Síguenos en los medios sociales
COHEN, STEVEN;EIMICKE, WILLIAM;HORAN, JESSICA
PUBLIC ADMINISTRATION REVIEW, n.º 62/2002, pág. 24
1. Learning from the unthinkable. 2. The catastrophe and the response described. 3. Government response after September 11, 2001. 4. The catastrophe and response analyzed. 5. Lessons learned.
MANI, BONNIE G.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1999, pág. 523
1. Introduction. 2. Data and methodology. 3.Results. a) Composition of the Federal Workforce. b) Age. c)Salaries. d) Promotions. e) Male nonveterans' promotions. 4.Conclusion.
CHANGE AND CONTINUITY IN STATE ADMINISTRATION: ADMINISTRATIVE LEADERSHIP ACROSS FOUR DECADES
BOWLING, CYNTHI J.;WRIGHT, DEIL S.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1998, pág. 429
1. The significacne of state administration. 2. State agency heads. 3. Personal attributes. 4. Career paths. 5. Agency head activities. 6. Executive versus legislative oversight. 7. Federal Aid.
CHANGING EUROPEAN STATES; CHANGING PUBLIC ADMINISTRATION
KICKERT, WALTER J. M.;STILLMAN II, RICHARD J.;CHEVALLIER, JACQUES;SEIBEL, WOLFGANG
PUBLIC ADMINISTRATION REVIEW, n.º 1/1996, pág. 65
1. Introduction. 2. Public Administration in Statist France. a) The Genealogy of Administrative Science. b) The Advent of the Welfare State and the Rebirth of Administrative Science. c) The Construction of Administrative Science. d) The Present State of French ...
CHANGING THE FORM OF COUNTY GOVERNMENT: EFFECTS ON REVENUE AND EXPENDITURE POLICY
MORGAN, DAVID R.;KICKHAM, KENNETH
PUBLIC ADMINISTRATION REVIEW, n.º 4/1999, pág. 315
1. Can county modernization affect public policy?.2. Data and methods. 3. Findings. 4. Conclusion.
CITIZEN PARTICIPATION IN DECISION MAKING: IS IT WORTH THE EFFORT?
IRVIN, RENÉE A.; STANSBURY, JOHN
PUBLIC ADMINISTRATION REVIEW, n.º 1/2004, pág. 55
1. INTRODUCTION. 2. THE ADVANTAGES OF CITIZEN PARTICIPATION. 3. THE DISADVANTAGES OF CITIZEN PARTICIPATION. 4. PARTICIPATORY WATERSHED PLANNING IN A DIFICULT SETTING. 5. IDEAL CONDITIONS FOR CITIZEN PARTICIPATION. 6. NON-IDEAL CONDITIONS FOR CITIZEN PARTICIPATION. 7. CONCLUSION.
CITIZEN-CENTERED COLLABORATIVE PUBLIC MANAGEMENT
COOPER, TERRY L.; BRYER, THOMAS A.; MEEK, JACK W.
PUBLIC ADMINISTRATION REVIEW, n.º 6-Suplemento/2006, pág. 76 a 88
I. HISTORICAL SHIFTS IN CIVIC ENGAGEMENT. II. APPROACHES TO CIVIC ENGAGEMENT. 1. ADVERSARIAL APPROACHES. 2. ELECTORAL APPROACHES. 3. LEGISLATIVE AND ADMINISTRATIVE INFORMATION EXCHANGE APPROACHES. 4. CIVIL SOCIETY APPROACHES. 5. DELIBERATIVE APPROACHES. 6. SUMMARY OF APPROACHES. III. FIVE DIMENSIONS OF CIVIC ENGAGEMENT. 1. WHO IS INVOLVED?....
I. HISTORICAL SHIFTS IN CIVIC ENGAGEMENT. II. APPROACHES TO CIVIC ENGAGEMENT. 1. ADVERSARIAL APPROACHES. 2. ELECTORAL APPROACHES. 3. LEGISLATIVE AND ADMINISTRATIVE INFORMATION EXCHANGE APPROACHES. 4. CIVIL SOCIETY APPROACHES. 5. DELIBERATIVE APPROACHES. 6. SUMMARY OF APPROACHES. III. FIVE DIMENSIONS OF CIVIC ENGAGEMENT. 1. WHO IS INVOLVED?. 2. WHO INITIATES CIVIC ENGAGEMENT?. 3. WHY ARE CITIZENS INVOLVED?. 4. WHERE DOES THE ENGAGEMENT TAKE PLACE?. 5. HOW ARE CITIZENS INVOLVED?. IV. CONCLUSION.
