Síguenos en los medios sociales
THE REGULATION DILEMMA: COOPERATION AND CONFLICT IN ENVIRONMENTAL GOVERNANCE.
POTOSKI, MATTHEW; PRAKASH, ASEEM.
PUBLIC ADMINISTRATION REVIEW, n.º 2/2004, pág. 152 a 160
1. THE REGULATION DILEMMA: THE PROMISES AND PITFALLS OF COOPERATION AND DETERRENCE. 2. GETTING TO WIN-WIN: STRATEGIES FOR SOLVING THE REGULATION DILEMMA. 3. MAKING COOPERATIVE ENFORCEMENT WORK: ISSUES AND ANALYSIS. A) CAN GOVERNMENTS INDUCE FIRMS TO JOIN VOLUNTARY PROGRAMS? B) DO VOLUNTARY CODES AND COMPLIANCE INCENTIVES IMPROVE FIRMS' ENVIRONMENTAL...
1. THE REGULATION DILEMMA: THE PROMISES AND PITFALLS OF COOPERATION AND DETERRENCE. 2. GETTING TO WIN-WIN: STRATEGIES FOR SOLVING THE REGULATION DILEMMA. 3. MAKING COOPERATIVE ENFORCEMENT WORK: ISSUES AND ANALYSIS. A) CAN GOVERNMENTS INDUCE FIRMS TO JOIN VOLUNTARY PROGRAMS? B) DO VOLUNTARY CODES AND COMPLIANCE INCENTIVES IMPROVE FIRMS' ENVIRONMENTAL PERFORMANCE? C) DO ENVIRONMENTAL GROUPS PLAY THE ROLE OF SPOILERS? 4. CONCLUSIONS.
KELLOUGH, J. EDWARD; COLEMAN SELDEN, SALLY
PUBLIC ADMINISTRATION REVIEW, n.º 2/2003, pág. 165
1. MEASURING PERSONNEL REFORM IN THE STATES. 2. EXPLAINING PUBLIC PERSONNEL REFORM IN THE STATES. 3. FINDINGS AND DISCUSSION. 4. CONCLUSION.
RICCUCCI, M.;SAIDEL, JUDITH R.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1997, pág. 423
1. The theory of representative bureaucracy. 2. Data and study design. 3. Findings. 4. Discussion. 5. Conclusion.
THE RISE AND FALL OF INTERAGENCY COOPERATION: THE U.S. GLOBAL CHANGE RESEARCH PROGRAM
LAMBRIGHT, W. HENRY
PUBLIC ADMINISTRATION REVIEW, n.º 1/1997, pág. 36
1. Awareness and vision. 2. Trigger. 3. Birth of an institution. 4. Implementation. 5. Evaluation. 6. Toward institutionalization. 7. Conclusion. 8. Implications for the future.
THE SECURITIES AND EXCHANGE COMMISSION: A SMALL REGULATORY AGENCY WITH A GARGANTUAN CHALLENGE
KHADEMIAN, ANNE M.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 515
I. A Primer on the SEC: The Past as a Guide to the Present. II. The SEC Today: Management and Regulatory Challenges. III. Recommendations for Future Regulatory Efforts.
THE SHIFTING BOUNDARY BETWEEN ELECTED OFFICIALS AND CITY MANAGERS IN LARGE COUNCIL-MANAGER CITIES
SVARA, JAMES H.
PUBLIC ADMINISTRATION REVIEW, n.º 1/1999, pág. 44
1. Changing roles and relationships in large council-manager cities. a) Council-manager roles and relationships. b) Levels of involvement in the governmental process. 2. Causes, consequences, and implications.
THE SOURCES OF ETHICAL DECISION MAKING FOR INDIVIDUALS IN THE PUBLIC SECTOR
VAN WART, MONTGOMERY
PUBLIC ADMINISTRATION REVIEW, n.º 6/1996, pág. 525
1. Historical Background of ASPA's Code of Ethics. 2. Problems in Identifying Sources of Decision Making. a) Which Are the Key Sources or Roles?. b) The Problem of Role Definition. c) Which Role Takes Procedence When Roles Compete?. 3. The Five Major Sources. a) Public Interest. b) Legal Interest. c) Personal Interests. d) Organizational Interests....
1. Historical Background of ASPA's Code of Ethics. 2. Problems in Identifying Sources of Decision Making. a) Which Are the Key Sources or Roles?. b) The Problem of Role Definition. c) Which Role Takes Procedence When Roles Compete?. 3. The Five Major Sources. a) Public Interest. b) Legal Interest. c) Personal Interests. d) Organizational Interests. e) Professional Interests. 4. Conclusion.
