SAGE Journal Articles

Tip: Click on each link to expand and view the content. Click again to collapse.

Chapter 1: Accountability

Click on the following links. Please note these will open in a new window.

Yang, K. (2011). Further understanding accountability in public organizations: Actionable knowledge and structure-agency duality. Administration & Society 44 (3), 255-284.

Kalu, K. N. (2008). Bridging the divide: An integrated model of national security education for a new era of international governance. American Review of Public Administration 38 (1), 80-99

Rosenbloom, D. H. (2013). Reflections on “Public Administration Theory and the Separation of Powers.” American Review of Public Administration 43 (4), 381-396.

Meier, K. J., Wrinkle, R. D., and Polinard, J. L. (1999). Equity versus excellence in organizations: A substantively weighted least squares analysis. American Review of Public Administration 29 (1), 5-18

Gilderbloom, J. I., Hanka, M. J., and Ambrosius, J. D. (2012). Without bias? Government policy that creates fair and equitable property tax assessment. American Review of Public Administration 42 (5): 591-605.

LeRoux, K. (2009). Managing stakeholder demands: Balancing responsiveness to clients and funding agents in nonprofit social service organizations. Administration & Society 41 (2), 158-184.

Bertelli, A. M. and Lynn, L. E., Jr. 2006. Public management in the shadow of the Constitution. Administration & Society 38 (1), 31-57.

Page, S. (2006). The web of managerial accountability: The impact of reinventing government. Administration & Society 38 (2), 166-197

Brewer, G. A., Neubauer, B. J. and Geiselhart, K. (2006). Designing and implementing e-government systems: Critical implications for public administration and democracy. Administration & Society 38 (4), 472-499.

Chapter 2: What Government Does - And How It Does It

Click on the following links. Please note these will open in a new window.

Kettl, D. F. (2003). Contingent coordination: Practical and theoretical puzzles for homeland security. American Review of Public Administration 33 (3), 253-277.

Roberts, P. S. (2013). Discrimination in a disaster agency’s security culture. Administration & Society 45 (4), 387-419.

Goodsell, C. T. 2007. Six normative principles for the contracting-out debate. Administration & Society 38 (6), 669-688

Malhotra, N. and Popp, E. 2010. Bridging partisan divisions over antiterrorism policies: The role of threat perceptions. Political Research Quarterly 65 (1), 34-47.

Vinzant, J. and Crothers, L. (1996). Street-level leadership: Rethinking the role of public servants in contemporary governance.  American Review of Public Administration 26 (4), 457-476.

Gillman, H. (1994). Preferred freedoms: The progressive expansion of state power and the rise of modern civil liberties jurisprudence. Political Research Quarterly 47 (3), 623-653.

Newcomer, K. and Grob, G. (2004). Federal Offices of the Inspector General: Thriving on chaos? American Review of Public Administration 34 (3), 235-251.

Kiel, L. D. and Elliot, E. (1999). Long-wave economic cycles, techno-economic paradigms, and the pattern of reform in American public administration. Administration & Society 30 (6), 616-639.

Rubin, I. S. (1994). Early budget reformers: Democracy, efficiency, and budget reforms. American Review of Public Administration 24 (3), 229-252

Chapter 3: What Is Public Administration?

Click on the following links. Please note these will open in a new window.

Maynard-Moody, S., Musheno, M. and Palumbo, D. (1990). Street-wise social policy: Resolving the dilemma of street-level influence and successful implementation. Political Research Quarterly 43 (4), 833-848.

Loyens, K. and Maesschalck, J. (2010). Toward a theoretical framework for ethical decision making of street-level bureaucracy. Administration & Society 42 (1), 66-100

Newswander, C. B. and Newswander, L. K. (2013). Metis: Using wile and wisdom to inform administrative discretion. American Review of Public Administration Online before print: DOI 10.1177/0275074013490991

Goodsell, C. T. (2007). Six normative principles for the contracting-out debate. Administration & Society 38 (6), 669-688.

Dehoog, R. H. (1990). Competition, negotiation, or cooperation: Three models for service contracting. Administration & Society 22 (3), 317-240.