CIVIC ENGAGEMENT AND SUSTAINABLE CITIES IN THE UNITED STATES
PORTNEY, KENT
PUBLIC ADMINISTRATION REVIEW, n.º 5/2005, pág. 579
1. THE IDEA OF SUSTAINABLE CITIES. 2. WHAT DO SUSTAINABLE CITIES PROGRAMS LOOK LIKE?. 3. THE ROLE OF PARTICIPATION AND CIVIC ENGAGEMENT IN SUSTAINABLE CITIES EFFORTS. 4. THE THREE DEADLY SINS. 5. SUSTAINABLE CITIES' CIVIC ENGAGEMENT OPPORTUNITIES. 6. CIVIC ENGAGEMENT IN SUSTAINABLE CITIES PROGRAMS: A RESEARCH AGENDA.
SCHULTZ, DAVID
PUBLIC ADMINISTRATION REVIEW, n.º 5/2002, pág. 634
1. Pfiffner and Brook: American Reform at the Close of the Twentieth Century. 2. Rahman: Global Lessons. 3. Condrey and Maranto: A Return to Spoils. 4. Conclusion: So What Do We Know about Merit and Reform?.
COLLABORATION PROCESSES. INSIDE THE BLACK BOX
THOMSON, ANN MARIE; PERRY, JAMES L.
PUBLIC ADMINISTRATION REVIEW, n.º 6-Suplemento/2006, pág. 20 a 32
I. INSIDE THE BLAC BOX: WHAT IS COLLABORATION?. II. DEFINING COLLABORATION. III. A MULTIDIMENSIONAL MODEL OF COLLABORATION. IV. FIVE KEY DIMENSIONS OF COLLABORATION. V. CONCLUSION.
COLLABORATIVE PUBLIC MANAGEMENT AND DEMOCRACY: EVIDENCE FROM WESTERN WATERSHED PARTNERSHIPS
LEACH, WILLIAM D.
PUBLIC ADMINISTRATION REVIEW, n.º 6-Suplemento/2006, pág. 100 a 110
1. A FRAMEWORK FOR EVALUATING THE DEMOCRACY OF COLLABORATION. 2. ASSESSING COLLABORATIVE WATERSHED MANAGEMENT. 3. DISCUSION.
COLLABORATIVE PUBLIC MANAGEMENT: ASSESSING WHAT WE KNOW AND HOW WE KNOW IT
MCGUIRE, MICHAEL
PUBLIC ADMINISTRATION REVIEW, n.º 6-Suplemento/2006, pág. 33 a 43
1. THE NEW AND THE OLD. 2. LOCUS OF COLLABORATIVE PUBLIC MANAGEMENT. 3. COLLABORATIVE MANAGEMENT SKILLS. 4. THE BENEFITS AND COSTS OF COLLABORATIVE PUBLIC MANAGEMENT. 5. CONCLUSION.
COMPARATIVE AND INTERNATIONAL PUBLIC ADMINISTRATION: BUILDING INTELLECTUAL BRIDGES
HEADY, FERREL
PUBLIC ADMINISTRATION REVIEW, n.º 1/1998, pág. 32
1. SICA Origins. 2. The SICA record. 3. Past subfield relationships. 4. Crucial common issues. 5. A Catalyst role for SICA?.
COMPARATIVE PERFORMANCE MEASUREMENT: INSIGHTS AND LESSONS LEARNED FROM A CONSORTIUM EFFORT
KOPCZYNSKI, MARY;LOMBARDO, MICHAEL
PUBLIC ADMINISTRATION REVIEW, n.º 2/1999, pág. 124
1. Performance measurement: Past and Present. 2.The ICMA comparative performance Measurement Consortium. 3.Early lessons learned. 4. Acquiring comparative datarequires a keen focus on detail. 5. Emerging opportunitiesfor using performance data. 6. Continuing activities. 7.Conclusion.
CONSENSUS-BUILDING FOR INTEGRATED RESOURCES PLANNING
DEHAVEN-SMITH, LANCE;WODRASKA, JOHN R.
PUBLIC ADMINISTRATION REVIEW, n.º 4/1996, pág. 367
1. The Politics of Water. 2. Issues in the Resources Plan. 3. The Consensus-Building Process. 4. Lessons Learned.
CONTRACT-MANAGEMENT CAPACITY IN MUNICIPAL AND COUNTY GOVERNMENTS
BROWN, TREVOR L.; POTOSKI, MATTHEW
PUBLIC ADMINISTRATION REVIEW, n.º 2/2003, pág. 153
I. CONTRACTING OUT RESEARCH. II. THE CAPACITY IMPERATIVE. III. THE ROLE OF CONTRACT-MANAGEMENT CAPACITY. IV. EXPLAINING INVESTMENTS IN CONTRACT-MANAGEMENT CAPACITY. V. DATA AND METHODS. VI. RESULTS. VII. DISCUSSION. VIII. CONCLUSION.
