Reelection: William Jefferson Clinton as a native-son presidential candidate
In: Power, conflict, and democracy
In: American politics into the twenty-first century
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In: Power, conflict, and democracy
In: American politics into the twenty-first century
In: Congressional quarterly weekly report, Band 50, S. 3137 : il(s)
ISSN: 0010-5910, 1521-5997
In: Orbis: FPRI's journal of world affairs, Band 55, Heft 3, S. 353-359
ISSN: 0030-4387
In: Political research quarterly: PRQ ; official journal of the Western Political Science Association and other associations, Band 65, Heft 4
ISSN: 1938-274X
In an effort to examine the causal determinants of performance dynamics for the administrative presidency, the authors apply empirical public management theory to White House administration to explain managerial performance. Utilizing original survey data that measure the perceptions of former officials from the Reagan, George H. W. Bush, and Clinton administrations, we conduct quantitative analyses to determine the extent to which a chief of staff's background, relationship with the president, and internal as well as external management approaches shape overall perceptions of White House administrative efforts. The authors find that managerial dimensions matter considerably when explaining the dynamics of White House organizational performance. Adapted from the source document.
In: Aus Politik und Zeitgeschichte: APuZ, Heft B 44/2000
ISSN: 0479-611X
In: Politics & Policy, Band 29, Heft 2, S. 317-335
Discusses government leadership models such as presidential (Hamiltonian), executive/party (Jeffersonian), and executive/Congressional (Madisonian), and links them to various Clinton policies; US.
In: Foreign policy bulletin: the documentary record of United States foreign policy, Band 9, S. 29-43
ISSN: 1052-7036
Selected official statements from US sources.
In: Dissent: a journal devoted to radical ideas and the values of socialism and democracy, Band 55, Heft 3, S. 41-50
ISSN: 0012-3846
Examines how President Bill Clinton's economic policies generated a bubble economy (including stock market & housing bubbles) rooted in the Washington Consensus & are at the heart of current US economic woes. Attention is given to Clinton-era deregulation of the financial marketplace, the Federal Reserve's use of interest rates as its key policy tool, the replacement of command-&-control regulation with risk-based regulation under Clinton, & the impact of the Gramm-Leach-Bliley Financial Services Modernization Act of 1999. How the Bush administration inherited the bubble economy from Clinton is outlined, & the hypocrisies laid bare by the current market panic are identified. This Washington Consensus crisis reveals the necessity for the kind of prudent government financial regulation & reined in Federal Reserve seen in the post-WWII years. Adapted from the source document.
In: U.S. news & world report, Band 117, S. 28-30
ISSN: 0041-5537
In: Revista de relaciones internacionales, S. 91-100
ISSN: 0185-0814
Analyzes President Clinton's foreign policy, focusing on the Persian Gulf region and his lack of a coherent strategy with well-defined priorities, since 1992; US. Summary in English.
In: Presidential studies quarterly, Band 32, Heft 2, S. 276-292
ISSN: 0360-4918
In: Biblioteca di storia contemporanea 33
In: Korea and world affairs: a quarterly review, Band 31, Heft 2, S. 172-203
ISSN: 0259-9686
In: Presidential studies quarterly, Band 30, Heft 1, S. 169-177
ISSN: 0360-4918
In: Public administration: an international journal, Band 92, Heft 3, S. 744-760
ISSN: 1467-9299
The notion that public managers influence organizational performance is common in public administration research. However, less is known about why some managers are better at influencing organizational performance than others. Furthermore, relatively few studies have systematically examined managerial influence and scholars have yet to investigate either quantitatively or systematically managerial influence in the White House. Utilizing original survey data collected from former White House officials who served in the Reagan, George H.W. Bush, and Clinton administrations, this study applies empirical public management theory to examine for the first time the key determinants that shape perceptions of chief of staff managerial influence. The findings demonstrate how several core concepts in public management theory help explain the dynamics that drive perceptions of managerial influence, thereby providing a new contribution to the literature on public management.