Fernandez, S., Ryu, J. E., and Brudney, J. L. (2008). Exploring variation in contracting for services among American local governments: Do politics still matter? American Review of Public Administration 38 (4), 439-462.

Sandfort, J., Selden, S. C., and Sowa, J. E. (2008). Do government tools influence organizational performance? Examining their implementation in early childhood education. American Review of Public Administration 38 (4), 412-438.

McCabe, B. C. (2000). Special-district formation among the states. State and Local Government Review 32 (2), 121-131.

Pagano, M. A., and Perry, D. (2008). Financing infrastructure in the 21st century city. Public Works Management & Policy 13 (1): 22-38.

Binz-Scharf, M. C., Lazer, D., Mergel, I. (2012). Search for answers: Networks of practice among public administrators. American Review of Public Administration 42 (2), 202-225.

Heinrich, C. J. (2007). Evidence-based policy and performance management: Challenges and prospects in two parallel movements. American Review of Public Administration 37 (3), 255-277.

Chapter 4: Organizational Theory

Click on the following links. Please note these will open in a new window.

Lurie, I. and Riccucci, N. M. (2003). Changing the “culture” of welfare offices: From vision to front lines. Administration & Society 34 (6), 653-677.

Wright, B. E., and Pandey, S. K. (2010). Public organizations and mission valence: When does mission matter? Administration & Society 43 (1), 22-44.

Visser, J. A. (2002). Understanding local government cooperation in urban regions: Toward a cultural model of interlocal relations. American Review of Public Administration 32 (1), 40-65.

Garrow, V., and Hirsh, W. (2008). Talent management: Issues of focus and fit. Public Personnel Management 37 (4), 389-402.

Adams, G. B., and Ingersoll, V. H. (1990). Culture, technical rationality, and organizational culture. American Review of Public Administration 20 (4), 285-302.

Newswander, L. K. and Newswander, C. B. (2012). Encouraging cognitive flexibility and interdisciplinarity in public administration programs. Administration & Society 44 (3), 285-309.

Theobald, R. (1997). Enhancing public service ethics: More culture, less bureaucracy? Administration & Society 29 (4), 490-504.

Grönlund, K., and Setälä, M. (2012). In honest officials we trust: Institutional confidence in Europe. American Review of Public Administration 42 (5), 523-542.

Thomas, C. W. (1998). Maintaining and restoring trust in government agencies and their employees. Administration & Society 30 (2), 166-193.

Doverspike, D., Qin, L., Magee, M. P., Snell, A. F., and Vaiana, P. (2011). The public sector as a career choice: Antecedents of an expressed interest in working for the federal government. Public Personnel Management 40 (2), 119-132.

Morgeson, F. V., and Petrescu, C. (2011). Do they all perform alike? An examination of perceived performance, citizen satisfaction and trust in U.S. federal agencies. International Review of Administrative Sciences 77 (3), 451-479.

Chapter 5: The Executive Branch

Click on the following links. Please note these will open in a new window.

Choi, S. O., and Brower, R. S. (2006). When practice matters more than government plans: A network analysis of local emergency management.  Administration & Society 37 (6), 651-678.

Edwards, F. L. (2007). Federal intervention in local emergency planning: Nightmare on main street. State and Local Government Review 39 (1), 31-43.

Koski, C. (2013). Does a partnership need partners? Assessing partnerships for critical infrastructure protection. American Review of Public Administration, Advance Access DOI: 10.1177/0275074013494754.

Kapucu, N., and Garayev, V. (2013). Designing, managing, and sustaining functionally collaborative emergency management networks. American Review of Public Administration 43 (3): 312-330

Lee, J. W., Rainey, H. G., and Chun, Y. H. (2010). Goal ambiguity, work complexity, and work routineness in federal agencies. American Review of Public Administration 40 (3), 284-308.

Jung, C. S. (2012). Developing and validating new concepts and measures of program goal ambiguity in the U.S. federal government. Administration & Society 44 (6), 675-701.

Goodsell, C. T. (2011). Mission mystique: Strength at the institutional center. Administration & Society 41 (5), 475-494.

