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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.