References

  1. Aberbach, J. (1990). Keeping a watchful eye: The politics of congressional oversight. Washington, DC: Brookings Institution.
  2. Adams, G., & Balfour, D. (2009). Unmasking administrative evil. Armonk, NY: M. E. Sharpe.
  3. Adams, G. B., & Balfour, D. L. (2010). Market-based government and the decline of organizational ethics. Administration and Society, 42, 615–637.
  4. Adarand v. Pena, (1995). 515 US 200.
  5. Adler, N. J. (2008). International business scholarship: Contributing to a broader definition of success. Research in Global Strategic Management, 14, 327–337.
  6. ADRA, 5 USC sec. 571. http://www.law.cornell.edu/uscode/text/5/571
  7. Advisory Council on Intergovernmental Relations. (1977a). Improving federal grants management. Washington, DC: Government Printing Office.
  8. Advisory Council on Intergovernmental Relations. (1977b). Why categorical grants: Their role and design. Washington DC: Government Printing Office.
  9. Agency for Administration of the Republic of Macedonia. (2002). Code of ethics for civil servants. http://www.aa.mk/WBStorage/Files/01_96_Eticcki_Kodeks.pdf
  10. Agency for International Development v. Alliance for Open Society International. (2013). 133 S Ct 2321.
  11. Agranoff, R. (1986). Intergovernmental management: Human service problem solving in six metropolitan areas. Albany: State University of New York Press.
  12. Agranoff, R. (1996). Managing intergovernmental processes. In J. L. Perry (Ed.), Handbook of public administration (2nd ed.). San Francisco, CA: Jossey-Bass.
  13. Agranoff, R. (2006). Inside collaborative networks: Ten lessons for public managers. Public Administration Review, 66(s1), 56–65.
  14. Agranoff, R. (2007). Managing within networks: Adding value to public organizations. Washington, DC: Georgetown University Press.
  15. Agranoff, R. (2012). Collaborating to manage: A primer for the public sector. Washington, DC: Georgetown University Press.
  16. Agranoff, R., & Lindsay, V. A. (1983). Intergovernmental management: Perspectives from human services problem solving at the local level. Public Administration Review, 43, 227–237.
  17. Agranoff, R., & McGuire, M. (1999). Managing in network settings. Policy Studies Review, 16(1), 18–41.
  18. Agranoff, R., & McGuire, M. (2003). Collaborative public management: New strategies for local governments. Washington, DC: Georgetown University Press.
  19. Agranoff, R., & McGuire, M. (2004). Another look at bargaining and negotiating in intergovernmental management. Journal of Public Administration Research and Theory, 14(4), 495–512.
  20. Ahn, M. J., & Bretschneider, S. (2011). Politics of e-government: E-government and the political control of bureaucracy. Public Administration Review, 71(3), 414–424.
  21. Aidt, T. S., & Jensen, P. S. (2009). Tax structure, size of government, and the extension of the voting franchise in Western Europe, 1860–1938. International Tax and Public Finance, 16(3), 362–394.
  22. Alexander v. Sandoval. (2001). 532 US 235, 294.
  23. Alexander, J., Brudney, J. L., & Yang, K. (2010). Introduction to the symposium: Accountability and performance measurement: The evolving role of nonprofits in the hollow state. Nonprofit and Voluntary Sector Quarterly, 39(4), 565–570.
  24. Alford, J. (2002). Why do public-sector clients co-produce? Toward a contingency theory. Administration and Society, 34(1), 32–56.
  25. Alford, J. (2009). Engaging public sector clients: From service delivery to co-production. London: Palgrave.
  26. Alonso, P., & Lewis, G. B. (2001). Public service motivation and job performance: Evidence from the federal sector. American Review of Public Administration, 31(4), 363–380.
  27. Alter, K. (2006). Social enterprise models and their mission and money relationships. In A. Nichols (Ed.), Social entrepreneurship: New models of sustainable change. New York, NY: Oxford University Press.
  28. Ambrose, M., Arnaud, A., & Schminke, M. (2007). Individual moral development and ethical climate: The influence of person-organization fit on job attitudes. Journal of Business Ethics, 77, 323–333.
  29. American Bar Association. (2006). Report of the task force on presidential signings statements and the separation of powers doctrine. http://www.abanet.org/op/signing_statements/aba_final_signing_statements_recommendation-report_7–24–06.pdf
  30. American Insurance Association v. Garamendi. (2003). 539 US 396.
  31. American Society for Public Administration. (2010). Ethics code. http://www.aspanet.org/scriptcontent/index_codeofethics.cfm
  32. AMERON, Inc. v. US Army Corps of Engineers. (1985). 610 F. Supp. 750, 755 (DNJ), citing United States v. Lee. (1882). 106 US 196, 220.
  33. Amirkhanyan, A., Kim, H. J., & Lambright, K. (2010). Do relationships matter? Assessing the association between relationship design and contractor performance. Public Performance and Management Review, 34(2), 189–220.
  34. Ancona, D. (2005). Leadership in an age of uncertainty (Research Brief). Cambridge, MA: MIT Leadership Center. http://mitleadership.mit.edu/pdf/LeadershipinanAgeofUncertainty-researchbrief.pdf
  35. Ancona, D., Backman, E., & Parrot, K. (2012). D-leadership and relational leadership: Beginning the conversation. In Academy of Management Symposium, (pp. 13–17). Cambridge, MA: Sloan School of Management, MIT.
  36. Ancona, D., Malone, T. W., Orlikowski, W. J., & Senge, P. M. (2007, February). In praise of the incomplete leader. Harvard Business Review, 92–100.
  37. Andersen, L. B., Heinesen, E., & Pedersen, L. H. (2014). How does public service motivation among teachers affect student performance in schools? Journal of Public Administration Research and Theory, 24, 651–671.
  38. Anderson, B. (2012). Commentary: Playing the wrong PART: The Program Assessment Rating Tool and the functions of the president's budget. Public Administration Review, 72, 121–122.
  39. Andolina, M. W., Jenkins, K., Zukin, C., & Keeter, S. (2003). Habits from the home lessons from school: Influences of youth civic engagement. Political Science and Politics, 36(2), 275–280.
  40. Andrews, M. (2005). Performance-based budgeting reform. In A. Shah (Ed.), Fiscal management (pp. 31–70). Washington, DC: World Bank.
  41. Andrews, R., Boyne, G. A., Law, J., & Walker, R. M. (2012). Strategic management and public service performance. Basingstoke, UK: Palgrave Macmillan.
  42. Andrews, R., Boyne, G. A., Meier, K. J., O'Toole, L. J., & Walker, R. M. (2005). Representative bureaucracy, organizational strategy, and public service performance: An empirical analysis of English local government. Journal of Public Administration Research and Theory, 15, 489–504.
  43. Andrews, R., Boyne, G. A., & Walker, R. M. (2006). Strategy content and organizational performance: An empirical analysis. Public Administration Review, 66(1), 52–63.
  44. Andrews, R., Boyne, G. A., & Walker, R. M. (2012). Overspending in public organizations: Does strategic management matter? International Public Management Journal, 15(1), 39–61.
  45. Andrews, R., & Entwistle, T. (2010). Does cross-sectoral partnership deliver? An empirical exploration of public service effectiveness, efficiency, and equity. Journal of Public Administration Research and Theory, 20(3), 679–701.
  46. Anechiarico, F., & Jacobs, J. B. (1996). The pursuit of absolute integrity: How corruption control makes government ineffective. Chicago, IL: University of Chicago Press.
  47. Ansell, C., & Gash, A. (2012). Stewards, mediators, and catalysts: Toward a model of collaborative leadership. Innovation Journal: The Public Sector Innovation Journal, 17(1), 2–21.
  48. Anti-Lobbying Act of 1919. 18 USC sec. 1913.
  49. Antonakis, J. 2012. Transformational and Charismatic Leadership. In The Nature of Leadership. Co-authored by David V. Day and John Antonakis, 256–288. Second Edition. Thousand Oaks: Sage Publications, Inc.
  50. Appleby, P. (1945). Big democracy. New York, NY: Knopf.
  51. Aquino, K. (1998). The effects of ethical climate and the availability of alternatives on the use of deception during negotiation. International Journal of Conflict Management, 9(3), 195–217.
  52. Argyris, C. (1985). Strategy, change, and defensive routines. Boston, MA: Pitman.
  53. Armenakis, A. A., Harris, S. G., & Field, H. S. (1999). Paradigms in organizational change: Change agent and change target perspectives. In R. T. Golembiewski (Ed.), Handbook of organizational behavior (pp. 631–658). New York, NY: Marcel Dekker.
  54. Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46, 681–703.
  55. Armstrong, M. (2004). How to be an even better manager: A complete A–Z of proven techniques and essential skills. London: Kogan Page.
  56. Armstrong, N. A., & Van Slyke, D. M. (2014, May). Contracting for reform: The challenges of procuring security training and advisory services in fragile environments. Paper presented at the AFCEA Acquisitions Research Symposium, Naval Postgraduate School, Monterey, CA.
  57. Arnold, D. S., & Plant, J. (1994). Public official associations and state and local government: A bridge across one hundred years. Fairfax, VA: George Mason University Press.
  58. Arnold, R. D. (1979). Congress and the bureaucracy: A theory of influence. New Haven, CT: Yale University Press.
  59. Arts, B., & Van Tatenhove, J. (2006). Political modernisation and policy arrangements: A framework for understanding environmental policy change. Public Organization Review, 6, 93–106.
  60. Ashforth, B. E., Gioia, D. A., Robinson, S. L., & Trevino, L. K. (2008). Re-viewing organizational corruption. Academy of Management Review, 33(3), 670–684.
  61. Ashraf, N., Bandiera, O., & Jack, K. (2014). No margin, no mission? A field experiment on incentives for public service delivery (Working Paper). Boston, MA: Harvard Business School. http://www.people.hbs.edu/nashraf/NoMarginNoMission_JPubE_Revision.pdf
  62. Association of American Railroads v. US Department of Transportation. (2003). 721 F.3d 666, 668 DC Cir.
  63. Austin, J. E., Leonard, H. B., Reficco, E., & Wei-Skillern, J. (2006). Social entrepreneurship: It is for corporations, too. In A. Nichols (Ed.), Social entrepreneurship: New models of sustainable change. New York, NY: Oxford University Press.
  64. Austin, J. E., Stevenson, H., & Wei-Skillern, J. (2006). Social and commercial entrepreneurship: Same, different, or both? Entrepreneurship Theory and Practice, 30, 1–22.
  65. Babcock, L., & Laschever, S. (2007). Women don't ask. New York, NY: Bantam Dell.
  66. Babin, B., Boles, J., & Robin, D. (2000). Representing the perceived ethical work climate among marketing employees. Journal of the Academy of Marketing Science, 28, 345–358.
  67. Baehler, K. (2003). Managing for outcomes: Accountability and thrust. Australian Journal of Public Administration, 62(4), 23–34.
  68. Baker, G., Gibbons, R., & Murphy, K. J. (2002). Relational contracts and the theory of the firm. Quarterly Journal of Economics, 117(1), 39–84.
  69. Baldacci, E., Petrova, I., Belhocine, N., Dobrescu, G., & Mazraani, S. (2011). Assessing fiscal stress (Working Paper WP/11/100). Washington, DC: International Monetary Fund.
  70. Balducchi, D. E., & Wandner, S. A. (2008). Work sharing policy: Power sharing and stalemate in American federalism. Publius: The Journal of Federalism, 38(1), 111–136.
  71. Bandura, A. (1997). Self-efficacy: The exercise of control. New York, NY: Freeman.
  72. Barberis, P. (1998). The new public management and a new accountability. Public Administration, 76(3), 451–470.
  73. Bardhan, P. (2006). The economist's approach to the problem of corruption. World Development, 34(2), 341–348.
  74. Barnard, C. (1938). The functions of the executive. Cambridge, MA: Harvard University Press.
  75. Barnes, W., & Mann, B. (2010). Making local democracy work: Municipal officials' views about public engagement. Washington, DC: National League of Cities.
  76. Barnett, C. K., & Shore, B. (2009). Reinventing program design: Challenges in leading sustainable institutional change. Leadership and Organization, 30(1), 16–35.
  77. Barnett, T., & Vaicys, C. (2000). The moderating effect of individuals' perceptions of ethical work climate on ethical judgments and behavioral intentions. Journal of Business Ethics, 27, 351–362.
  78. Barnow, B. S. (2000). Exploring the relationship between performance management and program impact: A case study of the Job Training Partnership Act. Journal of Policy Analysis and Management, 19, 118–141.
  79. Barro, R. J. (1979). On the determination of the public debt. Journal of Political Economy, 87(5, pt. 1), 940–971.
  80. Bashir, S., Khattak, H. R., Hanif, A., & Chohan, S. N. (2011). Whistle-blowing in public sector organizations: Evidence from Pakistan. American Review of Public Administration, 41(3), 285–296.
  81. Battilana, J., & Casciaro, T. (2013). Overcoming resistance to organizational change: Strong ties and affective cooptation. Management Science, 59, 819–836.
  82. Behn, R. D. (2001). Rethinking democratic accountability. Washington, DC: Brookings Institution Press.
  83. Behn, R. D. (2014). The PerformanceStat potential: A Leadership strategy for producing results. Washington, DC: Brookings Institution Press.
  84. Beinecke, R. H., & DeFillippi, R. (1999). The value of the relationship model of contracting in social services reprocurements and transitions: Lessons from Massachusetts. Public Productivity and Management, 22(4), 490–501.
  85. Bekkers, V., Edwards, A., & Kool, D. D. (2013). Social media monitoring: Responsive governance in the shadow of surveillance? Government Information Quarterly, 30(4), 335–342.
  86. Bel, G., Fageda, X., & Warner, M. E. (2010). Is private production of public services cheaper than public production? A meta-regression analysis of solid waste and water services. Journal of Policy Analysis and Management, 29, 553–577.
  87. Bellé, N. (2013). Experimental evidence on the relationship between public service motivation and job performance. Public Administration Review, 73(1), 143–153.
  88. Ben-Zadok, E. (2013). Policy change through policy design: Florida concurrency, 1985–2010. Planning Practice and Research, 28(5), 589–611.
  89. Berger, C. R., Roloff, M. E., & Roskos-Ewoldsen, D. R. (2011). Handbook of communication science (2nd ed.). Thousand Oaks, CA: Sage.
  90. Berman v. Parker. (1954). 348 US 26.
  91. Berman, B.J.C., Brenman, J., & Vasquez, V. M. (2010). Using trained observer ratings. In J. S. Wholey, H. P. Hatry, & K. E. Newcomer (Eds.), Handbook of practical program evaluation (3rd ed.). San Francisco, CA: Jossey-Bass.
  92. Bernier, L., & Hafsi, T. (2007). The changing nature of public entrepreneurship. Public Administration Review, 67, 488–502.
  93. Berns, W. (1986). John Milton. In L. Strauss & J. Cropsey (Eds.), History of political philosophy (3rd ed., pp. 440–455). Chicago, IL: University of Chicago Press.
  94. Bertelli, A. M. (2007). Determinants of bureaucratic turnover intention: Evidence for the Department of the Treasury. Journal of Public Administration Research and Theory, 17, 235–258.
  95. Bertelli, A. M., & Smith, C. R. (2010). Relational contracting and network management. Journal of Public Administration Research and Theory, 20(S1), i21–i40.
  96. Bertot, J. C., Jaeger, P. T., & Grimes, J. M. (2010). Using ICTs to create a culture of transparency: E-government and social media as openness and anti-corruption tools for societies. Government Information Quarterly, 27(3), 264–271.
  97. Bertot, J. C., Jaeger, P. T., & Grimes, J. M. (2012). Promoting transparency and accountability through ICTs, social media, and collaborative e-government. Transforming Government: People, Process, and Policy, 6(1), 78–91.
  98. Bertot, J. C., Jaeger, P. T., & Hansen, D. (2012). The impact of policies on government social media usage: Issues, challenges, and recommendations. Government Information Quarterly, 29(1), 30–40.
  99. Bevan, G., & Hood, C. (2006). What's measured is what matters: Targets and gaming in the English public health care system. Public Administration, 84(3), 517–538.
  100. Bickers, K. N., & Stein, R. M. (1996). The electoral dynamics of the federal pork barrel. American Journal of Political Science, 40(4), 1300–1326.
  101. Bickers, K. N., & Stein, R. M. (2000). The congressional pork barrel in a Republican era. Journal of Politics, 62(4), 1070–1086.
  102. Bickerstaff, K., & Walker, G. (2001). Participatory local governance and transport planning. Environment and Planning A, 33(3) 431–451.
  103. Bielefeld, W. (2007). Social entrepreneurship and social enterprise. In C. Wankel (Ed.), 21st century management: A reference handbook. Thousand Oaks, CA: Sage.
  104. Biermann, F., Pattberg, P., van Asselt, H., & Zelti, F. (2009). The fragmentation of global governance architectures: A framework for analysis. Global Environmental Politics, 9(4), 14–40.
  105. Bingham, L. B. (2010). The next generation of administrative law: Building the legal infrastructure for collaborative governance. Wisconsin Law Review, 10(2), 297–356.
  106. Bingham, L. B. (2011). Reflections on designing governance to produce the rule of law. Missour Journal of Dispute Resolution, 2011, 67–89.
  107. Bingham, L. B., Hallberlin, C. J., Walker, D. A., & Chung, W. T. (2009). Dispute system design and justice in employment dispute resolution: Mediation at the workplace. Harvard Negotiation Law Review, 14, 1–50.
  108. Bingham, L. B., Malatesta, D., Foxworthy, S., & Reuter, T. (2013). Dispute resolution in the administrative process: Evaluation of the Occupational Safety and Health Review Commission Settlement Part Program. Washington, DC: Occupational Safety and Health Review Commission.
  109. Bingham, L. B., Nabatchi, T., & O'Leary, R. (2005). The new governance: Practices and processes for stakeholder and citizen participation in the work of government. Public Administration Review, 65(5), 547–558.
  110. Bingham, L. B., Nabatchi, T., Senger, J., & Jackman, M. S. (2008–2009). Dispute resolution and the vanishing trial: Comparing federal government litigation and ADR outcomes. Ohio State Journal on Dispute Resolution, 24, 225–262.
  111. Bingham, L. B., & Novac, M. C. (2001). Mediation's impact on formal complaint filing: Before and after the REDRESS Program at the United States Postal Service. Review of Public Personnel Administration, 21(4), 308–331.
  112. Bingham, L. B., & O'Leary, R. (Eds.). (2008). Big ideas in collaborative public management. Armonk, NY: M. E. Sharpe.
  113. Bingham, L. B., Sandfort, J., & O'Leary, R. (2008). Learning to do and doing to learn: Teaching managers to collaborate in networks. In L. B. Bingham & R. O'Leary (Eds.), Big ideas in collaborative public management. Armonk, NY: M. E. Sharpe.
  114. Birkinshaw, P. (2006). Transparency as a human right. In C. Hood & D. Heald (Eds.), Transparency: The key to better governance? Oxford: Oxford University Press.
  115. Bittle, S., Haller, C., & Kadlec, A. (2009). Promising practices in online engagement. New York, NY: Center for Advances in Public Engagement.
  116. Black, L. (2011). The promises and problems of online deliberation. Dayton, OH: Kettering Foundation.
  117. Blanchard, K., & Peale, N. (1988). The power of ethical management. New York, NY: Morrow.
  118. Blandin, N. (2007). Leading at the edge of chaos. In R. Morse, T. Buss, & C. M. Kinghorn (Eds.), Transforming public leadership for the 21st century (pp. 138–153). Armonk, NY. M. E. Sharp.
  119. Blind, P. K. (2007). Building trust in government in the twenty-first century: Review of literature and emerging issues. Paper presented at the 7th Global Forum on Reinventing Government: Building Trust in Government, Vienna. http://unpan1.un.org/intradoc/groups/public/documents/un/unpan025062.pdf
  120. Bobrow, D. (2006). Policy design: Ubiquitous, necessary and difficult. In B. G. Peters & J. Pierre (Eds.), Handbook of public policy. Thousand Oaks, CA: Sage.
  121. Bobrow, D. B., & Dryzek, J. S. (1987). Policy analysis by design. Pittsburgh: University of Pittsburgh Press.
  122. Bode, I. (2006). Disorganized welfare mixes: Voluntary agencies and new governance regimes in Western Europe. Journal of European Social Policy, 16(4), 346–359.
  123. Bogason, P., & Toonen, T.A.J. (1998). Networks in public administration. Public Administration, 76(2), 205–227.
  124. Boin, A., Ekengren, M., & Rhinard, M. (2013). The European Union as crisis manager: Patterns and prospects. Cambridge: Cambridge University Press.