Haines, D. W. (2003). Better tools, better workers: Toward a lateral alignment of technology, policy, labor, and management. American Review of Public Administration 33 (4), 449-478.

Reid, M. F., Riemenschneider, C. K., Allen, M. W., and Armstrong D. J. (2008). Information technology employees in state government: A study of affective organizational commitment, job involvement, and job satisfaction. American Review of Public Administration 38 (1), 41-61.

Li, M. and Feeney, M. K. (2014). Adoption of electronic technologies in local U.S. governments: Distinguishing between e-services and communication technologies. American Review of Public Administration 44 (1), 75-91.

Chapter 6: Organizational Problems

Click on the following links. Please note these will open in a new window.

Aberbach, J. D. and Christensen, T. (2014). Why reforms so often disappoint. American Review of Public Administration 44 (1), 3-16.

Thompson, James R. (2001). The Clinton reforms and the administrative ascendancy of Congress. American Review of Public Administration 31 (3), 249-272

Verschuere, B. and Bach, T. (2012). Executive agencies, ministers, and departments: Can policy and management ever be separated? Administration & Society 44 (2), 183-206

Durant, R. F. (2009). Theory building, administrative reform movements, and the perdurability of Herbert Hoover. American Review of Public Administration 39 (4), 327-351.

Thompson, J. R., and Jones, V. D. (1995). Reinventing the federal government: The role of theory in reform implementation. American Review of Public Administration 25 (2), 183-199.

Pautz, M. C., and Washington, C. P. (2009). Sarbanes-Oxley and the relentless pursuit of government accountability: The perils of 21st-century reform. Administration & Society 41 (6), 651-673.

Bundt, J. and Lutz, G. M. (1999). Connecting state government reform with public priorities: The Iowa test case. State and Local Government Review 31 (2), 78-90

Thompson, F. J. (2013). The rise of executive federalism: Implications for the picket fence and IGM. American Review of Public Administration 43 (1), 3-25.

Stever, J. A. (2005). Adapting intergovernmental management to the new age of terrorism. Administration & Society 37 (4), 379-403.

Wise, C. R., and Christensen, R. K. (2005). A full and fair capacity: Federal courts managing state programs. Administration & Society 37 (5), 576-610.

Chapter 7: Administrative Reform

Click on the following links. Please note these will open in a new window.

Perry, J. L. (2007). Democracy and the new public service. American Review of Public Administration 37 (1), 3-16.

Rose, R. P. (2013). Preferences for careers in public work: Examining the government-nonprofit divide among undergraduates through public service motivation. American Review of Public Administration 43 (4), 416-437

Park, S. M., and Word, J. (2012). Driven to service: Intrinsic and extrinsic motivation for public and nonprofit managers. Public Personnel Management 41 (4), 705-734

Chen, C. (2012). Explaining the difference of work attitudes between public and nonprofit managers: The views of rule constraints and motivation styles. American Review of Public Administration 42 (4), 437-460.

van Steden, R., van der Wal, Z., and Lasthuizen, K. (2013). Overlapping values, mutual prejudices: Empirical research into the ethos of police officers and private security guards. Administration & Society, Advance online before print doi: 10.1177/0095399713509530.

Kennedy, S. S. and Malatesta, D. (2010). A very tangled web: Public and private redux. Administration & Society 42 (1), 101-118.

Thompson, J. R., and Mastracci, S. H. (2008). The blended workforce: Alternative federal models. Public Personnel Management 37 (3), 363-380.

Moynihan, D. P., and Ingraham, P. W. (2004). Integrative leadership in the public sector: A model of performance information use. Administration & Society 36 (4), 427-453

Kroll, A. (2013). Explaining the use of performance information by public managers: A planned-behavior approach. American Review of Public Administration, Advance online before print: doi 10.1177/0275074013486180.

Moynihan, D. P. (2013). Advancing the empirical study of performance management: What we learned from the Program Assessment Rating Tool. American Review of Public Administration 43 (5), 499-517.

Ammons, D. N., Liston, E. G., and Jones, J. A. (2013). Performance management purpose, executive engagement, and reported benefits among leading local governments. State and Local Government Review 45 (3), 172-179.

