Summary
Overview
Key Readings
Comprising theoretical and empirical perspectives and drawn from international journals with a global focus, Organizing Government, a three-volume set presents the key papers in macro-organizational and micro-organizational studies and their implications on public administration.
Divided into two sections, the first part of this collection adopts a sector-wide focus, concentrating on the issues of governance, politics, markets and competition, regulation and inter-organizational relations. The second section concentrates on management issues in an organizational context, addressing leadership, strategy and change management.
Drawing on experience of both academic and professional spheres, the editors incorporate a range of theoretical and disciplinary perspectives spanning organizational behavior, organizational theory, human resource management and strategy, forming a resource that will be invaluable to all students of management in the public sector.
Editors' Introduction: Organizing Government
Organizing Government: Volume I
Inter-organizational Relations
In recent years we have witnessed enormous change in the governance and organization of public services, and our first group of articles contribute to the growing debate on organizational form and inter-organizational relationships within the public sector. Our opening two articles provide an overview of the changing governance landscape whilst the remaining articles focus on specific developments in inter-organizational relations. For example, four articles focus on the relationship between the private sector and government, which has developed significantly, largely as a result of the extensive privatization and out-sourcing programmes of the 1980s and 1990s, and the establishment of public-private partnerships. A further set of articles assess the effects of a gradual movement towards network and ...
Table of Contents
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Volume I
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(a) Inter-organizational Relations
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Paul DiMaggio | Walter Powell
1983
American Sociological Review
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2. Studying Governance and Public Management: Challenges and Prospects
Laurence Lynn | Carolyn Heinrich | Carolyn Hill
2000
Journal of Public Administration Research and Theory
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3. The Creation and Evolution of Quasi Markets in the Public Sector: A Problem for Strategic Management
Ewan Ferlie
1992
Strategic Management Journal
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4. Bureaucratic Theory Meets Reality: Public Choice and Service Contracting in U.S. Local Government
George Boyne
1998
Public Administration Review
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5. Privatization and Its Reverse: Explaining the Dynamics of the Government Contracting Process
Amir Hefetz | Mildred Warner
2004
Journal of Public Administration Research and Theory
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6. ‘What Counts is What Works’? Constructing Evaluations of Market Mechanisms
Janet Newman
2001
Public Administration
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7. The New Governance: Governing without Government
R. Rhodes
1996
Political Studies
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8. Governance without Government? Rethinking Public Administration
B. Peters | John Pierre
1998
Journal of Public Administration Research and Theory
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Keith Provan | H. Milward
1995
Administrative Science Quarterly
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10. Using Collaboration as a Governance Strategy: Lessons from Six Watershed Management Programs
Mark Imperial
2005
Administration & Society
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Lisa Bingham | Tina Nabatchi | Rosemary O'Leary
2005
Public Administration Review
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12. The Dynamics of Multi-Organizational Partnerships: An Analysis of Changing Modes of Governance
Vivien Lowndes | Chris Skelcher
1998
Public Administration
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13. The Old Ways Are the Best? The Durability and Usefulness of Bureaucracy in Public Sector Management
Jill Schofield
2001
Organization
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Volume II
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(b) Regulating Professionals
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14. The Study of Administration
Woodrow Wilson
1941
American Political Science Quarterly
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15. A Theory of Political Control and Agency Discretion
Randall Calvert | Mathew McCubbins | Barry Weingast
1989
American Journal of Political Science
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16. The Dynamics of Political-Bureaucratic Adaptation
B. Dan Wood | Richard Waterman
1993
American Journal of Political Science
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17. Expertise in Accountability: Institutions and Techniques
Patricia Day | Rudolf Klein
1987
Accountabilities: Five Public Services
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18. New Modes of Control in the Public Service
Paul Hoggett
1996
Public Administration
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19. Control, Bargains, and Cheating: The Politics of Public-Service Reform
Christopher Hood
2002
Journal of Public Administration Research and Theory
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20. Auditing and the Reinvention of Governance
Michael Power
1999
The Audit Society: Rituals of Verification
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21. Public Services and the Theory of Regulation
Michael Barrow
1996
Policy and Politics
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22. An Inspector Calls? Regulation and Accountability in Three Public Services
Gordon Hughes | Robert Mears | Christopher Winch
1997
Policy and Politics
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23. The Web of Managerial Accountability: The Impact of Reinventing Government
Stephen Page
2006
Administration & Society
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24. Regulatory Problems in the Public Sector: Theories and Cases
Rachel Ashworth | George Boyne | Richard Walker
2002
Policy & Politics
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(c) Performance Management
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25. Evolution of Performance Measurement until 1930
Daniel Williams
2004
Administration & Society
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26. The Theory of Government Failure
Julian Le Grand
1991
British Journal of Political Science
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27. On the Concept of Organizational Goal
Herbert Simon
1964
Administrative Science Quarterly
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28. Organizational Performance and Multiple Constituencies
Herman Boschken
1994
Public Administration Review
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29. Quality and Public Services
Kieron Walsh
1991
Public Administration
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30. Citizen Satisfaction and Administrative Performance Measures: Is There Really a Link?
