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Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

HOW STRUCTURAL CONFLICTS STYMIE REINVENTION

COE, BARBARA A.

Public Administration Review, n.º 2/1997, pág. 168

Sumario
1. Reinventing government. 2. Reinventing critiqued. 3. Structure and structural conflict. 4. Structural conflicts limiting reinvention of government. 5. Strategies for resolution.

HUMAN FACTORS IN ADOPTION OF GEOGRAPHIC INFORMATION SYSTEMS (GIS): A LOCAL GOVERNMENT CASE STUDY

NEDOVIC-BUDIC, ZORICA;GODSCHALK, DAVID R.

Public Administration Review, n.º 6/1996, pág. 554

Sumario
1. GIS Incorporation as Innovation Diffusion. 2. A Human-Factors Conceptual Framework. 3. GIS Case-Study Research Methodology. 4. Diffusion of GIS Thecnology within Four Agencies. 5. Summary of Findings on Human Factors. a) Relative Advantage (Three Corroborations; One Mixed). b) Compatibility with Computer Experience (Three ...

INDIVIDUAL CONCEPTIONS OF PUBLIC SERVICE MOTIVATION

BREWER, GENE A.;COLEMAN SELDEN, SALLY;FACER II, REX L.

Public Administration Review, n.º 3/2000, pág. 254

Sumario
1. Public service motivation. 2. Method. 3.Findings and discussion. 4. Conclusion.

INDIVIDUAL CONCEPTIONS OF PUBLIC SERVICE MOTIVATION

BREWER, GENE A.;COLEMAN SELDEN, SALLY;FACER II, REX L.

Public Administration Review, n.º 3/2000, pág. 254

Sumario
1. Public Service Motivation. 2. Method. a)Q-Methodology. b) The Q-Sample and the P-Sample. c)Analysis. 3. Findings and Discussion. a) Factor 1:Samaritans. b) Factor 2: Communitarians. c) Factor 3:Patriots. d) Factor 4: Humanitarians. e) The Role ofEconomic Rewards. f) Politics and Policymaking Are NotDriving Motives. g) Other Similarities and Differences. 4.Conclusion.

INFLUENCING POLICY AT THE TOP OF THE FEDERAL BUREAUCRACY: A COMPARISON OF CAREER AND POLITICAL SENIOR EXECUTIVES

DOLAN, JULIE

Public Administration Review, n.º 6/2000, pág. 573

Sumario
1. Previous Studies and Hypotheses. 2. Data andMethods. 3. Findings and Discussion - A Profile of SeniorExecutive Service Members. 4. Conclusions.

INFORMATION TECHNOLOGY, E.GOVERNMENT, AND INSTITUTIONAL CHANGE

BRETSCHNEIDER, STUART

Public Administration Review, n.º 6/2003, pág. 738 a 741

Sumario
1. THEORY 2. PRACTICE 3. STRENGTHS AND WEAKNESSES

INNONCENTS ABROAD: REFLECTIONS FROM A PUBLIC ADMINISTRATION CONSULTANT IN BOSNIA

HUDDESTON, MARK W.

Public Administration Review, n.º 2/1999, pág. 147

Sumario
1. Background. 2. Lessons. 3. Reflections. 4.Conclusions.

INSIDE COLLABORATIVE NETWORKS: TEN LESSONS FOR PUBLIC MANAGERS

AGRANOFF, ROBERT

Public Administration Review, n.º 6 Suplemento/2006, pág. 56 a 65

Sumario
LESSON 1: THE NETWORK IS NOT THE ONLY VEHICLE OF COLLABORATIVE MANAGEMENT. LESSON 2: MANAGERS CONTINUE TO DO THE BULK OF THEIR WORK WITHIN THE HIERARCHY. LESSON 3: NETWORK INVOLVEMENT BRINGS SEVERAL ADVANTAGES THAT KEEP BUSY ADMINISTRATORS INVOLVED. LESSON 4: NETWORKS ARE DIFFERENT FROM ORGANIZATIONS BUT NOT COMPLETELY DIFFERENT. LESSON 5: NOT ALL NETWORKS MAKE THE TYPES OF POLICY AND PROGRAM ADJUSTMENTS ASCRIBED TO THEM IN THE LITERATURE. LESSON 6: COLLABORATIVE DECISIONS OR AGREEMENTS ARE THE PRODUCTS OF A PARTICULAR TYPE OF MUTUAL LEARNING AND ADJUSTMENT. LESSON 7: THE MOST DISTINCTIVE COLLABORATIVE ACTIVITY OF ALL OF THE NETWORKS PROVED TO BE THEIR WORK IN PUBLIC SECTOR KNOWLEDGE MANAGEMENT. LESSON 8: DESPITE THE COOPERATIVE SPIRIT AND AURA OF ACCOMMODATION IN COLLABORATIVE EFFORTS, NETWORKS ARE NOT WITHOUT CONFLICTS AND POWER ISSUES. LESSON 9: NETWORKS HAVE THEIR COLLABORATIVE COSTS, AS WELL AS THEIR BENEFITS. LESSON 10: NETWORKS ALTER THE BOUNDARIES OF THE STATE ONLY IN THE MOST MARGINAL WAYS: THEY DO NOT APPEAR TO BE REPLACING PUBLIC BUREAUCRACIES IN ANY WAY. CONCLUSION.

INTEGRATING GENDER INTO GOVERNMENT BUDGETS: A NEW PERSPECTIVE

MARKS RUBIN, MARILYN; BARTLE, JOHN R.

Public Administration Review, n.º 3/2005, pág. 259

Sumario
1. WHY A GENDER-RESPONSIVE BUDGET?. 2. GENDER-RESPONSIVE BUDGET INITIATIVES. 3. GENDER-BUDGETING TOOLS. 4. GENDER-RESPONSIVE BUDGETING: A POTENTIAL BUDGET REFORM?.

INTEGRATING VALUES INTO PUBLIC SERVICE: THE VALUES STATEMENT AS CENTERPIECE

KERNAGHAN, KENNETH

Public Administration Review, n.º 6/2003, pág. 711 a 719

Sumario
1. INTRODUCTION 2. CLASSIFYING AND CELEBRATING VALUES 3. GETTING THE VALUES RIGHT 4. MAKING VALUES COME ALIVE 5. LEARNING POINTS 6. FINAL THOUGHTS

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