  125. Bond, R. M., Fariss, C. J., Jones, J. J., Kramer, A.D.I., Marlow, C., Settle, S. E., & Fowler, J. H. (2012). A 61–million-person experiment in social influence and political mobilization. Nature, 489, 295–298.
  126. Boonekamp, P.G.M. (2006). Actual interaction effects between policy measures for energy efficiency—A qualitative matrix method and quantitative simulation results for households. Energy, 31(14), 2848–2873.
  127. Bordignon, M., & Ambrosanio, M. F. (2007). Normative versus positive theories of revenue assignments in federations. In E. Ahmad & G. Brosio (Eds.), Handbook of fiscal federalism (pp. 306–338). Northampton, MA: Edward Elgar.
  128. Borins, S. (2000). Loose cannons and rule breakers, or enterprising leaders? Some evidence about innovative public managers. Public Administration Review, 60, 498–507.
  129. Borins, S. (2001). The challenge of innovating in government. Arlington, VA: PricewaterhouseCoopers Endowment for the Business of Government.
  130. Borins, S. (2002). Leadership and innovation in the public sector. Leadership and Organization Development Journal, 23(8), 467–476.
  131. Boschken, H. L. (1988). Strategic design and organizational change. Tuscaloosa: University of Alabama Press.
  132. Bostrom, R. P., & Heinen, J. S. (1977). MIS problems and failures: A socio-technical perspective. Part I: The causes. MIS Quarterly, 1(3), 17–32.
  133. Bouckaert, G., & Van de Walle, S. (2003). Comparing measures of citizen trust and user satisfaction as indicators of “good governance”: Difficulties in linking trust and satisfaction indicators. International Review of Administrative Sciences, 69, 329–343.
  134. Bourdeaux, C. (2008a). Integrating performance information into legislative budget processes. Public Performance and Management Review, 31(4), 547–569.
  135. Bourdeaux, C. (2008b). The problem with programs: Multiple perspectives on program structures in program-based performance-oriented budgets. Public Budgeting and Finance, 28(2), 20–47.
  136. Bourdeaux, C., & Chikoto, G. (2008). Legislative influences on performance management reform. Public Administration Review, 68(2), 253–265.
  137. Bourdieu, P. (1985). The forms of capital. In J. G. Richardson (Ed.), Handbook of theory and research for the sociology of education (pp. 41–258). Westport, CT: Greenwood Press.
  138. Bovaird, T. (2007). Beyond engagement and participation—user and community co-production of public services. Public Administration Review, 67, 846–860.
  139. Bovaird, T. (2008). Emergent strategic management and planning mechanisms in complex adaptive systems: The case of the UK Best Value initiative. Public Management Review, 10, 319–340.
  140. Bovaird, T., & Loeffler, E. (2012). From engagement to co-production: The contribution of users and communities to outcomes and public value. Voluntas, 3(4), 1119–1138.
  141. Bovaird, T., & Tholstrup, J. (2010). Collaborative governance between the public sector, service users, and their communities. In E. Bohne (Ed.), Repositioning Europe and America for economic growth: The role of governments and private actors in key policy areas. Berlin: LIT Verlag.
  142. Bovens, M. (2005). Public accountability. In E. Ferlie, L. E. Lynn Jr. & C. Pollitt (Eds.), The Oxford handbook of public management (pp. 182–208). New York, NY: Oxford University Press.
  143. Bovens, M. (2007). Analysing and assessing accountability: A conceptual framework. European Law Journal, 13(4), 447–468.
  144. Bovens, M. (2010). Two concepts of accountability: Accountability as a virtue and as a mechanism. West European Politics, 33(5), 946–967.
  145. Bovey, W. H., & Hede, A. (2001). Resistance to organizational change: The role of defense mechanisms. Journal of Managerial Psychology, 16, 534–548.
  146. Bowman, A. O'M. (1985). Hazardous waste management: An emerging policy area within an emerging federalism, Publius, 15(2), 131–144.
  147. Bowman, A. O'M. (2004). Horizontal federalism: Exploring interstate interaction. Journal of Public Administration Research and Theory, 14(4), 535–546.
  148. Bowman, J., & Knox, C. (2008). Ethics in government: No matter how long and dark the night. Public Administration Review, 68(4), 627.
  149. Bowman, J., & Williams, R. (1997). Ethics in government: From a winter of despair to a spring of hope. Public Administration Review, 57(6), 517–526.
  150. Bowman, J. S. (1990). Ethics in government: A national survey of public administrators. Public Administration Review, 50(3), 345–353.
  151. Bowman, J. S. (2010). The success of failure: The paradox of performance pay. Review of Public Personnel Administration, 30, 70–88.
  152. Bowman, J. S., West, J. P., Berman, E. M., & Van Wart, M. (2004). The professional edge: Competencies in public service. Armonk, NY: M. E. Sharpe.
  153. Bowornwathana, B. (2010). The study of comparative public administration: Future trajectories and prospects. In R. O'Leary, D. M. Van Slyke, & S. Kim (Eds.), Future of public administration around the World: The Minnowbrook perspective (pp. 96–108). Washington, DC: Georgetown University Press.
  154. Boyatzis, R. E. (2002). Unleashing the power of self-directed learning. In R. R. Sims (Ed.), Changing the way we manage change. Westport, CT: Quorum Books.
  155. boyd, d. m., & Ellison, N. B. (2007). Social network sites: Definition, history, and scholarship. Journal of Computer-Mediated Communication, 13, 210–230.
  156. Boyle, D., Clark, S., & Burns, S. (2006). Hidden work: Coproduction by people outside paid employment. York: Joseph Rowntree Foundation.
  157. Boyle, D., & Harris, M. (2009). The challenge of co-production. London: NESTA.
  158. Boyne, G. A. (1998). Bureaucratic theory meets reality: Public choice and service contracting in US local government. Public Administration Review, 58(6), 474–484.
  159. Boyne, G. A., & Walker, R. M. (2004). Strategy content and public service organizations. Journal of Public Administration Research and Theory, 14(2), 231–252.
  160. Boyne, G. A., & Walker, R. M. (2010). Strategic management and public service performance: The way ahead. Public Administration Review, 70(S), 185–192.
  161. Bozeman, B. (1987). All organizations are public: Bridging public and private organization theory. San Francisco, CA: Jossey-Bass.
  162. Bozeman, B. (1988). Exploring the limits of public and private sectors: Sector boundaries as Maginot Line. Public Administration Review, 48.
  163. Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Washington, DC: Georgetown University Press.
  164. Braathen, N. A., & Croci, E. (2005). Environmental agreements used in combination with other policy instruments. In E. Croci (Ed.), The Handbook of Environmental Voluntary Agreements, 43 (pp. 335–364). Dordrecht: Springer.
  165. Braathen, N. (2007). Instrument mixes for environmental policy: How many stones should be used to kill a bird? International Review of Environmental and Resource Economics, 1(2), 185–235.
  166. Brass, D. J., Galaskiewicz, J., Greve, H. R., & Tsai, W. (2004). Taking stock of networks and organizations: A multilevel perspective. Academy of Management Journal, 47(6), 795–817.
  167. Break, G. (1967). Intergovernmental fiscal relations in the United States. Washington, DC: Brookings Institution.
  168. Bretschneider, S. I., & Mergel, I. (2010). Technology and public management information systems: Where have we been and where are we going? In D. C. Menzel & H. J. White (Eds.), The state of public administration: Issues, problems and challenges (pp. 187–203). Armonk, NY: M. E. Sharpe.
  169. Brett, J. M. (2007). Negotiating globally: How to negotiate deals, resolve disputes, and make decisions across cultural boundaries (2nd ed.). San Francisco, CA: Jossey-Bass.
  170. Breul, J. (2007). GPRA: A foundation for performance budgeting. Public Performance and Management Review, 30(3), 351–368.
  171. Breul, J. D., & Kamensky, J. M. (2008). Federal government reform: Lessons from Clinton's “reinventing government” and Bush's “management agenda” initiatives. Public Administration Review, 68, 1009–1026.
  172. Brewer, G. A. (2008). Employee and organizational performance. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 136–156). New York, NY: Oxford University Press.
  173. Brewer, G. A., & Selden, S. C. (1998). Whistle blowers in the federal civil service: New evidence of the public service ethic. Journal of Public Administration Research and Theory, 8, 413–439.
  174. Brewer, G. A., & Selden, S. C. (2000). Why elephants gallop: Assessing and predicting organizational performance in federal agencies. Journal of Public Administration Research and Theory, 10, 685–711.
  175. Brewer, M. B., & Gardner, W. (1996). Who is this “we”? Levels of collective identity and self-representations. Journal of Personality and Social Psychology, 71, 83–93.
  176. Briassoulis, H. (2005). Analysis of policy integration: Conceptual and methodological considerations. In H. Briassoulis (Ed.), Policy integration for complex environmental problems: The example of Mediterranean desertification (pp. 50–80). Aldershot: Ashgate.
  177. Brief, A., & Motowidlo, S. (1986). Prosocial organizational behaviors. Academy of Management Review, 11(4), 710–725.
  178. Briggs-Myers, I., & Briggs, K. C. (1985). Myers-Briggs Type Indicator (MBTI). Palo Alto, CA: Consulting Psychologists Press.
  179. Bright, L. (2007). Does person-organization fit mediate the relationship between public service motivation and the job performance of public employees? Review of Public Personnel Administration, 27, 361–379.
  180. Brookes, S., & Grint, K. (Eds.). (2010). The new public leadership challenge. London: Palgrave MacMillan.
  181. Brown, A. (1980). Technical assistance to rural communities: Stopgap or capacity building? Public Administration Review, 40(1), 18–23.
  182. Brown, T. L. (2013). A guide for agency leaders on federal acquisition. Washington, DC: IBM Center for the Business of Government, 2013.
  183. Brown, T. L., & Potoski, M. (2003). Transaction costs and institutional explanations for government service production decisions. Journal of Public Administration Research and Theory, 13(4), 441–468.
  184. Brown, T. L., Potoski, M., & Van Slyke, D. M. (2010). Contracting for complex products. Journal of Public Administration Research and Theory, 20(Suppl. 1), 41-58.
  185. Brown, T. L., Potoski, M., & Van Slyke, D. M. (2006). Managing public service contracts: Aligning values, institutions, and markets. Public Administration Review, 66(3), 53–67.
  186. Brown, T. L., Potoski, M., & Van Slyke, D. M. (2008). Changing modes of service delivery: How past choices structure future choices. Environment and Planning C: Government and Policy, 26(1), 127–143.
  187. Brown, T. L., Potoski, M., & Van Slyke, D. M. (2013). Complex contracting: Government purchasing in the wake of the US Coast Guard's Deepwater Program. Cambridge: Cambridge University Press.
  188. Brudney, J. L., & England, RE. (1983). Toward a definition of the coproduction concept. Public Administration Review, 43, 59–65.
  189. Brunetti, A., & Weder, B. (2003). A free press is bad news for corruption. Journal of Public Economics, 87(7–8), 1801–1824.
  190. Brynjolfsson, E. (1993). The productivity paradox of information technology: review and assessment. Communications of ACM, 36(12), 66–77.
  191. Brynjolfsson, E. (1994). Information assets, technology and organization. Management Science, 40(12), 1645–1662.
  192. Bryson, J. M. (1995). Strategic planning for public and non-profit organizations. San Francisco, CA: Jossey-Bass.
  193. Bryson, J. M., Berry, F. S., & Yang, K. (2010). The state of public strategic management research: A selective literature review and set of directions. American Review of Public Administration, 40(4), 495–521.
  194. Bryson, J. M., & Crosby, B. C. (2008). Failing into cross-sector collaboration successfully. In L. B. Bingham, & R. O'Leary (Eds.), Big ideas in collaborative public management. Armonk, NY: M. E. Sharpe.
  195. Bryson, J. M., Crosby, B. C., & Bloomberg, L. (2014) Public value governance: Moving beyond traditional public administration and the new public management. Public Administration Review, 74, 445–456.
  196. Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006). The design and implementation of cross-sector collaborations: Propositions from the literature. Public Administration Review, 66(s1), 44–55.
  197. Bryson, J. M., Crosby, B. C., Stone, M. M., & Saunoi-Sandgren, E. (2009). Designing and managing cross-sector collaboration: A case study in reducing traffic congestion. Washington, DC: IBM Center for the Business of Government.
  198. Bryson, J. M., Crosby, B. C., Stone, M., Saunoi-Sandgren, E., & Imboden, A. (2011). The Urban Partnership Agreement: A comparative study of technology and collaboration in transportation policy implementation. Minneapolis: Center for Transportation Studies, University of Minnesota.
  199. Buchan, H. (2005). Ethical decision making in the public accounting profession: An extension of Ajzen's theory of planned behavior. Journal of Business Ethics, 61(2), 165–181.
  200. Buckner, L., & Yeandle, S. (2007). Valuing carers: Calculating the value of unpaid care. London: Carers UK.
  201. Buell, R. W., & Norton, M. I. (2014). Surfacing the submerged state with operational transparency in government services (Working Paper). Cambridge, MA: Ash Center, Harvard University.
  202. Burgess, R. N., & Stern, N. (1993). Taxation and development. Journal of Economic Literature, 31(2), 762–830.
  203. Burke, C., Fiore, S., & Salas, E. (2003). Shared leadership: Reframing the hows and whys of leadership. In C. Pearce & J. Conger (Eds.), The role of shared cognition in enabling shared leadership and team adaptability (pp. 103–122). Thousand Oaks, CA: Sage.
  204. Burke, W. W. (2010). Organizational change: Theory and practice (3rd ed.). Thousand Oaks, CA: Sage.
  205. Burns, T., & Stalker, G. M. (1961). The management of innovation. London: Tavistock.
  206. Burt, R., & Regans, R. (1997). Homophily, legitimacy, and competition (Working Paper). Chicago, IL: Graduate School of Business, University of Chicago.
  207. Büthe, T., & Mattli, W. (2011). The new global rulers: The privatization of regulation in the world economy. Princeton, NJ: Princeton University Press.
  208. Butler, C. J. (2010). Internal and lateral communication in strategic alliance decision making. Management Decision, 48(5), 698–712.
  209. Cahn, E. (2004). No more throw-away people: The co-production imperative. Washington DC: Essential Books.
  210. Canada. (2012). The values and ethics code for the public sector. http://www.tbs-sct.gc.ca/chro-dprh/ve-eng.asp
  211. Canavan, F. (1986). Thomas Paine, L. Strauss & J. Cropsey (Eds.), History of political philosophy (3rd ed., pp. 680–686). Chicago, IL: University of Chicago Press.
  212. Cardona, F. (2007). Performance related pay in the public service in OECD and EU member states. Paper presented at the OECD/EU Conference on Civil Service Salary Systems in Europe. http://www.oecd.org/countries/romania/38651281.pdf
  213. Carly, S., & Nicholson-Crotty, S. (2013). Capacity, guidance, and the implementation of the American Recovery and Reinvestment act. Unpublished paper.
  214. Carpenter, J., Doverspike, D., & Miguel, R. F. (2012). Public service motivation as a predictor of attraction to the public sector. Journal of Vocational Behavior, 80, 509–523.
  215. Cashore, B., Auld, G., & Renckens, S. (2011). The impact of private, industry and transnational civil society regulation and their interaction with official regulation. In C. Parker and V. L. Nielsen (Eds.), Explaining compliance: Business responses to regulation (pp. 343–376). Northampton, MA: Edward Elgar.
  216. Castells, M. (2009). The rise of the network society: The information age: Economy, society, and culture. Hoboken, NJ: Wiley.
  217. Castro, M. F. (2009). Insider insights: Building a results-based management and evaluation system in Colombia. Washington, DC: World Bank, Independent Evaluation Group.
  218. Center for State and Local Government Excellence. (2011). Comparing compensation: State-local versus private sector workers. http://slge.org/wp-content/uploads/2011/12/BC-brief_Comparing-Compensation_12–082.pdf
  219. Chaleef, I. (2003). The courageous follower: Standing up to and for our leaders (2nd ed.). San Francisco, CA: Berrett-Koehler.
  220. Chaleef, I. (2008). Creating new ways of following. In R. Riggio, I. Chaleef, & J. Lipman-Blumen (Eds.), The art of followership. San Francisco, CA: Jossey-Bass.
  221. Chang, A.-M., & Kannan, P. K. (2008). Leveraging Web 2.0 in government. Washington, DC: IBM Business of Government.
  222. Chatfielda, A. T., Scholl, H.J.J., & Brajawidagdac, U. (2013). Tsunami early warnings via Twitter in government: Net-savvy citizens' co-production of time-critical public information services. Government Information Quarterly, 30(4), 377–386.
  223. Chayes, A., & Chayes. A. H. (1991) Compliance without enforcement: State behavior under regulatory treaties. Negotiation Journal: On the Process of Dispute Settlement, 7(3), 311–330.
  224. Chen, B. (2010). Antecedents or processes? Determinants of perceived effectiveness of interorganizational collaborations for public service delivery. International Public Management Journal, 13(4), 381–407.
  225. Chen, Q. X. (2011). Jixiao Yusuan gaige de pudong moshi: tedian, chengxiao, yu qishi (The Podong model of performance budgeting: characteristics, effectiveness, and insights). Beijing: Research Institute of the Chinese Ministry of Finance.
  226. Chevron USA v. Natural Resources Defense Council. (1984). 467 US 837.
  227. China. (2002). Norms of behavior and professional ethics of state civil servants (Guojia gongwuyuan xingwei guifan). http://www.gygov.gov.cn/col/col10763/index.html
  228. Cho, C.-L., & Wright, D. (2007). Perceptions of federal aid impacts on state agencies: Patterns, trends, and variations across the 20th century. Publius: Journal of Federalism, 37(1), 103–130.
  229. Choi, S., & Rainey, H. G. (2010). Managing diversity in US federal agencies: Effects of diversity and diversity management on employee perceptions of organizational performance. Public Administration Review, 70, 109–121.
  230. Chrislip, D. D., & Larson, C. E. (1994). Collaborative leadership. San Francisco, CA: Jossey-Bass.
  231. Christensen, R. K., Szmer, J., & Stritch, J. M. (2012). Race and gender bias in three administrative contexts: Impact on work assignments in state supreme courts. Journal of Public Administration Research and Theory, 22, 625–648.
  232. Christensen, T., & Laegreid, P. (2005). Trust in government: The relative importance of service satisfaction, political factors, and demography. Public Performance and Management Review, 28(4), 487–511.
  233. Christensen, T., Laegreid, P., & Wise, L. R. (2002). Transforming administrative policy. Public Administration, 80(1), 153–179.
  234. Chun, Y. H., & Rainey, H. G. (2005). Goal ambiguity in US federal agencies. Journal of Public Administration Research and Theory, 15(1), 1–30.
  235. Cigler, B. (1996). Adjusting to changing expectations at the local level. In J. L. Perry (Ed.), Handbook of public administration (2nd ed.). San Francisco, CA: Jossey-Bass.
  236. Cikaliuk, M. (2011). Cross-sector alliances for large-scale health leadership development in Canada: Lessons for leaders. Leadership in Health Services, 24(4), 281–294.
  237. Cinderby, S. (2010). How to reach the “hard-to-reach”: The development of participatory geographic information systems (P-GIS) for inclusive urban design in UK cities. Area, 42(2), 240.
  238. City of Ontario v. Quon. (2010). 560 US 746.
  239. City of Rancho Palos Verdes v. Abrams. (2005). 125 S Ct 1453.
  240. Clark, C. (1964). Taxmanship: Principles and proposals for the reform of taxation (Hobart Paper 26). London: Institute of Economic Affairs.
  241. Clark, W. H. Jr., & Vranka, L. (2013). The need and rationale for the benefit corporation. http://benefitcorp.net/storage/documents/Benecit_Corporation_White_Paper_1_18_2013.pdf
  242. Clinton v. Jones. (1997). 520 US 681.
  243. Clinton, J. D., Lewis, D. E., & Selin, J. L. (2014). Influencing the bureaucracy: The irony of congressional oversight. American Journal of Political Science, 58, 387–401.
  244. CNN. (2005, September). Mayor to feds: “Get off your asses”: Transcript of radio interview with New Orleans' Nagin. http://www.cnn.com/2005/US/09/02/nagin.transcript/
  245. Coalition to Defend Checks and Balances, Constitution Project. (2007). Statement on presidential signing statements. http://www.constitutionproject.org/pdf/Statement_on_Presidential_Signing_Statement.pdf
  246. Coase, R. (1937). The nature of the firm. Economica, 4(16), 368–405.
  247. Coch, L., & French, J.R.P. (1948). Overcoming resistance to change. Human Relations, 1, 512–532.
  248. Cohen, H. (1991). You can negotiate anything: How to get what you want. New York, NY: Citadel Press.
  249. Coleman, J. S. (1988). Social capital in the creation of human capital. American Journal of Sociology, 94, S95–S120.
