Síguenos en los medios sociales
AMERICAN PUBLIC ADMINISTRATION AND IMPACTS ON INTERNATIONAL GOVERNMENTS
OTOOLE JR., LAURENCE J.;HANF, KENNETH I.
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 158
1. Globalizing governance: an overview. 2. The American variant and an environmental slice. 3. The emerging governance framework: an analytical view. 4. Implications for American public administration. 5. Internationalization and functions of public management. 6. Concluding observations.
STILMAN II, RICHARD J.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1997, pág. 332
1. What the Administrative State Tells Us AboutPublic Administration. 2. What the European State Tells UsAbout Public Administration. 3. Four Observations, OfSorts...
AN ACADEMICIAN'S RESPONSE: THE THINKING, LEARNING BUREAUCRACY
SHERWOOD, FRANK P.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1996, pág. 154
1. The Context. 2. The Enduring Dimensions. 3. Changing Times and Backward Momentum. 4. Conclusion.
AN ASSESSMENT OF RESEARCH ON AMERICAN COUNTIES.
J.EDWIN BENTON
PUBLIC ADMINISTRATION REVIEW, n.º 4/2005, pág. 462 a 474
I.INTRODUCTION. II.THE RESEARCH AGENDA FOR THE 1990S.AN ASSESSMENT. III.REFLECTIONS AND CONCLUSIONS.
RABE, BARRY G.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1996, pág. 372
1. Factors Fostering Integration. 2. Support for Alternative Approaches to Controlling Cross-Media Pollution Problems. 3. Opportunities for Cross-Media Integration. a) Integrated Permitting. b) Environmental Impact Assessment. c) Agency Organization. d) Mass Balance. e) Pollution Prevention. 4. Conclusions.
AN INCLUSIVE DEMOCRATIC POLITY, REPRESENTATIVE BUREAUCRACIES, AND THE NEW PUBLIC MANAGEMENT
KELLY, RITA MAE
PUBLIC ADMINISTRATION REVIEW, n.º 3/1998, pág. 201
1. Advancement of an Inclusive Democratic Polity. a) Basic Definition. b) Compatibility of Undergirding Theory with Empirical Reality. 2. Representative Bureaucracies. 3. Representative Bureaucracies and the New Public Management. 4. Politics and Administration Cannot be Separated. 5. The Lack of a Competitive Marketplace. 6. Conclusion.
AN INTRODUCTION TO EMERGENCY MANAGEMENT
EDWARDS-WINSLOW, FRANCES
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 632
ARE LARGE PUBLIC ORGANIZATIONS MANAGEABLE?.
SHALALA, DONNA E.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1998, pág. 284
1. Lesson number one: Know the cultures of your organization. 2. Lesson number two: Find ways to assure that appropriate coordination takes place. 3. Lesson number three: Don't overlook the needs and abilities of the career public service. 4. Lesson number four: Choose the best and let them do their jobs. 5. Lesson number five: Stitch together...
1. Lesson number one: Know the cultures of your organization. 2. Lesson number two: Find ways to assure that appropriate coordination takes place. 3. Lesson number three: Don't overlook the needs and abilities of the career public service. 4. Lesson number four: Choose the best and let them do their jobs. 5. Lesson number five: Stitch together a loyal team. 6. Lesson number six: Stand up and fight for the people who work for you. 7 Lesson number seven: Set firm goals and priorities and stick with them.
ASSESSING THE EFFECTS OF PUBLIC PARTICIPATION
HALVORSEN, KATHLEEN E.
PUBLIC ADMINISTRATION REVIEW, n.º 5/2003, pág. 535
I. INTRODUCTION. II. RESEARCH METHODOLOGY. III. RESULTS. IV. DISCUSSION. V. CONCLUSION.
ASSURING INSTITUTIONAL CONSTANCY: REQUISITE FOR MANAGING LONG-LIVED HAZARDS
LAPORTE, TODD R.;KELLER, ANN
PUBLIC ADMINISTRATION REVIEW, n.º 6/1996, pág. 535
1. Current Decision Making. 2. Considering the Concept. a) Demands for Constancy. b) Barriers to Improvement. c) Conditions for Improvement. 3. Variations in Program Status and the Pursuit of Institutional Constancy. 4. Next Steps, Key Questions.
BALANCING RISK AND FINANCE: THE CHALLENGE OF IMPLEMENTING UNFUNDED ENVIRONMENTAL MANDATES
CIMITILE, CAROLE J.;KENNEDY, VICTORIA S.;LAMBRIGHT, W HENRY
PUBLIC ADMINISTRATION REVIEW, n.º 1/1997, pág. 63
1. The project. 2. Project structure. 3. Findings. 4. Implications and conclusions.
BALANCING WORK AND FAMILY RESPONSIBILITIES: FLEXTIME AND CHILD CARE IN THE FEDERAL GOVERNMENT
EZRA, MARNI;DECKMAN, MELISSA
PUBLIC ADMINISTRATION REVIEW, n.º 2/1996, pág. 174
1. Child Care in the Federal Government. 2. Flextime in the Federal Government. 3. Results. a) Child Care Satisfaction. b) Work/Family Balance. c) Job Satisfaction. 4. Conclusions.
BANK SUPERVISION AND THE LIMITS OF POLITICAL INFLUENCE OVER BUREAUCRACY
KUNIOKA, TODD T.;WOLLER, GARY M.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1999, pág. 303
1. Bank regulation and the credit crunch. 2. Thecredit crunch initiatives and the examiners' response. 3.Explanations of the examiners' behavior. 4. Conclusion.
