Perspective. V. The Next Generation: Collaboration- One Step Beyond Responsiveness.

FROM STREET-LEVEL TO SYSTEM-LEVEL BUREAUCRACIES: HOW INFORMATION AND COMMUNICATION TECHNOLOGY IS TRANSFORMING ADMINISTRATIVE DISCRETION AND CONSTITUTIONAL CONTROL

BOVENS, MARK;ZOURIDIS, STAVROS

Public Administration Review, n.º 2/2002, pág. 174

Sumario
1. The Issue: Discretionary Power of Civil Servants in the Constitutional State. 2. Street-Level Bureaucracies and the Constitutional State. 3. From Street-Level through Screen-Level to System-Level Bureaucracy. 4. The Characteristics of System-Level Bureaucracies. 5. The System-Level Bureaucracy and the Constitutional State. 6. Disciplining the System-Level Bureaucracy. 7. Hardship Clauses and Panels. 8. Transparency as a Constitutional Ideal.

FROM VIRTUE TO COMPETENCE: CHANGING THE PRINCIPLES OF PUBLIC SERVICE

MACAULAY, MICHAEL; LAWTON, ALAN

Public Administration Review, n.º 5/2006, pág. 702 a 710

Sumario
1. THE HISTORICAL VIRTUES OF PUBLIC SERVICE. 2. VIRTUE AND MANAGEMENT. 3. THE ETHICAL FRAMEWORK OF U.K. LOCAL GOVERNMENT. 4. THE VIRTUOUS MONITORING OFFICER?. 5. VIRTUE AND COMPETENCE RECONSIDERED. 6. NOTES. 7. REFERENCES.

GENDER AND LOCAL GOVERNMENT: A COMPARISON OF WOMEN AND MEN CITY MANAGERS

FOX, RICHARD L.;SCHUHMANN, ROBERT A.

Public Administration Review, n.º 3/1999, pág. 231

Sumario
1. Gender and political leadership. 2. City managerinfluence in the municipal policy process. 3. Methods anddata collection. 4. Findings and analysis. 5. Decisionmaking and the city manager. 6. Summary of findings andconclusion.

GENDER DIFFERENCES IN AGENCY HEAD SALARIES: THE CASE OF PUBLIC EDUCATION

MEIER, KENNETH J.;WILKINS, VICKY M.

Public Administration Review, n.º 4/2002, pág. 405

Sumario
1. Prior Studies of Gender Discrimination in Salaries. 2. Data and Methods. 3. Conclusion.

GENDER DIMENSIONS OF PUBLIC SERVICE MOTIVATION

DEHART-DAVIS, LEISHA; MARLOWE, JUSTIN; PANDEY, SANJAY K.

Public Administration Review, n.º 6/2006, pág. 873 a 887

Sumario
1. PUBLIC SERVICE MOTIVATION. 2. PUBLIC SERVICE MOTIVATION AND GENDER. A. ATRACTION TO POLICY MAKING. B. COMPASSION. C. COMMITMENT TO PUBLIC SERVICE. 3. DATA AND METHODOLOGY. 4. PUBLIC SERVICE MOTIVATION MEASURES. 5. MODEL AND RESULTS. 6. DISCUSSION. 7. CONCLUSION.

GENDER EQUITY: ILLUSION OR REALITY FOR WOMEN IN THE FEDERAL EXECUTIVE SERVICE?

DOLAN, JULIE.

Public Administration Review, n.º 3/2004, pág. 299 a 306

Sumario
1. GENDER AND BUREAUCRACY. 2. DATA AND METHODS. 3. FINDINGS. 4. CONCLUSIONS.

GLOBALIZATION AND PUBLIC ADMINISTRATION

FARAZMAND, ALI

Public Administration Review, n.º 6/1999, pág. 509

Sumario
1. Introduction. 2. Perspectives on globalizationand the new world order. a) Meaning of the New world orderand globalization. b) Causes of globalization. c)Consequences of globalization. d) Implications for publicadministration.

GOAL-BASED LEARNING AND THE FUTURE OF PERFORMANCE MANAGEMENT

MOYNIHAN, DONALD P.

Public Administration Review, n.º 2/2005, pág. 203

Sumario
1. LINKING ORGANIZATIONAL LEARNING THEORY TO MANAGING FOR RESULTS. 2. SINGLE-LOOP LEARNING IN VIRGINIA. 3. DOUBLE-LOOP LEARNING IN VERMONT. 4. STRUCTURE AND CULTURE IN MANAGING FOR RESULTS. 5. CONCLUSION.

GOVERNANCE AT GROUND LEVEL: THE FRONTLINE BUREAUCRAT IN THE AGE OF MARKETS AND NETWORKS

CONSIDINE, MARK;LEWIS, JENNY M.

Public Administration Review, n.º 6/1999, pág. 467

Sumario
1. Procedural, corporate, market and networkbureaucracies. a) The procedural type. b) The corporatemanagement type. c) The market type. d) The network type. 2.Methods and measures. 3. Results. 4. Implications andconclusions.

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