  250. Collins, B. K., & Gerber, B. J. (2008). Taken for granted? Managing for social equity in grant programs. Public Administration Review, 68(4), 1128–1141.
  251. Comcast Corp. v. Federal Communications Commission. (2010). 600 F.3d 642 DC Cir.
  252. Comfort, L. K. (2007). Crisis management in hindsight: Cognition, communication, coordination, and control. Public Administration Review, 67(s1), 189–197.
  253. Conant, J. S., Mokwa, M. P., & Varadarajan, P. R. (1990). Strategic types, distinctive marketing competencies and organizational performance: A multiple measures-based study? Strategic Management Journal, 11(6), 365–383.
  254. Condrey, S., Facer, F., & Llorens, J. (2012). Getting it right: How and why we should compare federal and private sector compensation. Public Administration Review, 72, 784–785.
  255. Condrey, S., Facer, F., & Llorens, J. (2013). Moving towards a more strategic federal pay comparability policy. In P. Posner, A. Rosenbaum, A. Samuel, & D. Blair (Eds.), Memos to national leaders (pp. 58–61). Washington, DC: American Society for Public Administration and National Academy of Public Administration.
  256. Congressional Management Foundation. (2012). #SocialCongress: Perceptions and use of social media on Capitol Hill. Washington, DC: CongressFoundation.org
  257. Congressional Research Service. (2007). Report for Congress, Presidental signing statements: Constitutional and institutional implications. http://www.fas.org/sgp/crs/natsec/RL33667.pdf
  258. Congressional Research Service. (2013). Insourcing functions performed by federal contractors: Legal issues (CRS-R41810). Washington, DC: Author.
  259. Conlan, T. J., & Posner, P. L. (Eds.). (2008). Intergovernmental management for the twenty-first century. Washington, DC: Brookings Institution Press.
  260. Connelly, R. A., Turner, T. L., Tran, X. G., & Giardano, A. P. (2010). Lessons learned from using health literacy strategies in a pilot communication skills program. Open Pediatric Medicine Journal, 4, 26–32.
  261. Considine, M., & Lewis, J. M. (2003). Bureaucracy, network, or enterprise? Comparing models of governance in Australia, Britain, the Netherlands, and New Zealand. Public Administration Review, 63(2), 131–140.
  262. Cook, F. L., Jacobs, L. R., & Kim, D. (2010). Trusting what you know: Information, knowledge, and confidence in Social Security. Journal of Politics, 72(2), 397–412.
  263. Cooke, J. E (Ed.). (1961). The Federalist. Middletown, CT: Wesleyan University Press.
  264. Cooper, P. (2003). Governing by contract. Washington, DC: CQ Press.
  265. Cooper, P. J. (2005). George W. Bush, Edgar Allan Poe, and the use and abuse of presidential signing statements. Presidential Studies Quartely, 35, 515.
  266. Cooper, P. J. (2007). Public law and public administration (4th ed.). Belmont, CA: Thompson-Wadsworth.
  267. Cooper, P. J. (2014). By order of the president: The use and abuse of executive direct action. (2nd ed.). Lawrence: University Press of Kansas.
  268. Cooper, T. L. (2004). Big questions in administrative ethics: A need for focused, collaborative effort. Public Administration Review, 64(4), 395–407.
  269. Cooper, T. L., & Menzel, D. (Eds.).(2013). Achieving ethical competence for public service leadership. Armonk, NY: M. E. Sharpe.
  270. Cormick, G. W. (1989). Strategic issues in structuring multi-party public policy negotiations. Negotiation Journal, 5(2), 125–132.
  271. Cornforth, C. (2004). The governance of co-operatives and mutual associations: A paradox perspective. Annals of Public and Cooperative Economics, 75(1), 11–32.
  272. Correctional Services Corporation v. Malesko. (2001). 534 US 61.
  273. Coursey, D., & Norris, D. (2008). Models of E-government: Are they correct? An empirical assessment. Public Administration Review, 68(3), 523–536.
  274. Coursey, D., & Pandey, S. (2007). Public service motivation measurement: Testing an abridged version of Perry's proposed measurement scale. Administration and Society, 39, 547–568.
  275. Courty, P., & Marschke, G. R. (2007). Making government accountable: Lessons from a federal job training program. Public Administration Review, 67(5), 904–916.
  276. Cox, T. H., & Blake, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. Executive, 5, 45–56.
  277. Crane-Hirsch, A. C. (2011). Congressional liaison offices of selected federal agencies. Washington, DC: Congressional Research Service.
  278. Crosby, B. C., & Bryson, J. M. (2005). Leadership for the common good. San Francisco, CA: Jossey-Bass.
  279. Crosby, B. C., & Bryson, J. M. (2010). Integrative leadership and the creation and maintenance of cross-sector collaborations. Leadership Quarterly, 21(2), 211–230.
  280. Crosby, B. C., & Bryson, J. M. (2012). Integrative leadership and policy change: A hybrid relational view. In M. Uhl-Bien & S. M. Ospina (Eds.), Advancing relational leadership research: a dialogue among perspectives (pp. 303–333). Charlotte, NC: Information Age Publishing.
  281. Crosby, N., & Nethercut, D. (2005). Citizen juries: Creating a Trustworthy voice of the people. In J. Gastil & P. Levine (Eds.), The deliberative democracy handbook: Strategies for effective civic engagement in the 21st century. San Francisco, CA: Jossey-Bass.
  282. Cummings, G. (2008). Working with Congress: Building relationships across the constitutional divide. In T. Newell, G. Reeher, & P. Ronayne (Eds.), The trusted leader: Building the relationships that make government work (pp. 213–234). Washington, DC: CQ Press.
  283. Cummings, J. N., Butler, B., & Kraut, R. (2002). The quality of online social relationships. Communications of the ACM, 45, 103–108.
  284. Currie, G., Lockett, A., & Suhomlinova, O. (2009). The institutionalization of distributed leadership: A “catch-22” in English public services. Human Relations, 62(11), 1735–1761.
  285. Curristine, T. (2005a). Performance information in the budget process: Results of the OECD 2005 questionnaire. OECD Journal on Budgeting, 5(2), 87–131.
  286. Curristine, T. (2005b, November). Performance and accountability: Making government work. OECD Observer, no. 252/253.
  287. Czech Republic. (2004). Code of ethics of public servants. http://www.oecd.org/puma/ethics/events.htm
  288. Dada, D. (2006). The failure of e-government in developing countries: A literature review. Electronic Journal of Information Systems in Developing Countries, 26, 1–10.
  289. Daft, R. L. (2001). Essentials of organization theory and design (2nd ed.). Cincinnati, OH: South-Western.
  290. Dahl, A., & Soss, J. (2014). Neoliberalism for the common good? Public value governance and the downsizing of democracy. Public Administration Review, 74, 496–504.
  291. Dalton, R. J. (2005). The social transformation of trust in government. International Review of Sociology, 15, 133–154.
  292. Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34, 555–590.
  293. Dari-Mattiacci, G., Garoupa, N., & Gomez-Pomar, F. (2010). State liability. European Review of Private Law, 18, 1–34.
  294. Darnall, N., Potoski, M., & Prakash. A. (2010). Sponsorship matters: Assessing business participation in government- and industry-sponsored voluntary environmental programs. Journal of Public Administration Research and Theory, 20, 283–307.
  295. Daugbjerg, C., & Sønderskov, K. M. (2012). Environmental policy performance revisited: Designing effective policies for green markets. Political Studies, 60, 399–418.
  296. David, P. A. (2005). Path dependence in economic processes: Implications for policy analysis in dynamical system contexts. In K. Dopfer (Ed.), The evolutionary foundations of economics (pp. 151–194). Cambridge: Cambridge University Press.
  297. Davies. T., & Chandler, R. (2012). Online deliberation design: Choices, criteria, and evidence. In T. Nabatchi, J. Gastil, M. Weiksner, & M. Leighninger (Eds.), Democracy in motion: Evaluating the practice and impact of deliberative civic engagement. New York, NY: Oxford University Press.
  298. Davis, F. D. (1989), Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319–340.
  299. Dawes, S. S. (2008). The evolution and continuing challenges of e-governance. Public Administration Review, 68, S86–S102.
  300. Dawes, S. S., Cresswell, A. M., & Pardo, T. A. (2009). From “need to know” to “need to share”: Tangled problems, information boundaries, and the building of public sector knowledge networks. Public Administration Review, 69(3), 392–402.
  301. Day-Brite Lighting v. Missouri (1952). 342 US 421.
  302. de Fine Licht, J. (2014). Policy area as a potential moderator of transparency effects: An experiment. Public Administration Review, 74(3), 361–371.
  303. de Jong, M., Van Beek, I., & Posthumus, R. (2013). Introducing accountable budgeting: Lessons from a decade of performance-based budgeting in the Netherlands. OECD Journal on Budgeting, 12(3), c1–c34.
  304. de Oliveira, G.H.M., & Welch, E. W. (2013). Social media use in local government: Linkage of technology, task, and organizational context. Government Information Quarterly, 30(4), 397–405.
  305. de Tocqueville, A. (1983). The Old Regime and the French Revolution. New York, NY: Doubleday.
  306. Deci, E. L., & Ryan, R. M. (2004) Handbook of self-determination research. Rochester, NY: University of Rochester Press.
  307. DeHoog, R., & Salamon, L. A. (2002). Purchase of service contracting. In L. A. Salamon (Ed.), The tools of government: A guide to the new governance. New York, NY: Oxford University Press.
  308. Del Rio, P., &. Howlett, M. P. (2013, April 8). Beyond the “Tinbergen rule” in policy design: Matching tools and goals in policy portfolios (SSRN Scholarly Paper). Rochester, NY: Social Science Research Network.
  309. Del Rio, P., Silvosa, A. C., & Gomez, G. I. (2011). Policies and design elements for the repowering of wind farms: A qualitative analysis of different options. Energy Policy, 39, 1897–1908.
  310. Del Val, M. P., & Fuentes, C. M. (2003). Resistance to change: A literature review and empirical study. Management Decision, 41, 148–155.
  311. Deleon, L. (1998). Accountability in a “reinvented government.” Public Administration, 76, 539–558.
  312. Delery, J. E., & Shaw, J. D. (2001). The strategic management of people in work organizations: Review, synthesis and extension. Research in Personnel and Human Resources Management, 20, 165–197.
  313. Demers, C. (2007). Organizational change theories: A synthesis. Thousand Oaks, CA: Sage.
  314. Deming, W. E. (1986). Out of the crisis. Cambridge, MA: Center for Advanced Engineering Study, MIT.
  315. Denhardt, J. V., & Denhardt, R. B. (2011). The new public service: Serving, not steering (3rd ed.). Armonk, NY: M. E. Sharpe.
  316. Denhardt, R. B. (2013). Profound learning. Unpublished manuscript.
  317. Denhardt, R. B., & Aristigueta, M. P. (1996). Developing intrapersonal skills. In J. L. Perry (Ed.), Handbook of public administration. San Francisco, CA: Jossey-Bass.
  318. Denhardt, R. B., & Denhardt, J. V. (2000). The new public service: Serving rather than steering. Public Administration Review, 60(6), 549–559.
  319. Denis, J., Langley, A., & Sergi, V. (2012). Leadership in the plural. Academy of Management Annals, 6, 211–238.
  320. Department of Revenue of Kentucky v. Davis. (2008). 553 US 328.
  321. Derthick, M. (1970). The influence of federal grants: Public assistance in Massachusetts. Cambridge: Harvard University Press.
  322. Di Domenico, M., Tracey, P., & Haugh, H. (2009). The dialectic of social exchange: Theorising corporate-social enterprise collaboration. Organization Studies, 30(8), 887–907.
  323. Di Maio, A. (2009). Government 2.0: A Gartner definition. http://blogs.gartner.com/andrea_dimaio/2009/11/13/government-2–0–a-gartner-definition/
  324. Diamond, L. (2007). A quarter-century of promoting democracy. Journal of Democracy, 18(4), 118–120.
  325. Diamond, P. A., & Mirrlees, J. (1971). Optimal taxation and public production, II: Tax rules. American Economic Review, 61, 261–278.
  326. Diamond, P. A., & Saez, E. (2011). The case for a progressive tax: From basic research to policy recommendations. Journal of Economic Perspectives, 25(4), 165–190.
  327. Dickinson, H., & Glasby, J. (2010). Why partnership working doesn't work: Pitfalls, problems and possibilities in English health and social care. Public Management Review, 12(6), 811–828.
  328. Dickinson, J. (1927). Administrative justice and the supremacy of law in the United States. New York: Russell & Russell.
  329. Dickinson, L. A. (2009). Public values/private contract. In J. Freeman & M. Minow (Eds.), Government by contract: Outsourcing and American democracy (pp. 335–362). Cambridge, MA: Harvard University Press.
  330. Dickson, M., Smith, D., Grojean, M., & Ehrhart, M. (2001). An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them. Leadership Quarterly, 12, 197–218.
  331. Dienhart, J. W., & Ludescher, J. C. (2010). Sustainability, collaboration, and governance: A harbinger of institutional change? Business and Society Review, 115(4), 393–415.
  332. DiFonzo, N., & Bordia, P. (2000). How top PR professionals handle hearsay: Corporate rumors, their effects, and strategies to manage them. Public Relations Review, 26(2), 173–190.
  333. DiMaggio, P. J. (1988). Interest and agency in institutional theory. In L. G. Zucker (Ed.), Institutional patterns and organizations: Culture and environment. Cambridge, MA: Ballinger.
  334. Dimitrakopoulos, D. G., & Passas, A. G. (2003). International organizations and domestic administrative reform. In B. Peter & J. Pierre (Eds.), Handbook of public administration. Thousand Oaks, CA: Sage.
  335. Dixit, A., & Londregan, J. (1996). The determinants of success of special interests in redistributive politics. Journal of Politics, 58, 1132–1155.
  336. Dodd, L., & Schott, R. (1979). Congress and the administrative state. New York, NY: Wiley.
  337. Doern, G. B., & Phidd, R. W. (1983). Canadian public policy: Ideas, structure, process. Toronto: Methuen.
  338. Doern, G. B., & Wilson, V. S. (Eds.). (1974). Issues in Canadian public policy. Toronto: Macmillan.
  339. Doernberg, D. L. (2011). Taking supremacy seriously: The contrariety of official immunities. Fordham Law Review, 80, 443–477.
  340. Doherty, B., Haugh, H., & Lyon, F. (2014). Social enterprises as hybrid organizations: A review and research agenda. International Journal of Management Reviews. doi:10.1111/ijmr.12028
  341. Dolan v. Tigard. (1994). 512 US 374.
  342. Donahue, J. (2008). The warping of government work. Cambridge, MA: Harvard University Press.
  343. Dorst, K. (2011). The core of “design thinking” and its application. Design Studies, 32(6), 521–532.
  344. Downs, A. (1967). Inside bureaucracy. Boston, MA: Little, Brown.
  345. Drath, W. H. (2001). The deep blue sea: Rethinking the source of leadership. San Francisco, CA: Jossey-Bass.
  346. Drath, W. H., McCauley, C. D., Palus, C. J., Van Velsor, E., O'Connor, P.M.G., & McGuire, J. B. (2008). Direction, alignment, commitment: Toward a more integrative ontology of leadership. Leadership Quarterly, 19(6), 635–653.
  347. Drath, W. H., & Palus, C. J. (1994). Making common sense: Leadership as meaning-making in a community of practice. Greensboro, NC: Center for Creative Leadership.
  348. Dryzek, J. (1983). Don't toss coins in garbage cans: A prologue to policy design. Journal of Public Policy, 3(4), 345–367.
  349. D'Souza, A., & Kaufmann, D. (2013). Who bribes in public contracting and why: Worldwide evidence from firms. Economics of Governance, 14(4), 333–367.
  350. Dubnick, M. J. (2002, August). Seeking salvation for accountability. Paper presented at the Annual Meeting of the American Political Science Association, Boston.
  351. Duffy, M., Albelda, R., & Hammonds, C. (2013). Counting care work: The empirical and policy applications of care theory. Social Problems, 60(2), 145–167.
  352. Dull, M. (2006). Why PART? The institutional politics of presidential budget reform. Journal of Public Administration Research and Theory, 16(2), 187–215.
  353. Dunleavy, P., Margetts, H., Bastow, S., & Tinkler, J. (2006). New public management is dead—long live digital-era governance. Journal of Public Administration Research and Theory, 16, 467–494.
  354. Durose, C., Mangan, C., Needham, C., & Rees, J. with Hilton, M. (2013). Transforming local public services through co-production. Birmingham: INLOGOV.
  355. Ebrahim, A. (2005). Accountability myopia: Losing sight of organizational learning. Nonprofit and Voluntary Sector Quarterly, 34, 56–87.
  356. Eckenrode, J., Campa, M., Luckey, D. W., Henderson, C. R. Jr., Cole, R., Kitzman, H., Anson, E.,…Olds, D. L. (2010). Long-term effects of prenatal and infancy nurse home visitation on the life course of youths: 19 year follow-up of a randomized trial. Archives of Pediatrics and Adolescent Medicine, 16(1), 9–15.
  357. Edelman. (2012). Edelman Trust Barometer. http://trust.edelman.com/trust-download/global-results/
  358. Edwards, H. T. (1986). Alternative dispute resolution: Panacea or anathema? Harvard Law Review, 99(3), 668–684.
  359. Ege, J., & Bauer, M. W. (2013). International bureaucracies from a public administration and international relations perspective. In B. Reinalda (Ed.), Routledge handbook of international organization. New York, NY: Routledge.
  360. Eggers, W. D., & Singh, S. K. (2009). The public innovator's playbook: Nurturing bold ideas in government. Washington, DC: Deloitte Research and the Ash Institute for Democratic Governance and Innovation, Harvard Kennedy School of Government.
  361. El Hadidy, W., Ospina, S. M., & Hoffman-Pinilla, A. (2010). Popular education. In R. A. Couto (Ed.), Political and civic leadership: A reference handbook (pp. 857–865). Thousand Oaks, CA: Sage.
  362. Elazar, D. J. (1962). The American partnership: Intergovernmental cooperation in the nineteenth century United States. Chicago, IL: University of Chicago Press.
  363. Ellickson, M., & Logsdon, K. (2001). Determinants of job satisfaction of municipal government employees. Review of Public Personnel Administration, 33, 173–184.
  364. Elmore, R. (1985). Forward and backward mapping: Reversible logic in the analysis of public policy. In K. I. Hanf & T.A.J. Toonen (Eds.), Policy implementation in federal and unitary systems: Questions of analysis and design. Dordrecht, Netherlands: Martinus Nijhoff.
  365. Emerson, J., & Twersky, F. (1996). Enterprising nonprofits: The success, challenges and lessons of non-profit enterprise creation. San Francisco, CA: Roberts Foundation Homeless Economic Development Fund.
  366. Emerson, K., Nabatchi, T., & Balogh, S. (2012). An integrative framework for collaborative governance. Journal of Public Administration Research and Theory, 22, 1–29.
  367. Emerson, K., & Smutco, S. (2011). UNCG Guide to collaborative competency. Portland, OR: Policy Consensus Initiative and University Network for Collaborative Governance.
  368. Emery, F., & Trist, E. (1965). The causal texture of organizational environments. Human Relations, 18, 21–32,
  369. Erondu, E., Sharland, A., & Okpara, J. (2004). Corporate ethics in Nigeria: A test of the concept of an ethical climate. Journal of Business Ethics, 51(4), 349–357.
  370. Estonia. (1999). Public service code of ethics. http://workspace.unpan.org/sites/internet/Documents/UNPAN038382.pdf
  371. Euclid v. Ambler. (1926). 272 US 365.
  372. European Commission. (2000, January 24). Council resolutions in the field of civil protection: Developments since their adoption (Commission Staff Working Document, SEC 136). Brussels: European Commission.
  373. Evans, A. M., & Campos, A. (2013). Open government initiatives: Challenges of citizen participation. Journal of Policy Analysis and Management, 32(1), 172–185.
  374. Evans, C. R., & Dion, K. L. (1991). Group cohesion and performance a meta-analysis. Small Group Research, 22, 175–186.
  375. Evans, P., & Rauch, J. E. (1999). Bureaucracy and growth: A cross-national analysis of the effects of “Weberian” state structures on economic growth. American Sociological Review, 64(5), 748–765.
  376. Evergreen, S.D.H. (2014). Presenting data effectively: Communicating your findings for maximum impact (2nd ed.). Thousand Oaks, CA: Sage.
  377. Farazmand, A., & Pinkowski, J. (2006). Handbook of globalization, governance, and public administration. Boca Raton, FL: CRC Press, Taylor and Francis.