Chapter 8: The Civil Service

Click on the following links. Please note these will open in a new window.

Ward, R. C. (2007). The outsourcing of public library management: An analysis of the application of new public management theories from the principal-agent perspective. Administration & Society 38 (6), 627-648.

Joaquin, M. E., and Greitens, T. J. (2009). Presidential policy initiatives and agency compliance: Organizational adaptation to A-76. Administration & Society 41 (7), 815-849.

Snavely, K. and Desai, U. (2010). Competitive sourcing in the federal civil service. American Review of Public Administration 40 (1), 83-99.

Lamothe, M. and Lamothe, S. (2010). Competing for what? Linking competition to performance in social service contracting. American Review of Public Administration 40 (3), 326-350.

Tompkins, J. (2002). Strategic human resources management in government: Unresolved issues. Public Personnel Management 31 (1), 95-110.

Wright, B. E., and Davis, B. S. (2003). Job satisfaction in the public sector. American Review of Public Administration 33 (1), 70-90.

Jiminez, B. S. (2013). Strategic planning and the fiscal performance of city governments during the great recession. American Review of Public Administration 43 (5), 581-601

Paarlberg, L. E. and Gen, S. (2009). Exploring the determinants of nonprofit coproduction of public service delivery: The case of K-12 public education. American Review of Public Administration 39 (4), 391-408.

Brudney, J. L. (1985). Coproduction: Issues in implementation. Administration & Society 17 (3), 243-256.

Montjoy, R. S., and Brudney, J. L. (1991). Volunteers in the delivery of public services: Hidden costs…and benefits. American Review of Public Administration 21 (4), 327-344.

McBride, A. M., and Lee, Y. S. (2012). Institutional predictors of volunteer retention: The case of AmeriCorps National Service. Administration & Society 44 (3), 343-366

Chapter 9: Human Capital

Click on the following links. Please note these will open in a new window.

Lewis, G. B., and Cho, Y. J. (2011). The aging of the state government workforce: Trends and implications. American Review of Public Administration 41 (1), 48-60

Jacobson, W. S. (2010). Preparing for tomorrow: A case study of workforce planning in North Carolina municipal governments. Public Personnel Management 39 (4), 353-377.

Calo, T. J. (2008). Talent management in the era of the aging workforce: The critical role of knowledge transfer. Public Personnel Management 37 (4), 403-416

Liebowitz, J. (2004). Bridging the knowledge and skills gap: Tapping federal retirees. Public Personnel Management 33 (4), 421-448.

Calo, T. J. (2006). The psychological contract and the union contract: A paradigm shift in public sector employee relations. Public Personnel Management 35 (4), 331-342.

Reilly, T. (2013). Comparing public-versus-private sector pay and benefits: Examining lifetime compensation. Public Personnel Management 42 (4), 521-544.

Coggburn, J. D., Daley, D. M., and Kearney, R. C. (2012). Public sector retiree health care benefits: A view from the American states. Public Personnel Management 41 (2), 219-240.

Chandler, T. D., and Gely, R. (1996). Toward identifying the determinants of public-employee unions’ involvement in political activities. American Review of Public Administration 26 (4), 417-438.

Ingraham, P.W. (2006). Leadership: The challenge and the opportunity. American Review of Public Administration 36 (4), 361-362

Kapucu, N. and Van Wart, M. (2008). Making matters worse: An anatomy of leadership failures in managing catastrophic events. Administration & Society 40 (7), 711-740.

Callahan, R. F. and Gilbert, G. R. (2005). End-user satisfaction and design features of public agencies. American Review of Public Administration 35 (1), 57-73.

Chapter 10: Decision Making: Rationality and Risk

Click on the following links. Please note these will open in a new window.

Ventriss, C. (2013). The economic crisis of 2008 and its substantive implications for public affairs. American Review of Public Administration 43 (6), 627-655.

Kloha, P., Weissert, C. S., and Kleine, R. (2005). Someone to watch over me: State monitoring of local fiscal conditions. American Review of Public Administration 35 (3), 236-255.

Wang, W., and Hou, Y. (2012). Do local governments save and spend across budget cycles? Evidence from North Carolina. American Review of Public Administration 42 (2), 152-169.

