Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

Tu privacidad es importante para nosotros.

Utilizamos cookies propias y de terceros para fines analíticos. La base de tratamiento es el consentimiento, salvo en el caso de las cookies imprescindibles para el correcto funcionamiento del sitio web. Puedes obtener más información en nuestra Política de Cookies.

¿Qué estás buscando?

Centro de Estudios Municipales y de Cooperación Internacional (CEMCI)

LEADERSHIP TURNOVER, TRANSACTION COSTS, AND EXTERNAL CITY SERVICE DELIVERY

CLINGERMAYER, JAMES C.;FEIOCK, RICHARD C.

Public Administration Review, n.º 3/1997, pág. 231

Sumario
1. Factors affecting delivery decisions. 2. Transaction costs and municipal service delivery decisions. 3. Data analysis. 4. Discussion.

LEARNING ORGANIZATIONS IN THE PUBLIC SECTOR?. A STUDY OF POLICE AGENCIES EMPLOYING INFORMATION AND TECHNOLOGY TO ADVANCE KNOWLEDGE

MAUREEN BROWN, MARY; BRUDNEY, JEFFREY L.

Public Administration Review, n.º 1/2003, pág. 30

Sumario
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

Sumario
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

Sumario
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

Sumario
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.

LOOSE CANNONS AND RULE BREAKERS, OR ENTERPRISING LEADERS? SOME EVIDENCE ABOUT INNOVATIVE PUBLIC MANAGERS

BORINS, SANDFORD

Public Administration Review, n.º 6/2000, pág. 498

Sumario
1. Introduction. 2. Methodology. 3. Local Heroes.4. Characteristics of Innovations. 5. Why Innovate?. 6.Gathering Support. 7. Winning Hearts and Minds. 8.Conclusion.

MANAGERIAL RESPONSIBILITY

M. BERTELLI, ANTHONY Y E. LYNN JR., LAURENCE

Public Administration Review, n.º 3/2003, pág. 259 a 265

Sumario
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

Sumario
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

Sumario
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

Sumario
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.

Página 17 de 38