Janet Kelly
2003
Urban Affairs Review
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31. Sources of Public Service Improvement: A Critical Review and Research Agenda
George Boyne
2003
Journal of Public Administration Research and Theory
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32. Modeling the Impact of Public Management: Implications of Structural Context
Kenneth Meier | Laurence O'Toole
1999
Journal of Public Administration Research and Theory
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33. Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations
Hal Rainey | Paula Steinbauer
1999
Journal of Public Administration Research and Theory
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34. Justification by Works or by Faith? Evaluating the New Public Management
Christopher Pollitt
1995
Evaluation
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35. Outcome-Related Performance Indicators and Organizational Control in the Public Sector
Peter Smith
1993
British Journal of Management
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Volume III
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(d) Organizational Strategy
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36. Public and Private Management: Are They Fundamentally Alike in All Unimportant Respects?
Graham Allison
1992
Classics of Public Administration
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Peter Ring | James Perry
1985
Academy of Management Review
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38. Comparing Public and Private Organizations: Empirical Research and the Power of the a Priori
Hal Rainey | Barry Bozeman
2000
Journal of Public Administration Research and Theory
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39. The Science of “Muddling Through”
Charles Lindblom
1959
Public Administration Review
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40. If Planning is Everything, Maybe It's Nothing
Aaron Wildavsky
1973
Policy Sciences
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41. Innovation in Public Management: The Adoption of Strategic Planning
Frances Berry
1994
Public Administration Review
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42. Policy Making and Administration in State Agencies: Strategic Management Approaches
Barton Wechsler | Robert Backoff
1986
Public Administration Review
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43. Managerial Strategies in Local Government
Royston Greenwood
1987
Public Administration
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44. Strategy Content and Organizational Performance: An Empirical Analysis
Rhys Andrews | George Boyne | Richard Walker
2006
Public Administration Review
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45. The Fiscal Distress of Local Governments in Israel: Sources and Coping Strategies
Abraham Carmeli
2008
Administration & Society
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(e) Leadership
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46. Upper Echelons: The Organization as a Reflection of Its Top Managers
Donald Hambrick | Phyllis Mason
1984
Academy of Management Review
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James Meindl | Sanford Ehrlich | Janet Dukerich
1985
Administrative Science Quarterly
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48. Administrative Reform: Changing Leadership Roles?
Tom Christensen
2001
Governance: An International Journal of Policy and Administration
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49. Administrative Leadership, Neo-Managerialism, and the Public Management Movement
Larry Terry
1998
Public Administration Review
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Jeffrey Pfeffer | William Moore
1980
Administrative Science Quarterly
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51. Explaining the Tenure of Local Government Managers
Richard Feiock | Christopher Stream
1998
Journal of Public Administration Research and Theory
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52. Integrative Leadership in the Public Sector: A Model of Performance-Information Use
Donald Moynihan | Patricia Ingraham
2004
Administration & Society
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53. An Evaluation of Leadership as a Response to Agency Failure in the Public Sector
Joe Wallis | Brian Dollery
1997
Public Administration
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54. The Role of Democratic Values in Transformational Leadership
Janet Denhardt | Kelly Campbell
2006
Administration & Society
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Sergio Fernandez
2005
Journal of Public Administration Research and Theory
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Volume IV
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(f) The Management of Change
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56. Change in the Management of Public Services
John Stewart | Kieron Walsh
1992
Public Administration
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Peter Robertson | Sonal Seneviratne
1995
Public Administration Review
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58. Strategies for Public Service Turnaround: Lessons from the Private Sector?
George Boyne
2006
Administration & Society
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59. Redesigning Public Services: Challenges of Practice for Policy
Terry McNulty
2003
British Journal of Management
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60. Public Sector Services and Their Management
Stephen Ackroyd | John Hughes | Keith Soothill
1989
Journal of Management Studies
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61. Identifying, Enabling and Managing Dynamic Capabilities in the Public Sector
Amy Pablo | Trish Reay | James Dewald | Ann Casebeer
2007
Journal of Management Studies
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62. Change Management – Strategy and Values in Six Agencies from the Australian Public Service
Jenny Stewart | Paul Kringas
2003
Public Administration Review
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63. Microprocesses of Institutional Change in the Context of Privatization
Gerry Johnson | Stuart Smith | Brian Codling
2000
Academy of Management Review
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64. Managing Successful Organizational Change in the Public Sector
Sergio Fernandez | Hal Rainey
2006
Public Administration Review
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Robyn Thomas | Annette Davies
2005
Organization Studies
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66. Changing Public Service Organizations: Current Perspectives and Future Prospects
Ewan Ferlie | Jean Hartley | Steve Martin
2003
British Journal of Management
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