  378. Feiock, R. C., & Scholz, J. T. (Eds.). (2010). Self-organizing federalism: Collaborative mechanisms to mitigate institutional collective action dilemmas. Cambridge: Cambridge University Press.
  379. Feldman, D. C. (1984). The development and enforcement of group norms. Academy of Management Review, 9, 47–53.
  380. Feldman, M. S., Khademian, A. M., Ingram, H., & Schneider, A. S. (2006). Ways of knowing and inclusive management practices. Public Administration Review, 66, 89−99.
  381. Feldstein, M. S. (1976). On the theory of tax reform. Journal of Public Economics, 6, 77–104.
  382. Feldstein, M. S. (2011, October). The Tax Reform Act of 1986: Comment on the 25th Anniversary (NBER Working Paper w17531). Cambridge, MA: NBER.
  383. Fernandez, S. (2009). Understanding contracting performance: An empirical analysis. Administration and Society, 41, 67–100.
  384. Fernandez, S., & Rainey, H. G. (2006). Managing successful organizational change in the public sector. Public Administration Review, 66, 168–176.
  385. Ferro, E., Loukis, E. N., Charalabidis, Y., & Osella, M. (2013). Policy making 2.0: From theory to practice Government Information Quarterly, 30(4), 359–368.
  386. Fesler, J. W. (1949). Area and administration. Tuscaloosa, AL: University of Alabama Press.
  387. Filarsky v. Delia. (2012). 132 S Ct 1657.
  388. Financial Stability Board. (2009). Improving financial regulation. http://www.financialstabilityboard.org/publications/r_090925b.pdf
  389. Fine, S. (2009). Now you see it. Oakland, CA: Analytics Press.
  390. Finegold, K., Wherry, L., & Schardin, S. (2004). Block grants: Historical overview and lessons learned. Washington, DC: Urban Institute.
  391. Finer, H. (1936). Better government personnel: America's next frontier. Political Science Quartely, 56, 569–599.
  392. Finer, H. (1941). Administrative responsibility and democratic government. Public Administration Review, 1, 335–350.
  393. Finland Ministry of Finance. (2005). Values in the daily job—civil servant's ethics. A handbook for the state administration. Helsinki: Edita Publishing.
  394. Fisher, R., & Brown, S. (1988a). Getting together: Building relationships as we negotiate. New York, NY: Penguin.
  395. Fisher, R., & Brown, S. (1988b). How can we accept those whose conduct is unacceptable? Negotiation Journal, 4(2), 125–136.
  396. Fisher, R. & Ury, W. (1992). Getting to Yes: Negotiating Agreement Without Giving In. New York, NY: Penguin Books.
  397. Fisher, R., Ury, F., & Patton, B. (1991). Getting to yes: Negotiating agreement without giving in. New York, NY: Penguin Books.
  398. Fishkin, J. S., & Farrar, C. (2005). Deliberative polling: From experiment to community resource. In J. Gastil & P. Levine (Eds.), The deliberative democracy handbook: Strategies for effective civic engagement in the 21st century. San Francisco, CA: Jossey-Bass.
  399. Fishkin, J. S., Siu, A., Luskin, R. C., Kim, N., Katsanevas, A. Zhou, Y., & Yushu Zhou. (2011, October). What's next California? A California statewide deliberative poll for California's future. Stanford, CA: Center for Deliberative Democracy at Stanford University.
  400. Fiss, O. M. (1984). Against settlement. Yale Law Journal, 93(6), 1073–1090.
  401. Fitch, K. L., & Sanders, R. E. (1994). Culture, communication, and preferences for directness in expression of directives. Communication Theory, 4(3), 219–245.
  402. Fletcher, J. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. Leadership Quarterly, 15, 647–661.
  403. Fletcher, J. K. (2012). The relational practice of leadership. In M. Uhl-Bien & S. M. Ospina (Eds.), Advancing relational leadership research: A dialogue among perspectives (pp. 83–106). Charlotte, NC: Information Age Publishing.
  404. Foldy, E. G., Goldman, L., & Ospina, S. (2008). Sensegiving and the role of cognitive shifts in the work of leadership. Leadership Quarterly, 19(5), 514–529.
  405. Food and Drug Administrative v. Brown & Williamson Tobacco Corp., (2000). 529 US 120.
  406. Foot, K. A., & Schneider, S. M. (2006). Web campaigning. Cambridge, MA: MIT Press.
  407. Ford, J. D., Ford, L. W., & D'Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33, 362–377.
  408. Forester, J. (2009). Dealing with differences: The dynamics of mediating public disputes. New York, NY: Oxford University Press.
  409. Forrer, J., Kee, J. E., & Gabriel, S. (2007). Not your father's public administration. Journal of Public Affairs Education, 13, 265–280.
  410. Fort Gratiot Landfill v. Michigan Department of Natural Resources. (1992). 504 US 353.
  411. Fountain, J. E. (2001). Paradoxes of public sector customer service. Governance, 14(1), 55–73.
  412. Fountain, J. (2001). Building virtual state: Information technology and institutional change. Washington, DC: Minnings Institute Press.
  413. Fox, J. (2007). The uncertain relationship between transparency and accountability. Development in Practice, 17(4–5), 663–671.
  414. Frank, J. (1942). If men were angels: Some aspects of government in a democracy. New York: Harper & Brothers.
  415. Frechtling, J. (2007). Logic modeling methods in program evaluation. San Francisco, CA: Jossey-Bass.
  416. Frederickson, H. G. (1982). The recovery of civism in public administration. Public Administration Review, 42, 501–508.
  417. Frederickson, H. G. (2006). Whatever happened to public administration? Governance, governance everywhere. In W. Ferlie, L. E. Lynn, & C. Pollitt (Eds.), The Oxford Handbook of Public Management. London: Oxford University Press.
  418. Frederickson, H. G., & Ghere, R. K. (Eds.). (2005). Ethics in public management. Armonk, NY: M. E. Sharpe.
  419. Freeman, G. P. (1985). National styles and policy sectors: Explaining structured variation. Journal of Public Policy, 5(4), 467–496.
  420. Freeman, J. (2003). Extending public law norms through privatization. Harvard Law Review, 116, 1285–1352.
  421. Freund, E. (1928). Administrative powers over persons and property. Chicago: University of Chicago Press.
  422. Frey, B., & Jenkins, R. (2001). Motivation crowding theory. Journal of Economic Surveys, 15, 589–611.
  423. Friedland, R., & Alford, R. (1991). Bringing society back in: Symbols, practices and institutional contradictions. In W. W. Powell, & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis. Chicago, IL: University of Chicago Press.
  424. Friedrich, C. (1940). Public policy and the nature of administrative responsibility. In C. Friedrich & E. Mason (Eds.), Public policy. Cambridge, MA: Harvard University Press.
  425. Fritzsche, D. (2000). Ethical climates and the ethical dimension of decision-making. Journal of Business Ethics, 24, 125–140.
  426. Frontiero v. Richardson. (1973). 411 US 677, 690.
  427. Froonjian, J., & Garnett, J. L. (2013). Reaching the hard to reach: Drawing lessons from research and practice. International Journal of Public Administration, 36, 831–839.
  428. Fu, T., Gress, D., & Caron, R. (2013). Encouraging alternative transportation behavior among baby boomers via simulations. Cambridge, MA: NE University Transportation Center.
  429. Fukuyama, F. (2013). What is governance? Governance, 26(3), 347–368.
  430. Fung, A., & Shkabatur, J. (2013). Viral engagement: Fast, cheap, and broad, but good for democracy? Fiesole, Italy: European University Institute. http://cadmus.eui.eu/bitstream/handle/1814/27060/MWP_LS_2013_04.pdf?sequence=1
  431. Gagne, R. (1996). Accountability and public administration. Canadian Public Administration, 39, 213–225.
  432. Gais, T., & Fossett, J. (2005). Federalism and the executive branch. In J. D. Aberbach (Eds.), The executive branch (pp. 486–522). New York, NY: Oxford University Press.
  433. Garcetti v. Ceballos. (2006). 571 US 410.
  434. Garcia-Sanchez, I. M., Rodriguez-Dominguez, L., & Gallego-Alvarez, I. (2011). Effectiveness of ethics codes in the public sphere: Are they useful in controlling corruption? International Journal of Public Administration, 34, 190–195.
  435. Gardenswartz, L., & Rowe, A. (1994). Diverse teams at work: Capitalizing on the power of diversity. New York, NY: McGraw-Hill.
  436. Garnett, J. L. (1992) Communicating for results in government: A strategic approach for public managers. San Francisco, CA: Jossey-Bass.
  437. Garnett, J. L. (2011). Public communications. http://www.aspanet.org/public/ASPADocs/PAR/FPA/FPA-Comm-Article.pdf
  438. Garnett, J. L., & Kouzmin, A. K. (Eds.). (1997). Handbook of administrative communication. New York, NY: Marcel Dekker.
  439. Garnett, J. L., Marlowe, J., & Pandey, S. K. (2008). Penetrating the performance predicament: Communication as a mediator or moderator of organizational culture's impact on public organizational performance. Public Administration Review, 68 (2), 266–281.
  440. Gastil, J. (2005). Deliberation. In G. J. Shepherd, J. St. John, & T. Striphas (Eds.), Communication as…: Perspectives on theory. Thousand Oaks, CA: Sage.
  441. Gastil, J. (2008). Political communication and deliberation. Thousand Oaks, CA: Sage.
  442. Gastil, J., & Levine, P. (Eds.). (2005). The deliberative democracy handbook: Strategies effective for civic engagement in the 21st century. San Francisco, CA: Jossey-Bass.
  443. Gellhorn, W. (1941). Federal administrative proceedings. Baltimore: John Hopkins.
  444. Georges, B., with Sims, P. (2007). True north: Discover your Authentic leadership. San Francisco, CA: Jossey-Bass.
  445. Gerencser, M., Van Lee, R., Napolitano, F., & Kelly, C. (2008). Megacommunities: How leaders of government, business and non-profits can tackle today's global challenges together. New York, NY: Palgrave Macmillan.
  446. Gerring, J., & Thacker, S. C. (2004). Political institutions and corruption: The role of unitarism and parliamentarism. British Journal of Political Science, 34(2), 295–330.
  447. Getha-Taylor, H. (2008). Identifying collaborative competencies. Review of Public Personnel Administration, 28(2), 103–118.
  448. Getha-Taylor, H., Holmes, M. H., Jacobson, W. S., Morse, R. S., & Sowa. J. E. (2011). Focusing the public leadership lens: Research propositions and questions in the Minnowbrook tradition. Journal of Public Administration Research and Theory, 21(suppl. 1), i83–i97.
  449. Giauque, D., Anderfuhren-Biget, S., & Varone, F. (2013). Stress perception in public organisations: Expanding the job demands–job resources model by including public service motivation. Review of Public Personnel Administration, 33(1), 58–83.
  450. Giauque, D., Ritz, A., Varone, F., & Anderfuhren-Biget, S. (2012). Resigned but satisfied: The negative impact of public service motivation and red tape on work satisfaction. Public Administration, 90(1), 175–193.
  451. Gibler, D. M., & Randazzo, K. A. (2011). Testing the effects of independent judiciaries on the likelihood of democratic backsliding. American Journal of Political Science, 55(3), 696–709.
  452. Giddens, A. (1984). The constitution of society. Berkeley: University of California Press.
  453. Gilabert, P., & Lawford-Smith, H. (2012). Political feasibility: A conceptual exploration. Political Studies, 60, 809–825. doi:10.1111/j.1467–9248.2011.00936.x
  454. Gilad, S., Maor, M., & Bloom, P.B.N. (in press). Organizational reputation, the content of public allegations, and regulatory communication. Journal of Public Administration Research and Theory.
  455. Gilmour, J. B., & Lewis, D. E. (2006). Does performance budgeting work? An examination of the Office of Management and Budget's PART scores. Public Administration Review, 66(5), 742–752.
  456. Gilroy, L. C. (Ed.). (2006). Transforming government through privatization: Annual privatization report. Los Angeles: Reason Foundation.
  457. Girth, A., Hefetz, A., Johnston, J., & Warner, M. E. (2012). Outsourcing public service delivery: Management responses in noncompetitive markets. Public Administration Review, 72, 887–900.
  458. Gist, M. E., & Mitchell, T. R. (1992). Self-efficacy: A theoretical analysis of its determinants and malleability, Academy of Management Review, 17, 183–211.
  459. Gladwell, M., & Shirky, C. (2011). From innovation to revolution: Do social media make protests possible? Foreign Affair, 90, 153–153.
  460. G.M. seeks to fend off lawsuits over switch. (2014, April 23). New York Times, B1.
  461. Goldberg v. Kelly. (1970). 397 US 254.
  462. Goldsmith, S., & Eggers, W. D. (2004). Governing by network: The new shape of the public sector. Washington, DC: Brookings Institution.
  463. Goleman, D. (1995). Emotional intelligence. New York, NY: Bantam.
  464. Goleman, D. (1998). Working with emotional intelligence. New York, NY: Bantam Dell.
  465. Goleman, D. (2004). What makes a leader? Harvard Business Review, 82(1), 82–91.
  466. Gonzaga University v. Doe. (2002). 536 US 273.
  467. Goodnow, F. (1893). Comparative Administrative Law. New York: Putnam.
  468. Goodnow, F. (1905). The Principles of Administrative Law in the United States. New York: Putnum.
  469. Gordon, R. H., & Hines, J. R. Jr. (2002). International taxation. In A. J. Auerbach & M. Feldstein (Eds.), Handbook of public economics (pp. 1935–1995). Amsterdam: North-Holland.
  470. Gore, A. (1993). From red tape to results: Creating a government that works better and costs less: The report of the National Performance Review. Washington, DC: US Government Printing Office.
  471. Gorodnichenko, Y., Martinez-Vazquez, J., & Peter, K. S. (2009). Myth and reality of flat tax reform: Micro estimates of tax evasion response and welfare effects in Russia. Journal of Political Economy, 117, 504–554.
  472. Gortner, H. F., Mahler, J., & Nicholson, J. B. (1987). Organization theory: A public perspective. Chicago, IL: Dorsey Press.
  473. Gosling, J., & Mintzberg, H. (2003, November). The five minds of a manager. Harvard Business Review, 1–10.
  474. Gouldner, A. (1957). Cosmopolitans and locals: Toward an analysis of latent social roles. Administrative Science Quarterly, 2, 281–306.
  475. Government Finance Officers Association. (1998). Recommended budget practices of the National Advisory Council on State and Local Budgeting (NACSLB). Chicago, IL: Author.
  476. Government of India. (2005). Outcome budget 2005–2006. New Delhi: Author.
  477. Governmental Accounting Standards Board. (1990). Service efforts and accomplishments reporting: Its time has come. Norwalk, CT: Author.
  478. Governmental Accounting Standards Board. (1994). Concepts Statements No. 2: Service efforts and accomplishments reporting. Norwalk, CT: Author.
  479. Govindarajan V. (1988). A contingency approach to strategy implementation at the business-unit level: Integrating administrative mechanisms with strategy. Academy of Management Journal, 31(4), 828–853.
  480. Grabosky, P. (1995). Counterproductive regulation. International Journal of the Sociology of Law, 23, 347–369.
  481. Granovetter, M. (2007). The social construction of corruption. In V. Nee & R. Swedberg (Eds.), On capitalism. Palo Alto, CA: Stanford University Press.
  482. Gratz v. Bollinger. (2003). 539 US 244.
  483. Gray, B. (1989). Collaborating: Finding common ground for multiparty problems. San Francisco, CA: Jossey-Bass.
  484. Greene, J. (2007). Mixed methods in social inquiry. San Francisco, CA: Jossey-Bass.
  485. Greenleaf, R. (1970). The servant as leader. Newton Centre, MA: Robert K. Greenleaf Center.
  486. Greenleaf, R. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York, NY: Paulist Press.
  487. Greenwood, R. (1987). Managerial strategies in local government. Public Administration, 65(2), 295–312.
  488. Greenwood, R., & Hinings, C. R. (1996). Understanding radical change: Bringing together the old and new institutionalism. Academy of Management Review, 21, 1022–1054.
  489. Greiner, L. (1967). Patterns of organizational design change. Harvard Business Review, 45, 119–130.
  490. Grimmelikhuijsen, S. G. (2012). Transparency and trust. An experimental study of online disclosure and trust in government. Doctoral dissertation, Utrecht University.
  491. Grimmelikhuijsen, S., Porumbescu, G., Hong, B., & Im, T. (2013). The effect of transparency on trust in government: A cross-national comparative experiment. Public Administration Review, 73(4), 575–586.
  492. Grimmelikhuijsen, S. G., & Welch, E. W. (2012). Developing and testing a theoretical framework for computer-mediated transparency of local governments. Public Administration Review, 72(4), 562–571.
  493. Groenendijk, N. (1997). A principal-agent model of corruption. Crime, Law and Social Change, 27, 207–229.
  494. Gronn, P. (2002). Distributed leadership as a unit of analysis. Leadership Quarterly, 1(4), 423–451.
  495. Grönroos, C. (2008). Service logic revisited: Who creates value? And who co-creates? European Business Review, 20, 298–314.
  496. Grossman, P. (1994). A political theory of intergovernmental grants. Public Choice, 30(2), 295–303.
  497. Gruber, J. (2011). Public finance and public policy (3rd ed.). New York, NY: Worth.
  498. Gruenfeld, D. H., Mannix, E. A., Williams, K. Y., & Neale, M. A. (1996). Group composition and decision making: How member familiarity and information distribution affect process and performance. Organizational Behavior and Human Decision Processes, 67, 1–15.
  499. Grutter v. Bollinger. (2003) 539 US 306.
  500. Gueras, D., & Garofalo, C. (2005). Practical ethics in public administration (2nd ed.). Vienna, VA: Management Concepts.
  501. Gulati, R. (1995). Social structure and alliance formation patterns: A longitudinal analysis. Administrative Science Quarterly, 40, 619–652.
  502. Gunningham, N., Grabosky, P., & Sinclair, D. (1998). Smart regulation: Designing environmental policy. Oxford: Clarendon Press.
  503. Guo, C., & Bielefeld, W. (2014). Social entrepreneurship: An evidence-based approach to creating social value. San Francisco, CA: Jossey-Bass.
  504. Gupta, A. (2010). Evaluation of governance: A study of the government of India's outcome budget. Journal of Development Effectiveness, 2(4), 566–573.
  505. Guy, K., Boekholt, P., Cunningham, P., Hofer, R., Nauwelaers, C., & Rammer, C. (2008). Designing policy mixes: Enhancing innovation system performance and R&D investment levels. Final report. Brussels: European Commission.
  506. Guy, M. E., Newman, M. A., & Mastracci, S. H. (2008). Emotional labor: Putting the service in public service. Armonk, NY: M. E. Sharpe.
  507. Haas, E. B. (1964). Beyond the nation-state: Functionalism and international organization. Stanford, CA: Stanford University Press.
  508. Hacker, J. S. (2005). Policy drift: The hidden politics of US welfare state retrenchment. In W. Streek & K. Thelen (Eds.), Beyond continuity: Institutional change in advanced political economies. Oxford: Oxford University Press.
  509. Haeder, S. F., & Weimer, D. L. (2013). “You can't make me do it”: State implementation of insurance exchanges under the Affordable Care Act. Public Administration Review, 73, S34–S47.
  510. Hagebak, B. R. (1979). Local human service delivery: The integration imperative. Public Administration Review, 39(6), 575–582.
  511. Hall, J., & Jennings, E. (2011). The ARRA: A critical examination of accountability and transparency in the Obama administration. Public Performance and Management Review, 35(1), 202–226.
  512. Hall, P. A. (1993). Policy paradigms, social learning and the state: The case of economic policy making in Britain. Comparative Politics, 25(3), 275–296.
  513. Hall, R. E., & Rabushka, A. (1985). The flat tax. Stanford, CA: Hoover Institution Press.
  514. Hamdi v. Rumsfeld. (2004). 542 US 207, 536.
  515. Handley, D. M. (2008). Strengthening the intergovernmental grant system: Long-term lessons for the federal–local relationship. Public Administration Review, 68(1), 126–136.
  516. Hanf, K., Hjern, B., & Porter, D. O. (1978). Local networks of manpower training in the Federal Republic of Germany and Sweden. In K. Hanf & F. W. Scharpf (Eds.), Interorganizational policy making: Limits to coordination and central control. Thousand Oaks, CA: Sage.
  517. Hanleybrown, F., Kania, J., & Kramer, M. (2012). Channeling change: Making collective impact work. Stanford Social Innovation Review, 26, 1–8.
  518. Hannan, M. T., & Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, 82, 929–964.
  519. Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 49, 149–164.