Donahue, A. K, and Miller, J. M. (2006). Experience, attitudes, and willingness to pay for public safety. American Review of Public Administration 36 (4), 395-418.

Donahue, A. K. (2004). Managerial perceptions and the production of fire protection. Administration & Society 35 (6), 717-746.

Wood, C. (2008). The nature of metropolitan governance in urban America: A study of cooperation and conflict in the Kansas City region. Administration & Society 40 (5), 483-501.

Feiock, R. C., Clinger, J. C., Shrestha, M., and Dasse, C. (2007). Contracting and sector choice across municipal services. State and Local Government Review 39 (2), 72-83

Meijer, A. J. (2014). New media and the coproduction of safety: An empirical analysis of Dutch practices. American Review of Public Administration 44 (1), 17-34.

Ho, A. T., and Ni. A. Y. (2004). Explaining the adoption of e-government features: A case study of Iowa county treasurers’ offices. American Review of Public Administration 34 (2), 164-180.

Knox, C. C. (2013). Public administrators’ use of social media platforms: Overcoming the legitimacy dilemma. Administration & Society, Online advance access: doi: 10.1177/0095399713503463.

Perlman, B. J. (2012). Social media sites at the state and local levels: Operational success and governance failure. State and Local Government Review 44 (1), 67-75.

Chapter 11: Budgeting

Click on the following links. Please note these will open in a new window.

Bolívar, M. P. R., Pérez, M. d. C. C., and López-Hernández, A. M. (2013). Online budget transparency in OECD member countries and administrative culture. Administration & Society, Online advance access: doi: 10.1177/0095399713509238

Bowman, J. S., and Stevens, K. A. (2013). Public pay disclosure in state government: An ethical analysis. American Review of Public Administration 43 (4), 476-492.

Adams, G. B., and Balfour, D. L. (2010). Market-based government and the decline of organizational ethics. Administration & Society 42 (6), 615-637.

Hess, D. B., and Lombardi, P. A. (2005). Governmental subsidies for public transit: History, current issues, and recent evidence. Public Works Management & Policy 10 (2), 138-156.

Scorsone, E. A., and Plerhoples, C. (2010). Fiscal stress and cutback management amongst state and local governments: What have we learned and what remains to be learned? State and Local Government Review 42 (2), 176-187.

Jung, C., and Bae, S. (2011). Changing revenue and expenditure structure and the reliance on user charges and fees in American counties, 1972-2002. American Review of Public Administration 41 (1), 92-110.

Jeong, M.-G. (2007). Local political structure, administrative capacity, and revenue policy choice. State and Local Government Review 39 (2), 84-95.

Kelly, J. M. (2005). A century of public budgeting reform: The “key” question. Administration & Society 37 (1), 89-109.

Streib, G. D., and Poister, T. H. (1999). Assessing the validity, legitimacy, and functionality of performance measurement systems in municipal governments. American Review of Public Administration 29 (2), 107-123.

Ammons, D. N., and Edwards, J. S. 2008. Misrepresentation of staffing standards for police. State and Local Government Review 40 (3), 186-194.

Daley, D. M. (2012). A fire bell in the night: Unfunded liability and local government retiree health care benefits. Public Personnel Management 41 (4), 619-635.

Chapter 12: Implementation and Performance

Click on the following links. Please note these will open in a new window.

Mahler, J., and Regan, P. (2002). Learning to govern online. American Review of Public Administration 32 (3), 326-349.

Manoharan, A. (2013). A study of the determinants of county e-government in the United States. American Review of Public Administration 43 (2), 159-178.

Brainard, L. A., and McNutt, J. G. (2010). Virtual government—citizen relations: Informational, transactional, or collaborative? Administration & Society 42 (7), 836-858.

Hall, T. E., and O’Toole, L. J., Jr. (2000). Structures for policy implementation: An analysis of national legislation, 1965-1966 and 1993-1994. Administration & Society 31 (6), 667-686

Stalebrink, O. (2009). National performance mandates and intergovernmental collaboration: An examinations of the Program Assessment Rating Tool (PART). American Review of Public Administration 39 (6), 619-639.

