Suchergebnisse

This article echoes recent calls for public management research to focus on core questions and utilize multiple methods to advance the state of knowledge in the field. In this article, we call for more experimental research on the public/private distinction, which is a core public management research topic. We then conduct a pilot experimental study that provides new insights-and what seem to be major implications-about this important topic. Specifically, we study individuals' vigilance when performing work in a government funded research project compared with a business funded research project. Our results show that individuals are significantly faster, more accurate, and more vigilant when their work is funded by a government agency rather than a private business firm. Two major implications are (1) government provision of goods and services that require faster, more accurate, and more vigilant workers (e.g., airport security or emergency responders) may be superior to private provision, ceteris paribus; and (2) our participants in this study, who are college students, seem to perform better when working for government rather than for the private sector. This is heartening because, with the "quiet crisis" looming over government, many seasoned public servants will soon be replaced by these younger workers. The strengths and limitations of the study are discussed. Adapted from the source document.

This year marks the sixty‐fifth anniversary of the D‐Day invasion, when Allied forces crossed the English Channel and established beachheads along a 50‐mile stretch of the Normandy coast in northern France. Troops overcame stiff resistance and systematically moved inland, liberating Northern Europe and forcing the surrender of Germany and the end of World War II in that part of the world. The D‐Day invasion took place on June 6, 1944, but its planning began more than two years earlier. This case studies the strategic planning that led up to the invasion. The Operations Division of the War Department General Staff, formerly known as the War Plans Division, was the principal staff agency of the U.S. Army high command during World War II. The story focuses on the Operations Division's role in formulating a strategic plan for ending the war as well as Operation BOLERO—the American military troop buildup in Great Britain that preceded the cross‐channel invasion. By reprinting this case from the original U.S. Army historical record, PAR pays tribute to the brave men and women who planned and executed this bold maneuver, many of whom paid the ultimate price to achieve victory and restore freedom. Popularized as the "Greatest Generation," they were ordinary people who answered the call of public service with extraordinary bravery and sacrifice. Members of the modern‐day public administration community proudly stand on their shoulders. This chapter‐length excerpt is taken from Ray S. Cline, Washington Command Post: The Operations Division (Washington, DC: Office of the Chief of Military History, Department of the Army, 1951), chapter IX, "Case History: Drafting the BOLERO Plan," pp. 143–63.

AbstractThis study examines the performance measurement of four different values (efficiency, service quality, customer service satisfaction, and social equity). This study also distinguishes between the values emphasized at the three stages of the policy process model: process, output, and outcome. The prevalence of each value is compared across time and at various stages of the policy process at the agency level. By tracking trends of values in performance measures across years based on different stages of the policy process, this study found that value congruence exists across years at the agency level. This study finally provides practical implications.