  520. Hansen-Flaschen, L., & Parker, K. P. (2012). The rise of social government: An advanced guide and review of social media's role in local government. Philadelphia: Fels Institute of Government, University of Pennsylvania.
  521. Hardin, R. (2013). Government without trust. Journal of Trust Research, 3, 32–52.
  522. Harlow v. Fitzgerald. (1982). 457 US 800.
  523. Harmon, M. (1990). The responsible actor as “tortured soul”: The case of Horatio Hornblower. In B. Catron & H. Kass (Eds.), Images and identities in public administration. Thousand Oaks, CA: Sage.
  524. Harmon, M., & Mayer, R. (1986). Organization theory for public administration. Boston, MA: Little, Brown.
  525. Harris, N. (2010). Discretion and expediency in the enforcement of planning controls. Town Planning Review, 81(4), 675–700.
  526. Harrison, D. A., Price, K. H., Gavin, J. H., & Florey, A. (2002). Time, teams, and task performance: A longitudinal study of the changing effects of diversity on group performance. Academy of Management Journal, 45, 1029–1045.
  527. Hart, M., & Moore, J. (1999). Foundations of incomplete contracts. Review of Economic Studies, 66(1), 115–138.
  528. Harter, P. (1987). Points on a continuum: Dispute resolution procedures and the administrative process. Administrative Law Journal, 1, 141–211.
  529. Hatry, H. (2006). Performance measurement: Getting results. Washington, DC: Urban Institute.
  530. Hatry, H., Blair, L., Fisk, D. M., Greiner, J., Hall J. R. Jr., & Schaenman, P. S. (1977). How effective are your community services? Washington, DC: Urban Institute and International City Management Association.
  531. Hatry, H. P. (2008). Emerging developments in performance measurement: An international perspective. In P. De Lancer Julnes, F. S. Berry, M. Aristigueta, & K. Yang (Eds.), The international handbook of practice-based performance management (pp. 3–23). Thousand Oaks, CA: Sage.
  532. Hatry, H. P. (2014). Transforming performance measurement for the 21st century. Washington, DC: Urban Institute.
  533. Hatry, H. P., & Davies, E. (2011). A guide to data-driven performance reviews. Washington, DC: IBM Center for the Business of Government.
  534. Hawkesworth, I., Melchor, O. H., & Robinson, M. (2013). Selected budgeting issues in Chile: Performance budgeting, medium-term budgeting, budget flexibility. OECD Journal on Budgeting, 12(3), F1–F39.
  535. Heady, F. (1998). Comparative and international public administration: Building intellectual bridges. Public Administration Review, 58, 32–39.
  536. Heald, D. (2003). Value for money tests and accounting treatment in PFI schemes. Accounting, Auditing and Accountability Journal, 16(3), 342–371.
  537. Heaphy, M. E. (1975). Executive legislative liaison. Presidential Studies Quarterly, 5(4), 42–46.
  538. Heath, R. L., & Palenchar, M. J. (2009). Strategic issues management: Organizations and public policy challenges. Thousand Oaks, CA: Sage.
  539. Heavy, S. (2013, November 25). Majority of Americans think Obama is not honest or trustworthy. Reuters.
  540. Heckler v. Chaney. (1985). 470 US 821, 832–833.
  541. Heckman, J. J., Heinrich, C. J., & Smith, J. A. (2002). The performance of performance standards. Journal of Human Resources, 37(4), 778–811.
  542. Hefetz, A., & Warner, M. E. (2004). Privatization and its reverse: Explaining the dynamics of the government contracting process. Journal of Public Administration Research and Theory, 14, 171–190.
  543. Hefetz, A., & Warner, M. E. (2012). Contracting or public delivery? The importance of service, market, and management characteristics. Journal of Public Administration Research and Theory, 14(2), 289–317.
  544. Heide, J. B., & Miner, A. S. (1992). The shadow of the future: Effects of anticipated interaction and frequency of contact on buyer-seller cooperation. Academy of Management Journal, 35(2), 265–291.
  545. 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.
  546. Heinrich, C. J., & Choi, Y. (2007). Performance-based contracting in social welfare programs. American Review of Public Administration, 37(4), 409–435.
  547. Heinrich, C. J., Hill , & Lynn, Jr. L. E. (2004). Governance as an organizing theme for empirical research. In P. W. Ingraham & L. E. Lynn Jr. (Eds.), The art of governance: Analyzing management and administration (pp. 3–19). Washington, DC: Georgetown University Press.
  548. Heinrich, C. J., & Marschke, G. (2010). Incentives and their dynamics in public sector performance management systems. Journal of Policy Analysis and Management, 29(1), 183–208.
  549. Hejka-Ekins, A. (1988). Teaching ethics in public administration. Public Administration Review, 47, 885–891.
  550. Henry, G. (2010). Comparison group designs. In J. Wholey, H. Hatry, & K. Newcomer (Eds.), The handbook of practical program evaluation. San Francisco, CA: Jossey-Bass.
  551. Hiller, J., & Bélanger, F. (2001). Privacy strategies for electronic government. Pricewaterhousecoopers Endowment for the Business of Government. http://www.businessofgovernment.org/pdfs/HillerReport.pdf
  552. Hines, J. R. Jr., & Summers, L. H. (2009). How globalization affects tax design. In J. R. Brown & J. M. Poterba (Eds.), Tax policy and the economy. Chicago, IL: University of Chicago Press.
  553. Hines, J. R., & Thaler, R. H. (1995). Anomalies: The flypaper effect. Journal of Economic Perspectives, 9(4), 217–226.
  554. Ho, A. (2003). Perceptions of performance measurement and the practice of performance reporting by small cities. State and Local Government Review, 35(3), 161–173.
  555. Ho, A. (2006). Accounting for the value of performance measurement form the perspective of midwestern mayors. Journal of Public Administration Research and Theory, 16(2), 217–237.
  556. Ho, A. (2011). PBB in American local governments: It's more than a management tool. Public Administration Review, 71(3), 370–388.
  557. Ho, A., & Ni, A. (2005). Have cities shifted to outcome-oriented performance reporting? A content analysis of city budgets. Public Budgeting and Finance, 25(2), 61–83.
  558. Hodel v. Virginia Surface Mining & Reclamation Association. (1981). 452 US 264, 289.
  559. Hodge, G. A., & Greve, C. (2007). Public–private partnerships: An international performance review. Public Administration Review, 67(3), 545–558.
  560. Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, CA: Sage.
  561. Holtzman, A. (1970). Legislative liaison; Executive leadership in Congress. Chicago, IL: Rand McNally.
  562. Hood, C. (2005). Public management: The word, the movement, the science. In E. Ferlie, L. E. Lynn Jr., & C. Pollitt (Eds.), The Oxford handbook of public management (pp. 7–26). Oxford: Oxford University Press.
  563. Hood, C. (2007). What happens when transparency meets blame-avoidance? Public Management Review, 9(2), 191–210.
  564. Hood, C. (2010a). The blame game: Spin, bureaucracy, and self-preservation in government. Princeton, NJ: Princeton University Press.
  565. Hood, C. (2010b). Accountability and transparency: Siamese twins, matching parts, awkward couple? West European Politics, 33(5), 989–1009.
  566. Hood, C., & Heald, D. (Eds.). (2006). Transparency: The key to better governance? New York, NY: Oxford University Press.
  567. Hood, C., & Peters, G. (2004). The middle aging of new public management: Into the age of paradox? Journal of Public Administration Research and Theory, 14, 267–282.
  568. Hood, C., Peters, G., & Wollmann, H. (1996). Sixteen ways to consumerize public services: Pick 'n mix or painful trade-offs. Public Money and Management, 16, 43–50.
  569. Horton, S. (2008). History and persistence of an idea and an ideal. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 17–32). Oxford: Oxford University Press.
  570. Hou, Y. (2013). State government budget stabilization: Policy, tools, and impacts. New York, NY: Springer.
  571. Hou, Y., & Brewer, G. (2010). Substitution and supplementation between co- functional policy instruments: Evidence from state budget stabilization practices. Public Administration Review, 70(6), 914–924.
  572. Hou, Y., Ni, A. Y., Poocharoen, O., Yang, K. & Zhao, Z. J. (2011). The case for public administration with a global perspective. Journal of Public Administration Research and Theory, 21(suppl. 1), i45–i51.
  573. Houston, D. J. (2006). “Walking the walk” of public service motivation: Public employees and charitable gifts of time, blood, and money. Journal of Public Administration Research and Theory, 16(1), 67–86.
  574. Houston, D. J. (2011). Implications of occupational locus and focus for public service motivation: Attitudes toward work motives across nations. Public Administration Review, 71, 761–771.
  575. Howard, P. N., & Parks, M. R. (2012). Social media and political change: Capacity, constraint, and consequence. Journal of Communication, 62(2), 359–362.
  576. Howell, J., & Mendez, M. (2008). Three perspectives on followership. In R. Riggio, I. Chaleef, & J. Lipman-Blumen (Eds.), The art of followership. San Francisco, CA: Jossey-Bass.
  577. Howlett, M. (2009). Policy analytical capacity and evidence-based policy-making: Lessons from Canada. Canadian Public Administration, 52(2), 153–175.
  578. Howlett, M. (2011). Designing public policies: Principles and instruments. New York, NY: Routledge.
  579. Howlett, M., & Cashore, B. (2007). Re-visiting the new orthodoxy of policy dynamics: The dependent variable and reaggregation problems in the study of policy change. Canadian Political Science Review, 1(2), 50–62.
  580. Howlett, M., & Cashore, B. (2009). The dependent variable problem in the study of policy change: Understanding policy change as a methodological problem. Journal of Comparative Policy Analysis: Research and Practice, 11(1), 33–46.
  581. Howlett, M., & del Rio, P. (2014). The parameters of policy portfolios: Verticality and horizontality in design spaces and their consequences for policy mix formulation. Environment and Planning.
  582. Howlett, M., & Lejano, R. P. (2013). Tales from the crypt: The rise and fall (and rebirth?) of policy design. Administration and Society, 45(3), 357–381.
  583. Howlett, M., & Migone, A. (2011). Charles Lindblom is alive and well and living in punctuated equilibrium land. Policy and Society, 30(1), 53–62.
  584. Howlett, M., Mukherjee, I., & Woo, J. J. (in press). The new design orientation in policy formulation research: From tools to toolkits in policy instrument studies. Policy and Politics.
  585. Howlett, M., & Rayner, J. (2007). Design principles for policy mixes: Cohesion and coherence in “new governance arrangements.” Policy and Society, 26(4), 1–18.
  586. Howlett, M., & Rayner, J. (2013). Patching vs. packaging in policy formulation: Assessing policy portfolio design. Politics and Governance, 1(2), 170–182.
  587. Huazhong, W. (2011, November 7). Civil servants to be taught ethical behavior. China Daily. http://www.deccanherald.com/content/202153/civil-servants-china-get-ethics.html
  588. Huberts, L., Kaptein, M., & Lasthuizen, K. (2007). A study of the impact of three leadership styles on integrity violations committed by police officers. Policing: An International Journal of Police Strategies and Management, 30(4), 587–607.
  589. Hughes, O. (2010). Does governance exist? In S. P. Osborne (Ed.), The new public governance? London: Routledge.
  590. Human, S., & Provan, K. (2000). Legitimacy building in the evolution of small-firm multilateral networks: A comparative study of success and demise. Administrative Science Quarterly, 45(2), 327–365.
  591. Hupe, P., & Hill, M. (2007). Street-level bureaucracy and public accountability. Public Administration, 85, 279–299.
  592. Huxham, C. (1993). Pursuing collaborative advantage. Journal of the Operational Research Society, 44(6), 599–611.
  593. Huxham, C. (Ed.). (1996). Creating collaborative advantage. London: Sage.
  594. Huxham, C., & Vangen, S. (1996). Working together: Key themes in the management of relationships between public and non-profit organizations. International Journal of Public Sector Management, 9(7), 5–17.
  595. Huxham, C., & Vangen, S. (2000). Leadership in the shaping and implementation of collaboration agendas: How things happen in a (not quite) joined-up world. Academy of Management Journal, 43(6), 1159–1175.
  596. Huxham, C., & Vangen, S. (2005). Managing to collaborate: The theory and practice of collaborative advantage. London: Routledge.
  597. Huxham, C., & Hibbert, P. (2004). Collaborating to know? Interorganizational engagement and learning. Glasgow: AIM.
  598. Ibarra, H., & R. Barbulescu, R. (2010). Identity as narrative: Prevalence, effectiveness, and consequences of narrative identity work in macro work role transitions. Academy of Management Review, 35, 135–154.
  599. IBM Business Consulting Services. (2005). Human capital management in government: An industry insight from the Global Human Capital Study. Washington, DC: IBM.
  600. Im, T., Cho, W., Porumbescu, G., & Park, J. (2014). Internet, trust in government, and citizen compliance. Journal of Public Administration Research and Theory, 24, 741–763.
  601. Im, T., Porumbescu, G., & Lee, H. (2013). ICT as a buffer to change. Public Performance and Management Review, 36(3), 436–455.
  602. Ingraham, P. (1993). Of pigs in pokes and policy diffusion: Another look at pay-for-performance. Public Administration Review, 53, 348–356.
  603. Ingraham, P. W., & Lynn, L. E. Jr. (2004). (Eds). The art of governance: Analyzing management and administration. Washington, DC: Georgetown University Press.
  604. Innes, J. E., & Booher, D. (1999). Consensus building and complex adaptive systems: A framework for evaluating collaborative planning. Journal of the American Planning Association, 65(4), 412−423.
  605. Insider cases' legal basis questioned. (2014, April 23). Wall Street Journal, C1.
  606. International City/County Management Association. (2014). ICMA code of ethics. International City/County Management Association.
  607. International City Management Association. (2004). ICMA code of ethics. http://icma.org/en/icma/knowledge_network/documents/kn/Document/100265/ICMA_Code_of_Ethics_with_Guidelines
  608. International Monetary Fund. (2013). Fiscal adjustment in an uncertain world. Washington, DC: International Monetary Fund. http://www.imf.org/external/pubs/ft/fm/2013/01/pdf/fm1301.pdf
  609. International Telecommunication Union. (2013a). The world in 2013: ICT facts and figures. http://www.itu.int/en/ITU-D/Statistics/Pages/facts/default.aspx
  610. International Telecommunication Union. (2013b). ITU telecommunication statistics. http://www.itu.int/en/ITU-D/Statistics/Pages/stat/default.aspx
  611. Ireland D., & Hitt, M. (1999). Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Executive, 13(1), 43–57.
  612. Issacharoff, S. (2010). On political corruption. Harvard Law Review, 124(1), 118–142.
  613. Jabbra, J., & Dwivedi, O. (1988). Public service accountability: A comparative study. West Hartford, CT: Kumarian Press.
  614. Jackson, S. E., Joshi, W., & Erhardt, N. L. (2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29, 801–830.
  615. Jacobs, D. C. (1989). Political Boulwarism: Bargaining during the Reagan years. Negotiation Journal, 5(4), 349–353.
  616. Jacobs, L. R., & Skocpol, T. (2012). Health care reform and American politics: What everyone needs to know. Oxford: Oxford University Press.
  617. Jacobson, H. K. (1979). Networks of interdependence: International organizations and the global political system. New York, NY: Knopf.
  618. Jaffe, J. (2004). The decline of private-sector defined benefit promises and annuity payments: What will it mean? Employee Benefit Research Association Notes, 25(7), 2–8.
  619. Jain, A. K. (1998). Models of corruption. In A. K. Jain (Ed.), Economics of corruption. Boston, MA: Kluwer Academic.
  620. Jakobsen, M. (2012). Can government initiatives increase citizen coproduction? Results of a randomized field experiment. Journal of Public Administration Research and Theory, 23, 27–54.
  621. Jehn, K. A., Chadwick, C., & Thatcher, S.M.B. (1997). To agree or not to agree: The effects of value congruence, individual demographic dissimilarity, and conflict on workgroup outcomes. International Journal of Conflict Management, 8, 287–305.
  622. Jellison, J. M. (1993). Overcoming resistance: A practical guide to producing change in the workplace. New York, NY: Simon and Shuster.
  623. Jick, T. D. (1990). Note on the recipients of change. Boston, MA: Harvard Business School Press.
  624. Jones, C., Hesterly, W., & Borgatti, S. (1997). A general theory of network governance: Exchange conditions and social mechanisms. Academy of Management Review, 22(4), 911–945.
  625. Jones, R. (1988). The role of staff in state legislatures. Journal of State Government, 61, 188–189.
  626. Jones, T. (Ed.). (2004). Conflict resolution in the field: Assessing the past, charting the future. Conflict Resolution Quarterly, 22(1–2), 1–320.
  627. Jordan, A., Wurzel, R.K.W., & Zito, A. (2005). The rise of “new” policy instruments in comparative perspective: Has governance eclipsed government? Political Studies, 53(3), 477–496.
  628. Jordan, M., & Hackbart, M. (2005). The goals and implementation success of state performance-based budgeting. Journal of Public Budgeting, Accounting, and Financial Management, 17(4), 471–487.
  629. Josephson, M. (2010). When ethical principles conflict. http://josephsoninstitute.org/business/blog/2010/11/when-ethical-principles-conflict/
  630. Joyce, P. (2008). Does more (or even better) information lead to better budgeting? A new perspective. Journal of Policy Analysis and Management, 27(4), 945–975.
  631. Judson, A. S. (1991). Changing behavior in organizations: Minimizing resistance to change. Cambridge, MA: Blackwell.
  632. Jung, C. (1971). Psychological types. Princeton, NJ: Princeton University Press.
  633. Justen, A., Fearnley, N., Givoni, M., & Macmillen, J. (2014). A process for designing policy packaging: ideals and realities. Transportation Research Part A: Policy and Practice, 60, 9–18.
  634. Justen, A., Schippl, J., Lenz, B., & Fleischer, T. (2014). Assessment of policies and detection of unintended effects: Guiding principles for the consideration of methods and tools in policy-packaging. Transportation Research Part A: Policy and Practice, 60, 19–30.
  635. Kannan, P. K., & Chang, Ai-Mei. (2013). Beyond citizen engagement: Involving the public in co-delivering government services. Washington DC: IBM Business of Government.
  636. Kanter, R. M. (1983). The change masters: Innovations for productivity in the American corporation. New York, NY: Simon and Schuster.
  637. Kaptein, M., & Schwartz, M. S. (2008). The effectiveness of business codes: A critical examination of existing studies and the development of an integrated research model. Journal of Business Ethics, 77(2), 111–127.
  638. Katz, D., & Kahn, R. (1966). The social psychology of organizations. New York, NY: Wiley.
  639. Katz, R. (1974). Skills of an effective administrator. Harvard Business Review, 52, 90–102.
  640. Katzenbach v. McClung. (1964). 379 US 294.
  641. Kaufman, H. (1969). Administrative decentralization and political power. Public Administration Review, 29, 3–15.
  642. Kaufman, H. (1976). Are government organizations immortal? Washington, DC: Brookings Institution.
  643. Kaufman, H., & Couzens, M. (1973). Administrative feedback: Monitoring subordinates' behavior. Washington, DC: Brookings Institution.
  644. Kaufmann, D., & Vicente, P. C. (2011). Legal corruption. Economics and Politics, 23(2), 195–219.
  645. Kavenaugh, A., Fox, E. A., Sheetz, S., Yang, S., Li, L. T., Whalen, T.,…Xie, L. (2011, June). Social media use in government: From the routine to the critical. In Proceedings of the 12th Annual International Conference on Digital Government Research. College Park, MD.
  646. Keast, R. L., Mandell, M. P., Brown, K. A., & Woolcock, G. W. (2004). Network structures: Working differently and changing expectations. Public Administration Review, 64, 363–371.
  647. Keating, M. (1998). Public management reform and economic and social development. Paris: OECD.
  648. Keefer, P. (2007). Clientele, credibility, and policy choices of young democracies. American Journal of Political Science, 51(4), 804–821.
  649. Keen, M., & Lockwood, B. (2010). The value added tax: Its causes and consequences. Journal of Development Economics, 92, 138–151.
  650. Keiser, L. R., Wilkins, V. M., Meier, K. J., & Holland, C. A. (2002). Lipstick and logarithms: Gender, institutional context, and representative bureaucracy. American Political Science Review, 96, 553–564.
  651. Kellar, E. K. (1995). Ethics on center stage. Public Manager, 24, 36–38.
  652. Kellerman, B. (2008). Followership: How followers are creating change and changing leaders. Boston, MA: Harvard Business School Press.
  653. Kelley, R. (1988). In praise of followers. Harvard Business Review, 66(6), 142–148.
  654. Kelley, R. E. (1992). The power of followership: How to create leaders people want to follow and followers who lead themselves. New York, NY: Currency Doubleday.