CONTRACTING AND ACCOUNTABILITY IN STATE MEDICAID REFORM: RHETORIC, THEORIES, AND REALITY
JOHNSTON, JOCELYN M.;ROMZEK, BARBARA S.
PUBLIC ADMINISTRATION REVIEW, n.º 5/1999, pág. 383
1. Introduction. 2. Contracting for socialservices: The case of medicaid services for the elderly inKansas. 3. Contracting and accountability: Theoreticalframeworks. 4. Methodology and data. 5. Results: Rhetoricand theory meet reality. 6. Conclusions.
CONTRACTING AND NEGOTIATION: EFFECTIVE PRACTICES OF SUCCESSFUL HUMAN SERVICE CONTRACT MANAGERS
GOODEN, VINCENT
PUBLIC ADMINISTRATION REVIEW, n.º 6/1998, pág. 499
1. Manager's role in Contracting for services. 2. Effective practices of contract managers. 3. implications for public management.
CORRUPTION IN ASIAN COUNTRIES: CAN IT BE MINIMIZED?
QUAH, JON S. T.
PUBLIC ADMINISTRATION REVIEW, n.º 6/1999, pág. 483
1. Levels of asian corruption. 2. Anticorruptionstrategies in asian countries. a) "Hopeless" AnticorruptionStrategy. b) Ineffective anticorruption strategies. c)Effective anticorruption strategy. 3. Learning fromSingapore's experience. a) Reducing the Opportunities forCorruption. b) Reducing incentives for corruption.
CORRUPTION, REFORM, AND VIRTUE ETHICS
LYNCH, THOMAS D.; LYNCH, CYNTHIA E.
PUBLIC ADMINISTRATION REVIEW, n.º 3/2003, pág. 370 a 374
1. CORRUPTION 2. CORRUPTION: AN ECONOMIST'S VIEW 3. LEGAL CORRUPTION 4. THE VIRTUE ETHICS SOLUTION 5. CONCLUSION
COUNTY SERVICE DELIVERY: DOES GOVERNMENT STRUCTURE MATTER?
BENTON, J. EDWIN
PUBLIC ADMINISTRATION REVIEW, n.º 4/2002, pág. 471
1. Introduction. 2. Previous Research. 3. Local Government Reform: Rationale and Purposes. 4. County Government Structure and Spending: A Test of Basic Assumptions. 5. Implications and Conclusions.
BOWLING, CYNTHIA J.; KELLEHER, CHRISTINE A.; JONES, JENNIFER; WRIGHT, DEIL S.
PUBLIC ADMINISTRATION REVIEW, n.º 6/2006, pág. 823 a 836
1. DATA SETS, GENDER FOCUS, AND RESEARCH QUESTIONS. 2. ENHANCED GENDER OPPORTUNITIES: THE GROWTH OF STATE AGENCIES. 3. PASSIVE REPRESENTATIVENESS: ATTRIBUTES OF STATE AGENCY HEADS. 4. TOWARD A BETTER UNDERSTANDING OF ACTIVE REPRESENTATION. 5. CONCLUDING OBSERVATIONS.
CREDIBLE COMMITMENT AND COUNCIL-MANAGER GOVERNMENT: IMPLICATIONS FOR POLICY INSTRUMENT CHOICES
FEIOCHK, RICHARD C.; JEONG, MOON-GI; STIEFEL, LEANNA
PUBLIC ADMINISTRATION REVIEW, n.º 5/2003, pág. 616
I. THE TRANSACTION COST OF LOCAL GOVERNANCE. II. THE ROOTS OF MUNICIPAL REFORM. III. OPPORTUNISM AND LOCAL ECONOMIC DEVELOPMENT. IV. THE MEDIATING ROLE OF GOVERNANCE INSTITUTIONS. V. INSTRUMENT CHOICE AND HIGH-POWER INCENTIVES. VI. ANALYSIS. VII. DISCUSSION.
CROSS PRESSURES OF ACCOUNTABILITY: INITIATIVE, COMMAND AND FAILURE IN THE RON BROWN PLANE CRASH
ROMZEK, BARBARA S.;WALLACE INGRAHAM, PATRICIA
PUBLIC ADMINISTRATION REVIEW, n.º 3/2000, pág. 240
1. Introduction. 2. Accountability in the publicsector. 2. Accountability in the Military. 3. The mishapflight. 4. Air force accountability reactions to the misapflight. 5. Conclusion.
