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Working paper
Public Administration in Dark Times: Some Questions for the Future of the Field
In: Journal of Public Administration Research and Theory, Band 21, S. 29-43
SSRN
The Benefits of Bureaucracy: Public Managers' Perceptions of Political Support, Goal Ambiguity, and Organizational Effectiveness
In: Journal of Public Administration Research and Theory, Band 21, Heft 4, S. 645-672
SSRN
The Benefits of Bureaucracy: Public Managers' Perceptions of Political Support, Goal Ambiguity, and Organizational Effectiveness
In: Journal of public administration research and theory, Band 21, Heft 4, S. 645-645
ISSN: 1053-1858
The Benefits of Bureaucracy: Public Managers' Perceptions of Political Support, Goal Ambiguity, and Organizational Effectiveness
In: Journal of public administration research and theory, Band 21, Heft 4, S. 645-672
ISSN: 1477-9803
Public organizations rely extensively on sources of support -- political and otherwise -- external to themselves to ensure continued success in meeting policy goals. The resource-dependent nature of political-administrative relations can create performance problems for organizations, especially when perceptions of political support decline. Previous literature demonstrates how low levels of political support may amplify goal ambiguity for organizations in the public sphere. We argue that these organizations benefit from hierarchical authority, which can diffuse environmental uncertainties (such as those associated with increased goal ambiguity) to maintain performance. We develop a test of this claim using data collected in Phase II of the National Administrative Studies Project Findings confirm a contingent model of performance in which low political support and increased goal ambiguity are counteracted by varying degrees of internal hierarchical authority. Adapted from the source document.
Public Administration in Dark Times: Some Questions for the Future of the Field
In: Journal of public administration research and theory, Band 21, S. i29-i43
ISSN: 1477-9803
This essay identifies two problems that impede the ability of public administration to govern effectively in dark times. First, public administration has failed to adequately acknowledge itself as an arbiter of political conflict and as a discipline responsible for shaping societal affairs. Second, the field is entrenched in a bureaucratic pathology that limits its capacity to address complex policy problems. We argue that these issues show a clear need for the reinvigoration of democratic ethos as the foundation for public administration. Building on the ideas of some Minnowbrook III working groups, we pose questions to help begin discussions about both democratic ethos and the ability of public administration to govern in dark times. Adapted from the source document.
Management, Law, and the Pursuit of the Public Good in Public Administration
In: Journal of Public Administration Research and Theory, Band 21, S. 125-140
SSRN
Management, Law, and the Pursuit of the Public Good in Public Administration
In: Journal of public administration research and theory, Band 21, S. i125-i140
ISSN: 1477-9803
The tension between managerialism and legalism in public administration has been a recurring theme at Minnowbrook conferences. This tension, increasingly evident in the literature, is couched in the often-conflicting values of efficiency and performance, on one hand, and legal and democratic values such as accountability, equality, and transparency, on the other hand. Building on conversations we began at Minnowbrook III, we specify a three-part proposal through which the legal and managerial approaches to US public administration might be better integrated. At a time when public administrative reforms potentially exacerbate the law management tension, our proposal's primary implication is the simultaneous achievement of public service delivery that is efficient, effective, and defendable in the US constitutional democracy. Adapted from the source document.
Cybersecurity Management in the States: The Emerging Role of Chief Information Security Officers
Publisher final version ; The importance of safeguarding information created and shared on computers and the Internet has increased significantly in recent years, as society has become increasingly dependent on information technology in government, business, and in their personal lives. Both corporations and government have responded by creating a new role in their organizations to lead the safeguarding efforts—chief information security officers (CISOs). The role of these officers is still under development. Do they safeguard best by using law enforcement techniques and technological tools? Or are they more effective if they serve as educators and try to influence the behaviors of technology users? ; IBM Center for the Business of Government
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