  655. Kellough, J. E. (2006). Understanding affirmative action: Politics, discrimination, and the search for justice. Washington, DC: Georgetown University Press.
  656. Kellough, J., & Lu, H. (1993). The paradox of merit pay. Review of Public Personnel Administration, 13, 5–21.
  657. Kellough, J., & Naff, K. C. (2004). Responding to a wake-up call: An examination of federal agency diversity management programs. Administration and Society, 36, 62–77.
  658. Kelly, J. M. (2002). If you only knew how well we are performing, you'd be highly satisfied with the quality of our service. National Civic Review, 91(3), 283–292.
  659. Kelly, J. (2003). The long view: Lasting (and fleeting) reforms in public budgeting in the twentieth century. Journal of Public Budgeting, Accounting, and Financial Management, 15(2), 309–326.
  660. Kelly, J. M., & Swindell, D. (2002). A multiple–indicator approach to municipal service evaluation: Correlating performance measurement and citizen satisfaction across jurisdictions. Public Administration Review, 62(5), 610–621.
  661. Kelman, S. (2002). Contracting. In L. A. Salamon (Ed.), The tools of government: A guide to the new governance. New York, NY: Oxford University Press.
  662. Kets de Vries, M.F.R., & Balazs, K. (1999). Transforming the mind-set of the organization. Administration and Society, 30, 640–675.
  663. Kettl, D. F. (2002). The transformation of governance: Public administration for twenty-first century America. Baltimore, MD: Johns Hopkins University Press.
  664. Kettl, D. F. (2005). The global public management revolution: A report on the transformation of governance (2nd ed.). Washington, DC: Brookings Institution.
  665. Kettl, D. F. (2006). Managing boundaries in American administration: The collaboration imperative. Public Administration Review, 66(s1), 10–19.
  666. Kettl, D. F. (2009). The next government of the United States: Why our institutions fail us and how to fix them. New York, NY: Norton.
  667. Kettl, D. (2012). The politics of the administrative process (5th ed.). Washington, DC: CQ Press.
  668. Kettl, D. F. (2014). System under stress: The challenges to 21st century governance. Washington: CQ Press.
  669. Kettl, D. F., Ingraham, P. W., Sanders, R. P., & Horner, C. (1996). Civil service reform: Building a government that works. Washington, DC: Brookings Institute.
  670. Khademian, A. (1992). The SEC and capital market regulation: The politics of expertise. Pittsburgh, PA: University of Pittsburgh Press,
  671. Kickert, W. (Ed.). (1997). Public management and administrative reform in Western Europe. Cheltenham: Edward Elgar.
  672. Kiesler, C. A., & Kiesler, S. B. (1969). Conformity. Reading, MA: Addison-Wesley.
  673. Kim, S. (2005). Individual-level factors and organizational performance in government organizations. Journal of Public Administration Research and Theory, 15, 245–261.
  674. Kim, S. (2006). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27, 722–740.
  675. Kim, S. (2010). Public trust in government in Japan and South Korea: Does the rise of critical citizens matter? Public Administration Review, 70(5), 801–810.
  676. Kim, S. (2011). Testing a revised measure of public service motivation: Reflective versus formative specification. Journal of Public Administration Research and Theory, 21, 521–546.
  677. Kim, S. (2012). Does person-organization fit matter in the public-sector? Testing the mediating effect of person-organization fit in the relationship between public service motivation and work attitudes. Public Administration Review, 72, 830–840.
  678. Kim, S. & Lee, J. (2012). E-participation, transparency, and trust in local government. Public Administration Review, 72(6), 819–828.
  679. Kim, S., & Vandenabeele, W. (2010). A strategy for building public service motivation research internationally. Public Administration Review, 70, 701–709.
  680. Kim, S., Vandenabeele, W., Wright, B. E., Andersen, L. B., Cerase, F., Christensen, R. K., Desmarais, C.,…De Vivo, P. (2013). Investigating the structure and meaning of public service motivation across populations: Developing an international instrument and addressing issues of measurement invariance. Journal of Public Administration Research and Theory, 23(1), 79–102.
  681. Kim, Y. W., & Brown, T. L. (2012). The importance of contract design. Public Administration Review, 72(5), 687–696.
  682. Kincaid, J., & Stenberg, C. W. (2011). Introduction to the Symposium on Intergovernmental Management and ACIR beyond 50: Implications for Institutional Development and Research. Public Administration Review, 71(2), 158–160.
  683. Kingdon, J. W. (2002). Agendas, alternatives, and public policies (2nd ed.). New York, NY: Longman.
  684. Kingsley, J. D. (1944). Representative bureaucracy: An interpretation of the British civil service. Yellow Springs, OH: Antioch Press.
  685. Kirkhart, K. E. (2000). Reconceptualizing evaluation use: An integrated theory of influence. New Directions for Evaluation, 88, 5–23.
  686. Kirzner, I. (1999). Creativity and/or alertness: A reconsideration of the Schumpeterian entrepreneur. Review of Austrian Economics, 11, 5–17.
  687. Kiss, B., & Neij, L. (2011). The importance of learning when supporting emergent technologies for energy efficiency—A case study on policy intervention for learning for the development of energy efficient windows in Sweden. Energy Policy, 39(10), 6514–6524.
  688. Kjeldsen, A. M. (2014). Dynamics of public service motivation: Attraction–selection and socialization in the production and regulation of social services. Public Administration Review, 74(1), 101–112.
  689. Kjeldsen, A. M., & Jacobsen, C. B. (2013). Public service motivation and employment sector: Attraction and socialization. Journal of Public Administration Research and Theory, 23(4), 899–926.
  690. Klarman, H. E. (1976). National policies and local planning for health services. Milbank Memorial Fund Quarterly. Health and Society, 54(1), 1–28.
  691. Klase, K., & Dougherty, M. (2008). The impact of performance budgeting on state budget outcomes. Journal of Public Budgeting, Accounting, and Financial Management, 20(3), 277–298.
  692. Klein, B., Crawford, R. G., & Alchian, A. (1978). Vertical integration, appropriable rents, and the competitive contracting process. Journal of Law and Economics, 21(2), 297–326.
  693. Klijn, E.-H., & Koppenjan, J.F.M. (2000). Public management and policy networks: Foundation of a network approach to governance. Public Management, 2(2), 135–158.
  694. Kling, R., & Scacchi, W. (1982). The web of computing: Computer technology as social organization. Advances in Computers, 21, 1–90.
  695. Knapp, M., Bauer, A., Perkins, M., & Snell, T. (2010). Building community capacity: Making an economic case. London: PSSRU, London School of Economics.
  696. Knowlton, L. W., & Phillips, C. C. (2013). The logic model guidebook (2nd ed.). Thousand Oaks, CA: Sage.
  697. Koch, J., & Mettler, S. (2012). Who perceives government's role in their lives? (Working Paper). Cambridge, MA: Ash Center, Harvard University.
  698. Kohlberg, L. (1971). From is to ought. In T. Mishel (Ed.), Cognitive development and epistemology (pp. 151–235). New York, NY: Academic Press.
  699. Kohlberg, L. (1981). The philosophy of moral development. New York, NY: Harper.
  700. Kolb, D. A. (1984). Experiential learning. Englewood Cliffs, NJ: Prentice Hall.
  701. Konrad, A. M. (2003). Special issue introduction: Defining the domain of workplace diversity scholarship. Group and Organization Management, 28, 4–21.
  702. Kooiman, J. (2010). Governance and governability. In S. P. Osborne (Ed.), The new public governance? (pp. 72–86). New York, NY: Routledge.
  703. Koontz v. St. John's River Water Management District. (2013). 133 S Ct 2586, 2608.
  704. Koppell, J.G.S. (2010a). World rule: Accountability, legitimacy, and the design of global governance. Chicago, IL: University of Chicago Press.
  705. Koppell, J.G.S. (2010b). Administration without borders. Public Administration Review, 70(s1), s46–s55.
  706. Koppell, J.G.S. (2014). Global rulemaking and institutional forms. In S. H. Kim (Ed.), Public administration in the context of global governance. Northampton, MA: Edward Elgar.
  707. Koren, L., & Goodman, P. (1991). The haggler's handbook: One hour to negotiating power. New York, NY: Norton.
  708. Korobkin, R. (2009). Negotiation: Theory and strategy. New York, NY: Wolters Kluwer.
  709. Kostadinova, T. (2012). Political corruption in Eastern Europe: Politics after communism. Boulder, CO: Lynne Rienner.
  710. Kotter, J., & Schlesinger, L. (1979). Choosing strategies for change. Harvard Business Review, 57, 106–114.
  711. Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge: How to get extraordinary things done in organizations (4th ed.). San Francisco, CA: Jossey-Bass.
  712. Kraemer, K. L., & King, J. L. (1980). Productivity and computers In G. J. Washins (Ed.), Productivity improvement handbook for state and local government (pp. 343–391). New York, NY: Wiley.
  713. Kraemer, K. L., & King, J. L.(1986). Computing and public organizations. Public Administration Review, 46, 488–496.
  714. Krane, D. (1993). American federalism, state governments, and public policy. PS: Political Science and Politics, 26(1), 186–190.
  715. Krastev, I. (2000). The strange (re)discovery of corruption. In Y. Elkana, R. Darendorf, A. Neier, & I. Rev (Eds.), The paradoxes of unintended consequences (pp. 23–41). N.p.: CEU Press.
  716. Kraut, R., Patterson, M., Lundmark, V., Kiesler, S., Mukopadhyay, T., & Scherlis, W. (1998). Internet paradox: A social technology that reduces social involvement and psychological well-being? American Psychologist, 53(9), 1017–1031.
  717. Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals' fit at work: A meta-analysis of person-job, person-organization, person-group, person-supervisor fit. Personnel Psychology, 58(2), 281–342.
  718. Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia J., & Van Der Voet, J. (2014). The management of change in public organizations: A literature review. Public Administration, 92, 1–20.
  719. Kunicova, J., & Rose-Ackerman, S. (2005). Electoral rules as constraints on corruption. British Journal of Political Science, 35(4), 573–606.
  720. La Porta, R., Lopez-de-Silanes, F., Shleifer, A., & Vishny, R. W. (1999). The quality of government. Journal of Law, Economics, and Organization, 15(1), 222–279.
  721. Lambright, K. T. (2009). Agency theory and beyond: Contracted providers' motivations to properly use service monitoring tools. Journal of Public Administration Research and Theory, 19(2), 202–227.
  722. Lambsdorff, J. G. (2005). Consequences and causes of corruption: What do we know from a cross-section of countries? (Working Paper V-34–05). Volkswirtschaftliche Reihe.
  723. Lamothe, M., & Lamothe, S. (2012). To trust or not to trust? What matters in local government-vendor relationships. Journal of Public Administration Research and Theory, 22(4), 867–892.
  724. Landis, J. M. (1938). The administrative process. New Haven, CT: Yale University Press.
  725. Lane, J. (2000). New public management. London: Routledge.
  726. Larson, A. (1992). Network dyads in entrepreneurial settings: A study of the governance of exchange relationships. Administrative Science Quarterly, 37, 76–104.
  727. Lasswell, H. (1958). Politics: Who gets what, when, how. New York, NY: New World.
  728. Laurent, A. (2000). Entrepreneurial government: Bureaucrats as businesspeople. Arlington, VA: PricewaterhouseCoopers Endowment for the Business of Government.
  729. Lauth, T. P. (1987). Budgeting and productivity in state government: Not integrated but friendly. Public Productivity Review, 10(3), 21–32.
  730. Lawton, A., & Doig, A. (2005–2006). Researching ethics for public service organizations. Public Integrity, 8(1), 11–34.
  731. Lax, D. A., & Sebenius, J. K. (1986). The manager as negotiator: Bargaining for cooperation and competitive gain. New York, NY: Free Press.
  732. Lax, D. A., & Sebenius, J. K. (2002). Dealcrafting: The substance of three-dimensional negotiations. Negotiation Journal, 18(1), 5–28.
  733. Layne, K., & J.W.L. (2001). Developing fully functional e-government: A four stage model. Government Information Quarterly, 18(2), 122–136.
  734. Leadbeater, C. (1997). The rise of social entrepreneurs. London: Demos.
  735. Leadbeater, C. (2004). Personalisation through participation: A new script for public services. London: Demos.
  736. Leadbeater, C. (2006). The socially entrepreneurial city. In A. Nichols (Ed.), Social entrepreneurship: New models of sustainable change. Oxford: Oxford University Press.
  737. Leary, A. (2013, October 12). Opt out of Obamacare is conservative group's message to young people. Tampa Bay Times. http://www.tampabay.com/news/health/conservative-groups-message-to-young-people-opt-out-of-obamacare/2146905
  738. Lebron v. National Railroad Passenger Corporation. (1995). 513 US 374.
  739. Lee, E. Y., & Liu, H. (2013). Factors influencing network formation among social service nonprofit organizations in Hong Kong and implications for comparative and China studies. International Public Management Journal, 15(4), 454–478.
  740. Lee, G., & Perry, J. L. (2002). Are computers boosting productivity? A test of the paradox in state governments. Journal of Public Administration Research and Theory, 12(1), 77–102.
  741. Lee, H. (2007). The evolution of future ubiquitous government, Government 3.0. Seoul: National Information Society Agency.
  742. Lee, M. (2007). Government public relations: A reader. New York, NY: Taylor and Francis.
  743. Lee, M. (2009). Too much bureaucracy or too little? Congressional Treatment of Defense Department legislative liaison, 1950s-1990s. Public Administration and Management, 14(2), 323–361.
  744. Lee, M. (2011). Congress vs. the bureaucracy: Muzzling agency public relations. Norman: University of Oklahoma Press.
  745. Lee, R. M., Choe, J., Kim, G., & Ngo, V. (2000). Construction of the Asian American Family Conflicts Scale. Journal of Counseling Psychology, 47(2), 211–222.
  746. Lee, S.-Y., & Whitford, A. B. (2008). Exit, voice, loyalty and pay: Evidence from the public workforce. Journal of Public Administration Research and Theory, 18, 647–671.
  747. Lee, Y. S., with Rosenbloom, D. H. (2005). A reasonable public servant: Constitutional foundations of administrative conduct in the United States. Armonk, NY: M. E. Sharpe.
  748. Leighninger, M. (2006). The next form of democracy: How expert rule is giving way to shared governance—and why politics will never be the same. Nashville, TN: Vanderbilt University Press.
  749. Leighninger, M. (2010). Teaching democracy in public administration: Trends and future prospects. Journal of Public Deliberation, 6(1), article 2.
  750. Leighninger, M. (2011). Using online tools to engage—and be engaged by—the public. Washington, DC: IBM Center for the Business of Government.
  751. Leighninger, M. (2012). Mapping deliberative civic engagement: Pictures from a (r)evolution. In T. Nabatchi, J. Gastil, M. Weiksner, & M. Leighninger (Eds.), Democracy in motion: Evaluating the practice and impact of deliberative civic engagement. New York, NY: Oxford University Press.
  752. Leighninger, M. (2013). Three minutes at the microphone: How outdated citizen participation laws are corroding American democracy. In Working Group on Legal Frameworks for Public Participation (Ed.), Making public participation legal. Denver, CO: National Civic League.
  753. Leisink, P.L.M., & Steijn, B. (2009). Public service motivation and job performance of public sector employees in the Netherlands. International Review of Administrative Sciences, 75(1), 35–52.
  754. Levin, J. (2003). Relational incentive contracts. American Economic Review, 93(3), 835–857.
  755. Levine, C. H., Backoff, R. W., Cahoon, A. R., & Siffin, W. J. (1975). Organizational design: A post Minnowbrook perspective for the “new” public administration. Public Administration Review, 35, 425–435.
  756. Levinson, H. (1976). Psychological man. Cambridge, MA: Levinson Institute.
  757. Levitan, D. (1946). The responsibility of administrative officials in a democratic society. Political Science Quarterly, 61, 562–598.
  758. Lewicki, R. J., & Robinson, R. J. (1998). Ethical and unethical bargaining tactics: An empirical study. Journal of Business Ethics, 17, 665–682.
  759. Lewin, K. (1947). Group decision and social change. In T. M. Newcomb & E. L. Harley (Eds.), Readings in social psychology. New York, NY: Holt.
  760. Lewis, C., & Gilman, S. (2005). The ethics challenge in public service: A problem-solving guide (2nd ed.). San Francisco, CA: Jossey-Bass.
  761. Lewis, D. E. (2002). The politics of agency termination: Confronting the myth of agency mortality. Journal of Politics, 64, 89–107.
  762. Lewis, M. (2003). Moneyball: The art of winning an unfair game. New York, NY: Norton.
  763. Leys, C. (1965). What is the problem about corruption? Journal of Modern African Studies, 3(2), 215–230.
  764. Leys, W.A.R. (1944). Ethics and social policy. New York, NY: Prentice Hall.
  765. Li, M.-H., & Feeney, M. K. (2014). Adoption of electronic technologies in local US governments: Distinguishing between e-services and communication technologies. American Review of Public Administration, 44(1), 75–91.
  766. Light, P. C. (1997). The tides of reform: Making government work, 1945–1995. New Haven, CT: Yale University Press.
  767. Lim, E.T.K., Tan, C. W., Cyr, D., Pan, S. L., & Xiao, B. (2012). Advancing public trust relationship in electronic government: The Singapore e-filing journey. Information System Research, 23(4), 1110–1130.
  768. Lin, N. (2002). Social capital: A theory of social structure and action. Cambridge: Cambridge University Press.
  769. Lindblom, C. E. (1959). The science of muddling through. Public Administration Review, 19(2), 79–88.
  770. Lindblom, C. E. (1995). Market and democracy—Obliquely. PS: Political Science and Politics, 28(4), 684–688.
  771. Linden, R. M. (2002). Working across boundaries: Making collaboration work in government and nonprofit organizations. San Francisco, CA: Jossey-Bass.
  772. Linden, R. (2010). Leading across boundaries: Creating collaborative agencies in a networked world. San Francisco, CA: Jossey-Bass.
  773. Lindstedt, C., & Naurin, D. (2010). Transparency is not enough: Making transparency effective in reducing corruption. International Political Science Review, 31(3), 301–322.
  774. Lipsky, D. B., Seeber, R. L., & Fincher, R. (2003). Emerging systems for managing workplace conflict: Lessons from American corporations for managers and dispute resolution professionals. San Francisco, CA: Jossey-Bass.
  775. Lipsky, M. (1980). Street-level bureaucracy: The dilemmas of the individual in public service. New York, NY: Russell Sage Foundation.
  776. Lipskey, M. W., & Noonan, E. (2009). Better evidence for a better world (3ie Working Paper 2). Washington, DC: International Initiative for Impact Evaluation.http://www.3ieimpact.org/media/filer/2012/05/07/Working_Paper_2.pdf
  777. Lipsey, M. W., & Wilson, D. (2000). Practical meta-analysis. Thousand Oaks, CA: Sage.
  778. Liu B. F., & Horsley J. S. (2007). The government communication decision wheel: Toward a public relations model for the public sector. Journal of Public Relations Research, 19(4), 377–393.
  779. Liu, B. F., Horsley, J. S., & Levenshus, A. B. (2010). Government and corporate communication practices: Do the differences matter? Journal of Applied Communication Research, 38(2), 189–213.
  780. Liu, C., & Mikesell, J. L. (2014). The impact of public officials' corruption on the size and allocation of US state spending. Public Administration Review, 74, 346–359.
  781. Llewellyn, S., Brookes, S., & Mahon, A. (2013). Trust and confidence in government and public services. New York, NY: Routledge.
  782. Llorens, J., & Battaglio, R. (2010). Human resource management in a changing world: Reassessing public human resource management education. Review of Public Personnel Administration, 30, 112–132.
  783. Llorens, J., & Stazyk, E. (2011). How important are competitive wages? Exploring the impact of relative wage rates on employee turnover in state government. Review of Public Personnel Administration, 31, 111–127.
  784. Llorens, J., Wenger, J., & Kellough, J. E. (2008). Choosing public sector employment: The impact of wages on the representation of women and minorities in state bureaucracies. Journal of Public Administration Research and Theory, 18, 397–413.
  785. Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice Hall.
  786. Loden, M., & Rosener, J. B. (1991). Workforce America! Managing employee diversity as a vital resource. New York, NY: McGraw-Hill.
  787. Lodge, M., & Gill, D. (2011). Toward a new era of administrative reform? The myth of post-NPM in New Zealand. Governance, 24(1), 141–166.
  788. Loeffler, E. (2013). The Family-Nurse Partnership Programme in Scotland: Improving outcomes for child, parents and society. In E. Loeffler, G. Power, T. Bovaird, & F. Hine-Hughes (Eds.), Co-production of health and wellbeing in Scotland (pp. 52–63). Birmingham: Governance International.