THE STRUCTURE OF BUREAUCRATIC DECISIONS IN THE AMERICAN STATES
SCHNEIDER, SAUNDRA;JACOBY, WILLIAM G.;COGGBURN, JERRELL D.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1997, pág. 240
1. Background. 2. Data. 3. Scaling Results. 4. Medicaid Optional Services and the America States. 5. Conclusions.
THE TERROR THAT FAILED: PUBLIC OPINION IN THE AFTERMATH OF THE BOMBING IN OKLAHOMA CITY
LEWIS, CAROL W.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2000, pág. 201
1. Introduction. 2. Public Perceptions of Risk andVulnerability. a) Definition and Purpose of Terrorism. b)Risk and Vulnerability. c) Impact of the Media on PublicConcern. d) Abstract Issue. e) Personal Concern. 3.Conclusion.
THE TRANSFORMATION OF GOVERNANCE: GLOBALIZATION, DEVOLUTION, AND THE ROLE OF GOVERNMENT
KETTL, DONALD F.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2000, pág. 488
1. Globalization. 2. Devolution. 3. Implicationsfor Governance.
THE WAR ON TERRORISM AND THE ADMINISTRATION OF THE AMERICAN STATE
SPICER, MICHAEL W.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 63
1. Ideas about the state. 2. Civil association and the Constitution. 3. War and purposive association. 4. Implications.
THE WARFARE ON AND OVER AMERICAN GOVERNMENT IN WALDONIAN PERSPECTIVE
CARROL, JAMES D.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1997, pág. 200
1. Forms of warfare. 2. What does waldonian thought suggest about this warfare and its implication for public administration?. 3. Applying Waldonian methods to the warfare on government. 4. Applying the context of waldonian thought to the warfare on government. 5. Conclusion.
BERRY, FRANCES S.; BROWER, RALPH S.; CHOI, SANG OK; XINFANG GOA, WENDY; JANG, HEESOUNG; KWON, MYUNGJUNG; WORD, JESSICA
PUBLIC ADMINISTRATION REVIEW, n.º 5/2004, pág. 539
1. A SYNOPSIS OF THE THREE INTELLECTUAL TRADITIONS. 2. COMPARING THE THREE TRADITIONS: ASSUMPTIONS, METHODS, AND RESEARCH QUESTIONS. 3. RECOMMENDATIONS FOR INCORPORATING OTHER STREAMS INTO A PUBLIC MANAGEMENT RESEARCH AGENDA. 4. CONCLUSIONS AND RECOMMENDATIONS.
FELDMAN, MARTHA S.;KHADEMIAN, ANNE M.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 541
I. Introduction. II. Governance and Public Management. III. Thinking Differently about Governance. IV. Governance as Multiple and Reciprocal Relationships. V. Managing Relationships and Enacting Democracy.
TOWARD A POLITICAL ECONOMY OF GOVERNMENT WASTE: FIRST STEP, DEFINITIONS
STANBURY, WILLIAM
PUBLIC ADMINISTRATION REVIEW, n.º 5/1995, pág. 418
1. Waste must, instead, be measured against technologically, economically, and politically feasible alternatives. In other words, waste is the difference between what we get on average and the best we can get in practice. 2. It is not hard to find instances of allocative inefficiency in government or to identify some fairly common parbologies...
1. Waste must, instead, be measured against technologically, economically, and politically feasible alternatives. In other words, waste is the difference between what we get on average and the best we can get in practice. 2. It is not hard to find instances of allocative inefficiency in government or to identify some fairly common parbologies that induce them.
KIM, PAN SUK ; HALLIGAN, JOHN ; CHO, NAMSHIN; EIKENBERRY, ANGELA M.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2005, pág. 646 a 654
-1. THE NEW GOVERNANCE PARADIGM. -2. KEY ASPECTS OF GOOD GOVERNANCE. -3. THE CHANGING RELATIONSHIP WITH THE MARKET AND CIVIL SOCIETY. -4. CONCLUSION.
