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While current research in network management focuses on establishing, empirically, that network management contributes positively to organizational performance, theoretical work remains to answer how network management induces positive organizational outcomes. Similarly, although the classical intraorganizational management perspective may seem unsuitable for today's multiorganizational environment, researchers should not abandon what classic organizational theory can offer as the perspective continues to shift. This article represents a first step toward bringing a proactive management perspective to bear on the empirical analysis of managerial activity & program performance, when operating within a networked environment. The goal is to enable researchers to see a clearer picture of how network management, particularly proactive management, influences organizational performance on a set of programmatic indicators. Public education provides the context for the investigation. Tables, References. Adapted from the source document.

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.

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.

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.

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

This study draws upon the social determinants of health framework to model and test the extent to which a community's social capital is health protective in the face of a substantial economic shock, namely the recent foreclosure crisis. U.S. county–level data are used to analyze potential moderating effects of social capital on health given a community's foreclosure risk. We rely upon established social capital measures for U.S counties and merge them with county level foreclosure risk scores constructed by the U.S. Department of Housing and Urban Development (HUD). While theorists suggest that social capital's effect on health and other outcomes may be durable over time there have been few empirical tests of this. We interact established social capital indicators measured at two points in time with foreclosure risk to predict overall self‐reported health. Our results provide strong support suggesting that high levels of social capital are health protective. Communities with high levels of social capital that are facing high foreclosure risks report significantly better aggregate health outcomes than comparable communities facing the same level of foreclosure risk, but lower levels of social capital.

Using a sample of U.S. counties, this article explores the relationships between community level resilience, represented by capacity (social capital), information (uses of technology), and motivation (perception of threats to county,) on the one hand, and county levels of emergency management (EM) collaboration on the other. We hypothesize that the greater relative presence of bridging social capital networks will be associated with greater levels of collaboration in county EM planning, while the greater relative presence of bonding social capital networks will be associated with lower levels of collaboration. Results indicate that first there are two collaborative environments to assess—the formal and informal—and, second, the presence of political networks (seen as predominantly bridging) relative to the presence of religious networks (viewed as predominantly bonding) has a significant and positive effect on informal collaboration levels, but not on formal collaboration levels. These findings provide insight into how community context in the form of network social capital matters for collaborative EM planning efforts. These results add to prior research that focuses primarily on organizational and institutional sources of collaboration and much less on the community level contextual factors at play.

This article presents a "Call to Action" Social Equity Manifesto developed at the Minnowbrook at 50 conference. The Social Equity Manifesto identifies several critical areas of emphasis that can help move toward the achievement of social equity in the research, teaching, and practice of public administration. Regarding research, we discuss the presence of social equity manuscripts in PAR, JPART, and ATP. Interestingly, the coverage of class inequality is low across all three journals. However, a clear research strength is the plurality of methodological and theoretical approaches. In terms of teaching, all of the NASPAA social equity award winning public affairs programs in the United States offer multiple courses that provide intentional coverage of social equity. With respect to practice in the United States, inequities exist across multiple policy areas. Programs and policies ranging from nondiscrimination to diversity management are discussed. In essence, exposing students to social equity perspectives within the context of public administration curricula can make PA graduates more responsive to the needs of all people.