  789. Loeffler, E., & Hine-Hughes, F. (2012). Five steps to making the transformation to co-production. In E. Loeffler, D. Taylor-Gooby, T. Bovaird, F. Hine-Hughes, & L. Wilke (Eds.), Making health and social care personal and local: From mass production to co-production (pp. 110–115). Birmingham: Governance International.
  790. Loeffler, E., Parrado, S., Bovaird, T., & van Ryzin, G. (2008). If you want to go fast, walk alone. If you want to go far, walk together: Citizens and the co-production of public services. Paris: Ministry of Finance, Budget & Public Services.
  791. Loeffler, E., Power, G., Bovaird, T., & Hine-Hughes, F. (2013). Co-production of health and wellbeing Scotland. Birmingham: Governance International & Scottish Government.
  792. Loeffler, E., Taylor-Gooby, D., Bovaird, T., Hine-Hughes, F., & Wilkes, L. (2012). Making health and social care personal and local: From mass production to co-production. Birmingham: Governance International and Local Governance Information Unit.
  793. Long, B. S., & Driscoll, C. (2007). Codes of ethics and the pursuit of organizational legitimacy: Theoretical and empirical contributions. Journal of Business Ethics, 77, 173–189.
  794. Long, N. (1952). Bureaucracy and constitutionalism. American Political Science Review, 46, 808–818.
  795. Lubit, R. (2006). The tyranny of toxic managers: Applying emotional intelligence to deal with difficult personalities. In J. S. Osland, M. E. Turner, D. A. Kolb, & I. M. Rubin (Eds.), The organizational behavior reader. Upper Saddle River, NJ: Prentice Hall.
  796. Lucas v. South Carolina Coastal Commission. (1992). 505 US 1003.
  797. Lukensmeyer, C. J., Goldman, J., & Brigham, S. (2005). A town meeting for the twenty-first century. In J. Gastil & P. Levine (Eds.), The deliberative democracy handbook: Strategies for effective civic engagement in the 21st century. San Francisco, CA: Jossey-Bass.
  798. Luna-Reyes, L. F., Zhang, J., Gil-García, J. R., & Cresswell, A. M. (2005). Information systems development as emergent socio-technical change: A practice approach. European Journal of Information Systems, 14(1), 93–105.
  799. Lynn, L. E. Jr., Heinrich, C. J., & Hill, C. J. (2001). Improving governance: A new logic for empirical research. Washington, DC: Georgetown University Press.
  800. MacCoun, R. J. (1991). Unintended consequences of court arbitration: A cautionary tale from New Jersey. Justice System Journal, 14(2), 229–243.
  801. Madison, J., Hamilton, A., & Jay, J. (1961). The Federalist Papers. New York: Mentor.
  802. Maesschalck, J. (2004a). The impact of new public management reforms on public servants' ethics: Towards a theory. Public Administration, 82(2), 465–489.
  803. Maesschalck, J. (2004b). Approaches to ethics management in the public sector: A proposed extension of the compliance-integrity continuum. Public Integrity, 7, 20–41.
  804. Mahler, J., & Regan, P. M. (2007). Crafting the message: Controlling content on agency web sites. Government Information Quarterly, 24(3), 505–521.
  805. Majone, G. (1975). On the notion of political feasibility. European Journal of Political Research, 3, 259–274.
  806. Malatesta, D., & Smith, C. R. (2011). Resource dependence, alternative supply sources and the design of formal contracts. Public Administration Review, 71(4), 608–617.
  807. Mandell, M. P., & Keast, R. (2009). A new look at leadership in collaborative networks: process catalysts. In J. A. Raffel, P. Leisink, & A. E. Middlebrooks (Eds.), Public sector leadership: International challenges and perspectives (pp. 163–178). Northampton, MA: Edward Elgar.
  808. Mann, T. E., & Omstein, N. (2006). The broken branch: How Congress is failing America and how to get it back on track. New York: Oxford University Press.
  809. Mann, T. E., & Omstein, N. (2012). It's even worse than it looks: How the American constitutional system collided with the new politics of extremism. New York: Basic Books.
  810. Manring, N. J. (1994). ADR and administrative responsiveness: Challenges for public administrators. Public Administration Review, 54(2), 197–202.
  811. March, J. G., & Olsen, J. P. (1989). Rediscovering institutions. New York, NY: Free Press.
  812. March, J., & Simon, H. (1993). Organizations (2nd ed.). Cambridge: Blackwell.
  813. Martin, A. (2007). What's next? Changing nature of leadership Survey. Greensboro, NC: Center for Creative Leadership. http://www.ccl.org/leadership/CCLSearchResults.aspx?&sa=Search&q=collaboration+survey&start=0&num=
  814. Martin, G. P., Currie, G., & Finn, R. (2009). Leadership, service reform, and public-service networks: The case of cancer-genetics pilots in the English NHS. Journal of Public Administration Research and Theory, 19(4), 769–794.
  815. Martin, K., & Cullen, J. (2006). Continuities and extensions of ethical climate theory: A meta-analytic review. Journal of Business Ethics, 69, 175–194.
  816. Martin, L. L., & Kettner, P. M. (2009). Measuring the performance of human service programs. Thousand Oaks, CA: Sage.
  817. Massachusetts v. Environmental Protection Agency. (2007). 549 US 497.
  818. Massarsky, C. W. (2006). Coming of age: Social enterprise reaches its tipping point. In R. Mosher-Williams (Ed.), Research on social entrepreneurship: Understanding and contributing to an emerging field. Indianapolis, IN: ARNOVA.
  819. Mastracci, S. H., & Thompson, J. R. (2005). Nonstandard work arrangements in the public sector: Trends and issues. Review of Public Personnel Administration, 25, 299–310.
  820. Mathes, J. C., & Stevenson, D. W. (1991). Designing technical reports: Writing for audiences in organizations (2nd ed.). New York, NY: Macmillan.
  821. Mathews v. Eldridge. (1976). 424 US 319.
  822. Mathews, D. (2011). Foreword. In M. J. Dubnik & H. G. Frederickson (Eds.), Accountable governance: Problems and promises. Armonk, NY: M. E. Sharpe.
  823. Maultasch Oliviera, G. H., & Welch, E. W. (2013). Social media use in local government: Linkage of technology, task, and organizational context. Government Information Quarterly, 30(4), 397–405.
  824. May, P. J. (1993). Mandate design and implementation: Enhancing implementation efforts and shaping regulatory styles. Journal of Policy Analysis and Management, 12(4), 634–663.
  825. Maynard-Moody, S., Musheno, M., & Palumbo, D. (1990). Street-wise social policy: Resolving the dilemma of street-level influence and successful implementation. Western Political Quarterly, 43(4), 833–848.
  826. McClean, T. (2010). Who pays the piper? The political economy of freedom of information. Government information Quarterly, 27(4), 392–400.
  827. McDermott, K. A. (2006). Incentives, capacity, and implementation: Evidence from Massachusetts education reform. Journal of Public Administration Research and Theory, 16, 45–65.
  828. McEwen, C., & Maiman, R. (1984). Mediation in small claims court: Achieving compliance through consent. Law and Society Review, 18, 11–50.
  829. McGee, R. (2003). Legal frameworks for citizen participation: Synthesis report. São Paulo, Brazil: LogoLink.
  830. McGinnis, M. D., & Ostrom, E. (2012). Reflections on Vincent Ostrom, public administration, and polycentricity. Public Administration Review, 72(1), 15–25.
  831. McGrath, J. E., Berdahl, J. L., & Arrow, H. (1995). Traits, expectations, culture, and clout: The dynamics of diversity in work groups. In S. Jackson & M. N. Ruderman (Eds.), Diversity in work teams: Research paradigms for a changing workplace (pp. 17–45). Washington, DC: American Psychological Association.
  832. McGuire, M. (2002). Managing networks: Propositions on what managers do and why they do it. Public Administration Review, 62(5), 599–609.
  833. McGuire, M. (2011). Network management. In M. Bevir (Ed.), Sage handbook of governance. Thousand Oaks, CA: Sage.
  834. McGuire, M., & Agranoff, R. (2011). The limitations of public management networks. Public Administration Review, 89(2), 265–284.
  835. McGuire, M., Lee, D. H., & Fyall, R. (2013, June). The unexplainable absence of intergovernmental management research in an intergovernmental world. Paper presented at the 12th Public Management Research Conference, Madison, WI.
  836. McGuire, M., & Silvia, C. (2009). Does leadership in networks matter? Examining the effect of leadership behaviors on managers' perceptions of network effectiveness. Public Performance and Management Review, 33(2), 179–206.
  837. McGuire, M., & Silvia, C. (2010). The effect of problem severity, managerial and organizational capacity, and agency structure on intergovernmental collaboration: Evidence from local emergency management. Public Administration Review, 70(2), 279–288.
  838. McLeod, P. L., & Lobel, S A. (1992). The effects of ethnic diversity on idea generation in small groups. Academy of Management Best Paper Proceedings, 22, 227–231.
  839. McNab, R., & Melese, F. (2003). Implementing the GPRA: Examining the prospects for performance budgeting in the federal government. Public Budgeting and Finance, 23(2), 73–95.
  840. Meier, K. J. (1975). Representative bureaucracy: An empirical analysis. American Political Science Review, 69, 526–542.
  841. Meier, K. J., Boyne, G. A., O'Toole, L. J. Jr., Walker, R. M., & Andrews, R. (2010). Alignment for results: Testing the interaction effects of strategy, structure, and environment from Miles and Snow. Administration and Society, 42(2), 160–192.
  842. Meier, K. J., O'Toole, L. J. Jr., Boyne, G. A., Walker, R. (2007). Strategic management and the performance of public organizations: Testing venerable ideas against recent theories. Journal of Public Administration Research and Theory, 17(3), 357–377.
  843. Meijer, A. (2013). Understanding the complex dynamics of transparency. Public Administration Review, 73(3), 429–439.
  844. Meijers, E., & Stead, D. (2004). Policy integration: What does it mean and how can it be achieved? A multi-disciplinary review. In Proceedings of the 2004 Berlin Conference on the Human Dimensions of Global Environmental Change: Greening of Policies—Interlinkages and Policy Integration (pp. 1–15). Berlin.
  845. Melkers, J., & Willoughby, K. (2001). Budgeters' views of state performance-budgeting systems: Distinctions across branches. Public Administration Review, 61(1), 54–64.
  846. Melkers, J., & Willoughby, K. (2005). Models of performance-measurement use in local governments: Understanding budgeting, communication, and lasting effects. Public Administration Review, 65(2), 180–190.
  847. Mendelsohn, H., & O'Keefe, G. (1981). Social psychological grounding for effective communication on behalf of crime prevention. Paper presented to the American Psychological Association, Los Angeles.
  848. Menzel, D. C. (2005). Research on ethics and integrity in governance. Public Integrity, 7(2), 147–168.
  849. Menzel, D. C. (2010). Ethical moments in government: Cases and controversies. Boca Raton, FL: CRC Press.
  850. Méon, P. G., & Weill, L. (2010). Is corruption an efficient grease? World Development, 38(3), 244–259.
  851. Mergel, I. (2010). Government 2.0 revisited: Social media strategies in the public sector. PA Times, 33(3), 7, 10.
  852. Mergel, I. (2011a). Social media policies. http://inesmergel.wordpress.com/research/social-media-policies/
  853. Mergel, I. (2011b). The use of social media to dissolve knowledge silos in government. In R. O'Leary, S. Kim, & D. VanSlyke (Eds.), The future of public administration, public management, and public service around the world. Washington, DC: Georgetown University Press.
  854. Mergel, I. (2012a). “Connecting to Congress”: The use of Twitter by members of Congress. Policy Advice and Political Consulting, 3, 108–114.
  855. Mergel, I. (2012b). A manager's guide to designing social media strategies in the public sector. Washington, DC: IBM Center for the Business of Government.
  856. Mergel, I. (2012c). Social media in the public sector: Participation, collaboration, and transparency in the networked world. San Francisco, CA: Jossey-Bass.
  857. Mergel, I. (2013a, Spring). Designing a social media strategy. Public Manager, 26–29.
  858. Mergel, I. (2013b). Social media adoption and resulting tactics in the US federal government. Government Information Quarterly, 30(2), 123–130. doi:10.1016/j.giq.2013.05.015
  859. Mergel, I. (2014). A manager's guide to assessing the impact of government social media interactions using technology in government. Washington, DC: IBM Center for the Business of Government.
  860. Mergel, I., & Bretschneider, S. (2013). Theoretical model of adoption process with application to social media practices in the public sector: Where the formal and informal organizations meet! Public Administration Review, 73(3), 390–400.
  861. Mergel, I., Bretschneider, S., Louis, C., & Smith, J. (2014). The challenges of challenge.gov: Adopting private sector business innovations in the federal government. Paper presented at the Hawaii International Conference on System Sciences, Hawaii.
  862. Merton, R. K. (1940). Bureaucratic structure and personality. Social Forces, 18, 560–568.
  863. Messick, D. M., & Mackie, D. M. (1989). Intergroup relations. Annual Review of Psychology, 40, 45–81.
  864. Mettler, S. (2011). The submerged state: How invisible government policies undermine American democracy. Chicago, IL: University of Chicago Press.
  865. Meynhardt, T., & Diefenbach, F. E. (2012). What drives entrepreneurial orientation in the public sector? Evidence from Germany's Federal Labor Agency. Journal of Public Administration Research and Theory, 22, 761–792.
  866. Michelman, F. I. (1999). Brennan and democracy. Princeton, NJ: Princeton University Press.
  867. Michelsen, E., Zaff, J. F., & Hair, E. C. (2002). Civic engagement programs and youth development: A synthesis. Washington, DC: Child Trends.
  868. Middlesex County Sewage Authority v. National Sea Clammers Associaton. (1981), 453 US 1.
  869. Mihretu, M., & Tolina, E. T. (2014). (2014, March). Public-private dialogue: Ethiopian Public Private Consultative Forum (EPPCF). Paper presented at the Public-Private Dialogue 2014 Workshop, Frankfurt.
  870. Mikesell, J. (2010). Fiscal administration: Analysis and applications for the public sector (8th ed.). Boston, MA: Wadsworth.
  871. Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. New York, NY: McGraw-Hill.
  872. Miller, G. J., & Whitford, A. B. (2007). The principal's moral hazard: Constraints on the use of incentives in hierarchy. Journal of Public Administration Research and Theory, 17, 213–233.
  873. Miller, M. (1996). The public private pay debate: What do the data show? Monthly Labor Review, 119, 18–29.
  874. Miller, T. I., & Kobayashi, M. A.(2000). Citizen surveys: How to do them, how to use them, what they mean (2nd ed.). Washington, DC: International City/County Management Association.
  875. Miller, W. L. (2006). Corruption and corruptibility. World Development, 34(2), 371–380.
  876. Milward, H. B. (1996). The changing character of the public sector. In J. L. Perry (Ed.), Handbook of public administration (2nd ed.). San Francisco, CA: Jossey-Bass.
  877. Milward, H. B., & Provan, K. (2006). A manager's guide to choosing and using collaborative networks. Washington, DC: IBM Center for the Business of Government.
  878. Ministry of Public Administration and Security. (2011). Statistical Yearbook. Seoul. Korea: Author.
  879. Misangyi, V. F., Weaver, G. R. & Elms, H. (2008). Ending corruption: The interplay among institutional logics, resources, and institutional entrepreneurs. Academy of Management Review, 33(3), 750–770.
  880. Mishler, W., & Rose, R. (2001). What are the origins of political trust? Testing institutional and cultural theories in post-communist societies. Comparative Political Studies, 34(1), 30–62.
  881. Mnookin, R. H., Peppet S., & Tulumello, A. (2000). Beyond winning: Negotiating to create value in deals and disputes. Cambridge, MA: Harvard University Press.
  882. Moe, R. (1987). Exploring the limits of privatization. Public Administration Review, 47, 453–460.
  883. Moe, R. (1988). “Law” versus “performance” as objective standard. Public Administration Review, 48, 674–675.
  884. Moe, R. C., & Gilmour, R. S. (1995). Rediscovering principles of public administration: The neglected foundation of public law. Public Administration Review, 55, 135–146.
  885. Moe, T. M. (1984). The new economics of organization. American Journal of Political Science, 28, 739–777.
  886. Mohan, R., & Sullivan. K. (2007). Promoting the use of government evaluations in policymaking. New Directions for Evaluation, 112.
  887. Monge, P. R., & Contractor, N. S. (2003). Theories of communication networks (pp. 141–223). New York, NY: Oxford University Press.
  888. Monrypenny, P. (1960). Federal grants-in-aid to state governments: A political analysis. National Tax Journal, 1(1), 11–16.
  889. Montgomery, A. W., Dacin, P. A., & Dacin, M. T. (2012). Collective social entrepreneurship: Collaboratively shaping social good. Journal of Business Ethics, 3, 375–388.
  890. Moore, M. H. (1997). Creating public value: Strategic management in government. Cambridge, MA: Harvard University Press.
  891. Moon, M. J. (2002). The evolution of e-government among municipalities: Reality or rhetoric? Public Administration Review, 62(4), 424–433.
  892. Moon. M. J. (2005). Advances in state procurement management. Journal of Public Procurement, 5(1), 54–72.
  893. Moon, M. J. (2010). Shaping m-government for emergency management: Issues and challenges. Journal of E-Governance, 33(2), 100–107.
  894. Moon, M. J. (2013). Toolkit for Social Security Administration management information systems. Unpublished report. Asian Development Bank.
  895. Moon, M. J., Lee, J., & Roh, C. (2014). Defining the subdiscipline of e-government. Administration and Society, 46(1), 3–36.
  896. Morris, M., & Jones, F. (1999). Entrepreneurship in established organizations: The case of the public sector. Entrepreneurship Theory and Practice, 24(1), 71–91.
  897. Morris, M., Kuratko, D., & Covin, J. (2011). Corporate entrepreneurship and innovation (3rd ed.). Marion, OH: Southwestern Cengage Learning.
  898. Morris, M., Webb, J. W., & Franklin, R. J. (2011, September). Understanding the manifestation of entrepreneurial orientation in the nonprofit context. Entrepreneurship Theory and Practice, 35, 947–971.
  899. Morse, R. S. (2008). Developing public leaders in an age of collaborative governance. Washington, DC: National Academy of Public Administration,
  900. Morse, R. S. (2010). Integrative public leadership: Catalyzing collaboration to create public value. Leadership Quarterly, 21(2), 231–245.
  901. Morse, R. S., & Buss, T. F. (2007). The transformation of public leadership. In R. S. Morse, T. F. Buss, & C. M. Kinghorn (Eds.), Transforming public leadership for the 21st century (pp. 3–19). Armonk, NY: M. E. Sharpe.
  902. Mosco, V. (2009). The political economy of communication (2nd ed.). Thousand Oaks, CA: Sage.
  903. Mossberger, K., Tolbert, C. J., & Franko, W. (2013). Digital cities: The Internet and the geography of opportunity. New York, NY: Oxford University Press.
  904. Mossberger, K., Wu, Y., & Crawford, J. (2013). Connecting citizens and local governments? Social media and interactivity in major US cities. Government Information Quarterly, 30(4), 351–358.
  905. Mouraviev, N. (2012). What drives the employment of public-private partnerships in Kazakhstan and Russia: Value for money? Organizations and Markets in Emerging Economies, 3(1), 32–57.
  906. Moynihan, D. P. (2003). Normative and instrumental perspectives on public participation: Citizen Summits in Washington, DC. American Review of Public Administration, 33(2), 164–188.
  907. Moynihan, D. P. (2005). Leveraging collaborative networks in infrequent emergency situations. Washington, DC: IBM Center for the Business of Government.
  908. Moynihan, D. P. (2008a). Learning under uncertainty: Networks in crisis management. Public Administration Review, 68, 350–365.
  909. Moynihan, D. P. (2008b). The dynamics of performance management: Constructing information and reform. Washington, DC: Georgetown University Press.
  910. Moynihan, D., & Andrews, M. (2010). Budgets and financial management. In R. Walker, G. Boyne, & G. Brewer (Eds.), Public management and performance: Research directions. Cambridge: Cambridge University Press.
  911. Moynihan, D. P., & Pandey, S. K. (2007). The role of organizations in fostering public service motivation. Public Administration Review, 67(1) 40–53.
  912. Moynihan, D. P., & Pandey, S. K. (2008). The ties that bind: Social networks, person-organization value fit, and turnover intention. Journal of Public Administration Research and Theory, 18, 205–227.