Grossback, L. J. (2002). The problem of state-imposed mandates: Lessons from Minnesota’s local governments. State and Local Government Review 34 (3), 183-197

Stivers, C. (1987). Reframing health policy debate: The need for public interest language. Administration & Society 19 (3), 309-327.

Hou, Y., Moynihan, D. P., and Ingraham, P. W. (2003). Capacity, management, and performance: Exploring the links. American Review of Public Administration 33 (3), 295-315.

Alford, J. (2002). Why do public-sector clients coproduce? Toward a contingency theory. Administration & Society 34 (1), 32-56.

Chapter 13: Regulation and the Courts

Click on the following links. Please note these will open in a new window.

Licari, M. J., and Meier, K. J. (1997). Regulatory policy when behavior is addictive: Smoking, cigarette taxes and bootlegging. Political Research Quarterly 50 (1), 5-24.

Walters, J. (2012). Uncertainty, isomorphism, and the birth of a new industry: Regulatory policy development in a new health services sector, 1994-2004. Administration & Society 44 (4), 458-486

May, P. J. (1997). State regulatory roles: Choices in the regulation of building safety. State and Local Government Review 29 (2), 70-80

Wilk, E. M., and Lamb, C. M. (2011). Federalism, efficiency, and civil rights enforcement. Political Research Quarterly 64 (2), 392-404.

Wise, C. R., and Christensen, R. K. (2005). A full and fair capacity: Federal courts managing state programs. Administration & Society 37 (5), 576-610.

Richman, R. (1997). The Supreme Court and the “integrity of the public service:” an interpretation. American Review of Public Administration 27 (1), 43-60.

Spriggs, J. F., II. (1997). Explaining federal bureaucratic compliance with Supreme Court opinions. Political Research Quarterly 50 (3), 567-593.

Pope, P. J., and Garrett, T. M. (2013). America’s Homo Sacer: Examining U.S. deportation hearings and the criminalization of illegal immigration. Administration & Society 45 (2), 167-186

Francis, J. G., and Francis, L. P. (2011). Rights variation within a federalist system: Understanding the importance of mobility. Political Research Quarterly 64 (1), 82-93.

Agranoff, R., and McGuire, M. (1999). Expanding intergovernmental management’s hidden dimensions. American Review of Public Administration 29 (4), 352-369.

Chapter 14: Accountability and Politics

Click on the following links. Please note these will open in a new window.

Klinger, D. E., Nalbandian, J., and Romzek, B. S. (2002). Politics, administration, and markets: Conflicting expectations and accountability. American Review of Public Administration 32 (2), 117-144.

Jørgensen, T. B., and Bozeman, B. (2007). Public values: An inventory. Administration & Society 39 (3), 354-381

Davis, P., and West, K. (2008). What do public values mean for public action? Putting public values in their plural place. American Review of Public Administration 39 (6), 602-618.

McDonald, B. D., III. (2010). The Bureau of Municipal Research and the development of a professional public service. Administration & Society 42 (7), 815-835.

Page, S. (2006). The web of managerial accountability: The impact of reinventing government. Administration & Society 38 (2), 166-197.

Russell, G. D., and Waste, R. J. (1998). The limits of reinventing government. American Review of Public Administration 28 (4), 325-346.

Blanchard, L. A., Hinnant, C. C., and Wong, W. (1998). Market-based reforms in government: Toward a social subcontract? Administration & Society 30 (5), 483-512

Coe, C. K., and Ammons, D. A. (1993). Industrial engineering: A productivity improvement discipline underutilized by government. American Review of Public Administration 23 (3), 247-261

Garnett, J. L., and Levine, C. H. (1980). State executive branch reorganization: Patterns and perspectives. Administration & Society 12 (3), 227-276.

Roberts, A. (1996). Why the Brownlow Committee failed: Neutrality and partisanship in the early years of public administration. Administration & Society 28 (1), 3-38

Knott, J. H., and Miller, G. J. (2008). When ambition checks ambition: Bureaucratic trustees and the separation of powers. American Review of Public Administration 38 (4), 387-411.