BEYOND ETHICAL CODES: THE MANAGEMENT OF INTEGRITY IN THE NETHERLANDS TAX AND CUSTOMS ADMINISTRATION
BLIJSWIJK, JACQUES A.M. VAN, BREUKELEN, RICHARD C.J. VAN, FRANKLIN, AIMEE L., RAADSCHELDERS, JOS C.N. Y SLUMP, PIER
PUBLIC ADMINISTRATION REVIEW, n.º 6/2004, pág. 718 a 727
1. INCULCATING TRUST AND INTEGRITY: SOCIETAL OR GOVERNMENTAL RESPONSABILITY? 2. THE NETHERLANDS TAX AND CUSTOMS ADMINISTRTION INTRODUCES THE INTEGRITY PROJECT. 3. COMPARING THE DUTCH TAX CASE TO THEORY. 4. CONCLUSION: INSTITUTIONALIZING THE MANAGEMENT OF INTEGRITY.
BRINGING POLITICS BACK IN: DEFENSE POLICY AND THE THEORETICAL STUDY OF INSTITUTIONS AND PROCESSES
MAYER, KENNETH R.;KHADEMIAN, ANNE M.
PUBLIC ADMINISTRATION REVIEW, n.º 2/1996, pág. 180
1. Explainig the Gap. 2. Common Ground: Expertise versus "Politics". 3. The Politics of Procurement Reform. 4. Multiple Principals and Multiple Goals. 5. Ambiguous Outcomes. 6. Lumpiness. 7. Conclusion.
BUILDING THE POLICY STUDIES ENTERPRISE: A WORK IN PROGRESS
HAMBRICK, RALPH
PUBLIC ADMINISTRATION REVIEW, n.º 6/1998, pág. 533
1. Moving forward: How do these books contribute?. 2. Moving forward in policy studies: Continuing issues of concern.
BUREAUCRACY AND DEMOCRACY: ESSAYS IN HONOR OF DWIGHT WALDO
FREDERICKSON, GEORGE H.;MARINI, FRANK
PUBLIC ADMINISTRATION REVIEW, n.º 3/1997, pág. 190
BUREAUCRACY AND DEMOCRACY: THE CASE FOR MORE BUREAUCRACY AND LESS DEMOCRACY
MEIER, KENNETH J.
PUBLIC ADMINISTRATION REVIEW, n.º 3/1997, pág. 193
SUMRIO: 1. Public Administration's sins are sins of omission. 2. OK, That's a Nice Idea, But What Does It Mean?. 3. So what is the Problem?. 4. Less democracy and more bureaucracy. 5. Conclusion.
BUREAUCRATIC POSTURE: ON THE NEED FOR A COMPOSITE THEORY OF BUREAUCRATIC BEHAVIOR
RECASCINO WISE, LOIS
PUBLIC ADMINISTRATION REVIEW, n.º 6/2004, pág. 669 a 680
1. THE PUBLIC INTEREST AND ORGANIZATIONAL PERFORMANCE. 2. FOUR STREAMS OF RESEARCH. 3. TOWARD A COMPOSITE THEORY OF BUREAUCRATIC BEHAVIOR. 4. CONCLUSIONS.
BUREAUCRATIC THEORY MEETS REALITY: PUBLIC CHOICE AND SERVICE CONTRACTING IN U.S. LOCAL GOVERNMENT
BOYNE, GEORGE A.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1998, pág. 474
1. Publuc choice hypotheses. 2. Critique of the empirical evidence on contracting. 3. Conclusion.
BUYING IN A BUSINESSLIKE FASHION- AND PAYING MORE?
ARORA, ASHISH;LARKEY, PATRICK;BESSELMAN, JOSEPH
PUBLIC ADMINISTRATION REVIEW, n.º 5/2000, pág. 421
1. Introduction. 2. The Motivations for Reform. 3.Military Buying Practices and the Reforms. 4. A FairComparison. 5. Empirical Results. 6. Factoring in DoD's Costof Buying. 7. Why Did the DoD Perform So Well Relative toThe Commercial Sector?. 8. The Denouement. 9. Conclusions.
FREDERICKSON, H. GEORGE
PUBLIC ADMINISTRATION REVIEW, n.º 1/2000, pág. 47
1. Introduction. 2. The aesthetic qualities oforganization and administration. 3. The implications ofbureaucracy as beautiful.
CAN NONPROFIT MANAGEMENT HELP ANSWER PUBLIC MANAGEMENT'S "BIG QUESTIONS"?
BROOKS, ARTHUR C.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2002, pág. 259
1. INTRODUCTION. 2. APPLYING LESSONS FROM NONPROFIT MANAGEMENT TO PUBLI MANAGEMENT. 3. CONCLUSION.
CAREER PATHS OF CITY MANAGERS IN AMERICA'S LARGEST COUNCIL-MANAGER CITIES.
WATSON, DOUGLAS J; HASSETT, WENDY L.
PUBLIC ADMINISTRATION REVIEW, n.º 2/2004, pág. 192 a 198
1. THE LITERATURE ON CAREER PATHS. 2. CAREER PATHS. A) LADDER CLIMBERS. B) LATERAL MOVERS. C) LONG SERVERS. D) SINGLE-CITY CAREERISTS. 3. METHODOLOGY. 4. FINDINGS. 5. CONCLUSION.