TOWARD THE SELF-EVALUATING ORGANIZATION?. AN EMPIRICAL TEST OF THE WILDAVSKY MODEL
BOYNE, GEORGE A.;GOULD-WILLIAMS, JULIAN S.; LAW, JENNIFER; WALKER, RICHARD M.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2004, pág. 463
I. THE SELF-EVALUATING ORGANIZATION. II. PRECONDITIONS OF SELF-EVALUATION. III. RESEARCH CONTEXT. IV. METHODOLOGY. V. RESULTS. VI. CONCLUSION.
TRANSFORMATIONAL CHALLENGES IN CENTRAL AND EASTERN EUROPE AND SCHOOLS OF PUBLIC ADMINISTRATION
NEWLAND, CHESTER A.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1996, pág. 382
1. Old Obstacles to Successful Changes. a) Country Border Strategies and Multiculturalism. b) "Smokestack" Organizational Design. c) Workplace Social Connectedness, Reciprocity, and Busy Work. d) Centralized Elite Control. 2. Contemporary Challenges and Obstacles. a) Development Orthodoxy. b) Neglect of Politics, Government, and...
1. Old Obstacles to Successful Changes. a) Country Border Strategies and Multiculturalism. b) "Smokestack" Organizational Design. c) Workplace Social Connectedness, Reciprocity, and Busy Work. d) Centralized Elite Control. 2. Contemporary Challenges and Obstacles. a) Development Orthodoxy. b) Neglect of Politics, Government, and Indigenous Experience. 3. Schools of Public ...
TRANSFORMING PUBLIC SERVICE IN A WORLD WITHOUT BOUNDARIES
HERBERT, ADAM W.
PUBLIC ADMINISTRATION REVIEW, n.º 4/2004, pág. 390
1. TRANSFORMING PUBLIC SERVICE IN A WORLD WITHOUT BOUNDARIES. 2. BUILDING THE FUTURE ON THE FOUNDATIONS OF THE ACADEMY. 3. IMPLICATIONS FOR PUBLIC AFFAIRS EDUCATION. 4. CONCLUSION.
TRASH TALK: THE SUPREME COURT AND INTERSTATE TRANSPORTATION OF WASTE
O'LEARY, ROSEMARY
PUBLIC ADMINISTRATION REVIEW, n.º 4/1997, pág. 281
1. Back to the Future. 2. Fort Gratiot SanitaryLandfill, Inc. v. Michigan Department of Natural Resources,504 U.S. 353 (1992). 3. Chemical Waste Management, Inc. v.Guy Hunt, Governor of Alabama 504 U.S. 334 (1992). 4. OregonWaste Systems, Inc. et al., v. Department of EnvironmentalQuality of the State of Oregon et al., 511 U.S. 93 (1994).5....
1. Back to the Future. 2. Fort Gratiot SanitaryLandfill, Inc. v. Michigan Department of Natural Resources,504 U.S. 353 (1992). 3. Chemical Waste Management, Inc. v.Guy Hunt, Governor of Alabama 504 U.S. 334 (1992). 4. OregonWaste Systems, Inc. et al., v. Department of EnvironmentalQuality of the State of Oregon et al., 511 U.S. 93 (1994).5. C& Carbone, Inc. et al v. Clarkstown, New York, 511 U.S.383 (1994). 6. Implications for Public Administration.
TREATING NETWORKS SERIOUSLY: PRACTICAL AND RESEARCH-BASED AGENDAS IN PUBLIC ADMINISTRATION
O'TOOLE, LAURENCE JR.
PUBLIC ADMINISTRATION REVIEW, n.º 1/1997, pág. 45
1. Why treat networks seriously?. Some evidence. 2. The growing importance of networks. 3. Practical and research-based agendas. 4. Conclusion.
U.S.- STYLE LEADERSHIP FOR ENGLISH LOCAL GOVERNMENT?
HAMBLETON, ROBIN; SWEETING, DAVID
PUBLIC ADMINISTRATION REVIEW, n.º 4/2004, pág. 474
I. MODERNIZING LOCAL POLITICAL LEADERSHIP IN THE UNITED KINGDOM: ORIGINS AND MOMENTUM. II. INSTITUTIONAL DESIGN FOR LOCAL LEADERSHIP: U.K. MODELS. III. INNOVATION IN LOCAL LEADERSHIP: PROGRESS TO DATE. IV. DIMENSIONS OF LOCAL POLITICAL LEADERSHIP. V. NEW APPROACHES TO LOCAL LEADERSHIP IN U.K. LOCAL GOVERNMENT?. VI. CONCLUSION.
USING COMPARATIVE PERFORMANCE MEASUREMENT
BROOM, CHERYLE A.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 630