  913. Mulgan, R. (2000). Accountability: An ever-expanding concept. Public Administration, 78(3), 555–573.
  914. Mulki, J., Jaramillo, J., & Locander, W. (2009). Critical role of leadership on ethical climate and salesperson behaviors. Journal of Business Ethics, 86, 125–141.
  915. Munn v. Illinois. (1877). 94 US 113.
  916. Murphy, C. (1994). International organization and industrial change: Global governance since 1850. New York, NY: Oxford University Press.
  917. Nabatchi, T. (2010). Addressing the citizenship and democratic deficits: The potential of deliberative democracy for public administration. American Review of Public Administration, 40(4), 376–399.
  918. Nabatchi, T. (2012). Putting the “public” back in public values research: Designing public participation to identify and respond to public values. Public Administration Review, 72(5), 699–708.
  919. Nabatchi, T. (2013). Priorities for public participation and open government: Recommendations to President Obama. Syracuse, NY: Program for the Advancement of Research on Conflict and Collaboration, Maxwell School of Citizenship and Public Affairs, Syracuse University.
  920. Nabatchi, T., & Amsler, L. B. (2014). Direct public engagement in local government. American Review of Public Administration, 44, 63S–88S. doi:10.1177/0275074013519702
  921. Nabatchi, T., Gastil, J., Weiksner, M., & Leighninger, M. (Eds.). (2012). Democracy in motion: Evaluating the practice and impact of deliberative civic engagement. New York, NY: Oxford University Press.
  922. Nabatchi, T., & Mergel, I. (2010). Participation 2.0: Using Internet and social media technologies to promote distributed democracy and create digital neighborhoods. In J. H. Svara & J. V. Denhardt (Eds.), Promoting citizen engagement and community building (pp. 80–87). Phoenix, AZ: Alliance for Innovation.
  923. Nadler, D. A., & Nadler, M. B. (1998). Champions of change: How CEOs and their companies are mastering the skills of radical change. San Francisco, CA: Jossey-Bass.
  924. Naff, K. C. (2001). To look like America: Dismantling barriers for women and minorities in government. Boulder, CO: Westview Press.
  925. Naff, K. C., & Crum, J. (1999). Working for America: Does public service motivation make a difference? Review of Public Personnel Administration, 19, 5–16.
  926. Naff, K. C., & Kellough, J. E. (2003). Ensuring employment equity: Are federal diversity programs making a difference? International Journal of Public Administration, 26, 1307–1336.
  927. Naff, K. C., Riccucci, N. M., & Freyss, S. F. (2013). Personnel management in government (7th ed.). New York, NY: CRC Press.
  928. Naik, U., & Shivalingaiah, D. (2008). Comparative study of Web 1.0, Web 2.0, and Web 3.0. Paper presented at International CALIBER-2008, University of Allahabad, Allahabad.
  929. Nalbandian, J. (1999). Facilitating community, enabling democracy: New roles for local government managers. Public Administration Review, 59, 187–197.
  930. National Archives and Record Administration. (2010). Guidance on managing records in Web 2.0/social media platforms. Washington, DC: National Archives and Record Administration. http://www.archives.gov/records-mgmt/bulletins/2011/2011–02.html
  931. National Association of State Budget Officers. (2013). State expenditure report. Washington, DC: National Association of State Budget Officers. http://www.nasbo.org/sites/default/files/State%20Expenditure%20Report%20%28Fiscal%202011–2013%20Data%29.pdf
  932. National Federation of Independent Businesses v. Sebelius. (2012). 132 S. Ct. 2566.
  933. National Performance Management Advisory Commission. (2010). A performance management framework for state and local government: From measurement and reporting to management and improving. Chicago, IL: Author.
  934. Ndou, V. (2004). E-government for developing countries: Opportunities and challenges. Electronic Journal of Information Systems in Developing Countries, 18.
  935. Neckermann, S., & Frey, B. S. (2013). And the winner is…? The motivating power of employee awards. Journal of Socio-Economics, 46, 66–77.
  936. Needham, C., & Carr, S. (2009). Co-production: An emerging evidence base for adult social care transformation. London: Social Care Institute for Excellence.
  937. Nelson, D., O'Leary, R., Vij, N., & Grayer, M. (2014). Collaboration across boundaries in the Indian Forest Service. Manuscript submitted for publication.
  938. Neshkova, M. I., & Kostadinova, T. (2012). The effectiveness of administrative reform in new democracies. Public Administration Review, 72(3), 324–333.
  939. New American Media. (2009, June). Executive summary of a national study on the penetration of ethnic media in America. New American Media. http://media.namx.org/polls/2009/06/Penetration_of_Ethnic_Media_Executive_Summary.pdf
  940. Newbold, S. P. (2010). Toward a constitutional school for American public administration. Public Administration Review, 70, 538–546.
  941. Newbold, S. P. (2011). No time like the present: Making rule of law and constitutional competence the theoretical and practical foundation for public administration graduate education curriculum. Journal of Public Affairs Education, 17, 465–481.
  942. Newcomer, K. E. (Ed.). (1997). Using performance measurement to improve public and nonprofit programs. New Directions in Program Evaluation, 75, 1–10.
  943. Newcomer, K. E. (2008). Assessing program performance in nonprofit agencies. In P. De Lancer Julnes, F. Stokes Berry, M. Aristigueta, & K. Yang (Eds.), The international handbook of practice-based performance management (pp. 25–44). Thousand Oaks, CA: Sage.
  944. Newcomer, K. E., & Scheirer, M. A. (2002). Using evaluation to support performance management: A guide for federal executives. In M. A. Abramson & J. M. Kamensky (Eds.), Managing for results. Lanham, MD: Rowman and Littlefield.
  945. New York v. United States. (1992). 505 US 144.
  946. Nicholson-Crotty, S. (2008). Fiscal federalism and tax effort in the American states. State Politics and Policy Quarterly, 8(1), 109–126.
  947. Nicholson-Crotty, J., & Miller, S. M. (2012). Bureaucratic effectiveness and influence in the legislature. Journal of Public Administration Research and Theory, 22, 347–371.
  948. Nickerson, J., & Sanders, R. (Eds.). (2013). Tackling wicked government problems: A practical guide for developing enterprise leaders. Washington, DC: Brookings Institution Press.
  949. Nicolaidis, K., & Howse, R. (Eds.). (2001). The federal vision: Legitimacy and levels of governance in the United States and the European Union. Oxford: Oxford University Press.
  950. Nie, N. H. (2001). Sociability, interpersonal relations, and the Internet: Reconciling conflicting findings. American Behavioral Scientist, 45(3), 420–435.
  951. Nielsen, S. B., & Hunter, D.E.K. (2013). Challenges to and forms of complementarity between performance management and evaluation. New Directions for Evaluation, 137, 115–123. doi:10.1002/ev.20051
  952. Nigro, L. G., Nigro, F. A., & Kellough, J. E. (2013). The new public personnel administration (7th ed.). New York, NY: Cengage Learning.
  953. 9/11 Commission. (2004). Final Report of the National Commission on Terrorist Attacks upon the United States. Washington: US Government Printing Office. http://www.gpo.gov/fdsys/pkg/GPO-911REPORT/pdf/GPO-911REPORT.pdf
  954. Niu, M., Ho, A. T-K., & Ma, J. (2006). Performance-based budgeting in China: A case study of Guangdong. In R. Ahmad (Ed.), The role of public administration in building a harmonious society. Manila: Asian Development Bank.
  955. Nixon v. Fitzgerald. (1982). 457 US 731.
  956. Nollan v. California Coastal Commission. (1987). 483 US 825.
  957. Norman, R. (2001). Letting and making managers manage: the effect of control systems on management action in New Zealand's central government. International Public Management Journal, 4(1), 65–89.
  958. Normann, R. (1984). Service management. Chichester: Wiley.
  959. Norris, D. F. (2010). E-government 2020: Plus ça change, plus c'est la meme chose. Public Administration Review, 70, s180–s181.
  960. Norris, D. F., & Kraemer, K. (1996). Mainframe and PC computing in American cities: Myths and realities. Public Administration Review, 56(6), 568–575.
  961. Norris, D. F., & Moon, M. J. (2005). Advancing e-government at the grassroots: Tortoise or hare? Public Administration Review, 65(1), 64–75.
  962. NPR. (2007, August). Wisdom watch: Lt. Gen. Russel Honoré. http://www.npr.org/templates/story/story.php?storyId=14018130
  963. NRA, 5 USC sec. 563. http://www.law.cornell.edu/uscode/text/5/563
  964. Nuclear Regulatory Commission. (2004). Safeguards in nuclear material. http://edocket.access.gpo.gov/cfr_2006/janqtr/pdf/10cfr75.1.pdf
  965. Nutley, S. M., Walter, I., & Davies, H.T.O. (2007). Using evidence: How research can inform public services. Bristol: Policy Press.
  966. O'Donnell, G. A. (1973). Modernization and bureaucratic-authoritarianism: Studies in South American Politics. Berkeley: Institute of International Studies, University of California.
  967. O'Keefe, D. J. (2002). Persuasion: Theory and research (2nd ed.). Thousand Oaks, CA.: Sage.
  968. O'Leary, R. (2006). The ethics of dissent: Managing guerrilla government. Washington, DC: CQ Press.
  969. O'Leary, R., & Bingham, L. B. (Eds.). (2003). The promise and performance of environmental conflict resolution. Washington, DC: Resources for the Future Press.
  970. O'Leary, R., & Bingham, L. B. (2007). A manager's guide to resolving conflicts in collaborative networks. Washington, DC: IBM Center for the Business of Government.
  971. O'Leary, R., & Bingham, L. B. (Eds.). (2009). The collaborative public manager. Washington, DC: Georgetown University Press.
  972. O'Leary, R., Choi, Y., & Gerard, C. (2012). The skill set of the successful collaborator. Public Administration Review, 72, 70–83.
  973. O'Leary, R., & Gerard, C. (2012). Collaboration across boundaries: Insights and tips from federal senior executives. Washington, DC: IBM Center for the Business of Government.
  974. O'Leary, R., & Gerard, C. (2013). Collaborative governance and leadership: A 2012 survey of local government collaboration. In International City/County Management Association (Ed.), The municipal yearbook. Washington, DC: ICMA.
  975. O'Leary, R., Gerard, C., & Bingham, L. B. (2006). Introduction to the Symposium on Collaborative Public Management. Public Administration Review, 66, 6–9.
  976. O'Leary, R., Van Slyke, D., & Kim, S. (2010). The future of public administration around the world: The Minnowbrook perspective. Washington, DC: Georgetown University Press.
  977. O'Neill, O. (2002). A question of trust: The BBC Reith Lectures 2002. Cambridge: Cambridge University Press.
  978. O'Toole, L. J. Jr. (1995). Rational choice and policy implementation: Implications for interorganizational network management. American Review of Public Administration, 25(1), 43–57.
  979. O'Toole L. J. Jr. (1997). Treating networks seriously: Practical and research-based agendas in public administration. Public Administration Review, 57(1), 45–52.
  980. O'Toole, L. J. Jr., & Christensen, R. K. (Eds.). (2013). American intergovernmental relations: Foundations, perspectives, and issues (5th ed.). Thousand Oaks, CA: CQ Press/Sage.
  981. O'Toole, L. J. Jr., & Hanf, K. I. (2002). American public administration and impacts of international governance. Public Administration Review, 62, 158–169.
  982. O'Toole, L. J. Jr., & Meier, K. J. (2011). Public management: Organizations, governance, and performance. Cambridge: Cambridge University Press.
  983. Oates, W. E. (1999). An essay on fiscal federalism. Journal of Economic Literature, 37(3), 1120–1149.
  984. Obama, B. (2009). Transparency and open government: Memorandum for the heads of executive departments and agencies. Whitehouse Blog. http://www.whitehouse.gov/the_press_office/TransparencyandOpenGovernment/
  985. Obama, B. (January 28, 2014). Address before a joint session of the Congress on the state of the union. Daily Compilation of Presidential Documents. DCPD201400050, 6.
  986. Office of Management and Budget. (2013, July). Preparation, submission, and execution of the budget (OMB Circular No. A-11). Washington, DC: Author.
  987. Oliver, C. (1990). Determinants of interorganizational relationships: Integration and future directions. Academy of Management Review, 15(2), 241–265.
  988. Oliver, M. J. (1990). The politics of disablement. Basingstoke: Palgrave-Macmillan.
  989. Olsson, T. M. (2007). Reconstructing evidence-based practice: an investigation of three conceptualisations of EBP. Evidence and Policy: A Journal of Research, Debate and Practice, 3, 271–285.
  990. Onnela, J. P., Saramäki, J., Hyvönen, J., Szabó, G., Lazer, D., Kaski, K., & Barabási, A. L. (2007). Structure and tie strengths in mobile communication networks. Proceedings of the National Academy of Sciences, 104(18), 7332–7336.
  991. Organization for Economic Cooperation and Development. (2003). The e-government imperative. Paris: Author.
  992. Organization for Economic Cooperation and Development. (2005a). Public sector modernisation: Open government. Paris: Author.
  993. Organization for Economic Cooperation and Development. (2005b). Modernising government: The way forward. Paris: OECD.
  994. Organization for Economic Cooperation and Development. (2007). Performance budgeting in OECD countries. Paris: Author.
  995. Organization for Economic Cooperation and Development. (2010). Innovative and open government: An overview of recent initiatives. Paris: Author.
  996. Organization for Economic Cooperation and Development. (2011). Public servants as partners for growth: Toward a stronger, leaner, and more productive workforce. Paris: Author.
  997. Organization for Economic Cooperation and Development. (2013a). Government at a glance 2013. 10.1787/ gov_glance-2013–en http://www.keepeek.com/Digital-Asset-Management/oecd/governance/public-servants-as-partners-for-growth/executive-summary_9789264166707-2-en#page1
  998. Organization for Economic Cooperation and Development. (2013b). How's life: Measuring well-being. Paris: Author.
  999. Organization for Economic Cooperation and Development & ITU. (2011). M-government: Mobile technologies for responsive governments and connected societies. Paris: Author.
  1000. Oregon Waste System v. Department of Environmental Quality. (1994). 511 US 93.
  1001. Osborne, D., & Gaebler, T. (1992). Reinventing government. Reading, MA: Addison-Wesley.
  1002. Osborne, S. (Ed.). (2010). The new public governance? London: Routledge.
  1003. Osborne, S., & Strokosch, K. (2013). It takes two to tango? Understanding the co-production of public services by integrating the services management and public administration perspectives. British Journal of Management, 24, S31–S47.
  1004. Osborne, S. P., Radnor, Z., & Nasi, G. (2013). New theory for public service management? Toward a (public) service-dominant approach. American Review of Public Administration, 43(2) 135–158.
  1005. Osimo. D. (2008). Web 2.0 in government: Why and how? (JRC Scientific and Technical Report). Seville, Spain: Institute for Prospective Technological Studies. http://www.scribd.com/ejjonk/d/2972470-Web-20-in-Government-Why-and-How-by-David-Osimo
  1006. Ospina, S. (2001). Managing diversity in the civil service. New York, NY: United Nations.
  1007. Ospina, S. M., & Foldy, E. G. (2010). Building bridges from the margins: The work of leadership in the social change organizations. Leadership Quarterly, 21(2), 292–307.
  1008. Ospina, S. M., Foldy, E. G., El Hadidy, W., Dodge, J., Hofmann-Pinilla, A., & Su, C. (2012). Social change leadership as relational leadership. In M. Uhl-Bien & S. Ospina (Eds.), Advancing relational leadership research: A dialogue among perspectives (pp. 255–302). Greenwich, CT: Information Age.
  1009. Ospina, S. M., & Saz-Carranza, A. (2010). Paradox and collaboration in network management. Administration and Society, 42, 404–440.
  1010. Ospina, S. M., & Sorenson, G.L.J. (2006). A constructionist lens on leadership: Charting new territory. In G. R. Goethals & G.L.J. Sorenson (Eds.), The quest for a general theory of leadership (pp. 188–204). Cheltenham, UK: Edward Elgar.
  1011. Ostrom, E. (1964). Public entrepreneurship: A case study in ground water basin management. Doctoral dissertation, University of California, Los Angeles.
  1012. Ostrom, E. (1990). Governing the commons. Cambridge: Cambridge University Press.
  1013. Ostrom, E. (1996). Crossing the great divide: Coproduction, synergy, and development. World Development, 24, 1073–1087.
  1014. Ostrom, E. (2005). Understanding institutional diversity. Princeton, NJ: Princeton University Press.
  1015. Ostrom, E. (2009). Understanding institutional diversity. Princeton, NJ: Princeton University Press.
  1016. Ostrom, E. (2011). Background on the institutional analysis and development framework. Policy Studies Journal, 39(1), 7–27.
  1017. Ostrom, E., & Basurto, X. (2010). Crafting analytical tools to study institutional change. Journal of Institutional Economics 7, 317–343.
  1018. Ostrom, V. (1971). The political theory of a compound republic: A reconstruction of the logical foundations of American democracy as presented in “The Federalist.” Blacksburg: Virginia Polytechnic Institute and State University, Center for Study of Public Choice.
  1019. Ostrom, V. (1973). The intellectual crisis in American public administration. University: University of Alabama Press.
  1020. Ostrom, V., & Ostrom, E. (1977). Public goods and public choices. In E. S. Savas (Ed.), Alternatives for delivering public services: Toward improved performance (pp. 7–49). Boulder, CO: Westview Press.
  1021. Ostrower, F., & Stone, M. M. (2006). Governance: Research trends, gaps and future prospects. In W. W. Powell & R. Steinberg (Eds.), The nonprofit sector: A research handbook (2nd ed.). New Haven, CT: Yale University Press.
  1022. Owen v. City of Independence. (1980). 445 US 622.
  1023. Owens, C. T., & Kukla-Acevedo, S. (2012). Network diversity and the ability of public managers to influence performance. American Review of Public Administration, 42(2), 226–245.
  1024. Paarlberg, L. E., Perry, J. L., & Hondeghem, A. (2008). From theory to practice: Strategies for applying public service motivation. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 268–293). Oxford: Oxford University Press.
  1025. Packard, T. (2010). Staff perceptions of variables affecting performance in human service organizations. Nonprofit and Voluntary Sector Quarterly, 39, 971–990.
  1026. Packard Commission (President's Blue Ribbon Commission on Defense Management). (1986). A quest for excellence: Final report to the president. Washington, DC: Government Printing Office.
  1027. Pandey, S. K., & Garnett, J. L. (2006). Exploring public sector communication performance: Testing a model and drawing implications. Public Administration Review, 66(1), 37–51.
  1028. Pandey, S. K., & Moynihan, D. P. (2006). Bureaucratic red tape and organizational performance: Testing the moderating role of culture and political support. In G. A. Boyne, K. J. Meier, L. J. O'Toole, & R. M. Walker (Eds.), Public service performance: Perspectives on measurement and management. Cambridge: Cambridge University Press.
  1029. Pandey, S. J., & Stazyk, E. C. (2008). Antecedents and correlates of public service motivation. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 101–117). Oxford: Oxford University Press.
  1030. Pang, M., Lee, G., & DeLeon, W. (2014). IT resources, organizational capabilities, and value creation in the public sector organizations: Public–value management perspective. Journal of Information Technology, 20(3), 187–205.
  1031. Pardo, T. A., Gil-Garcia, J. R., & Luna-Reyes, L. F. (2010). Collaborative governance and cross-boundary information sharing: Envisioning a networked and it-enabled public administration. In R. O'Leary, D. M. Van Slyke, & S. Kim (Ed.), The future of public administration around the world: The Minnowbrook perspective. Washington, DC: Georgetown University Press.
  1032. Parents Involved in Community Schools v. Seattle School District No. 1, et al. (2007). 127 S. Ct. 2738.
  1033. Park, H., & Blenkinsopp, J. (2011). The roles of transparency and trust in the relationship between corruption and citizen satisfaction. International Review of Administrative Sciences, 77(2), 254–274.
  1034. Park, H. M., & Perry, J. L. (2008). Do campaign web sites really matter in electoral civic engagement? Empirical evidence from the 2004 post-election Internet tracking survey. Social Science Computer Review, 26(2), 190–212.
  1035. Parrado, S., van Ryzin, G., Bovaird, T., & Loeffler, E. (2013). Correlates of co-production: Evidence from a five-nation survey of citizens. International Public Management Journal, 16(1), 85–112.
  1036. Partnership for Public Service. (2013). Most innovative agencies. Washington DC: Partnership for Public Service.
  1037. Pateman, C. (2012). Participatory democracy revisited. Perspectives on Politics, 10(1), 7–19.
  1038. Patton, M. Q. (2008). Utilization-focused evaluation (4th ed.). Thousand Oaks, CA: Sage.
  1039. Patton, M. Q. (2011). Developmental evaluation: Applying complexity concepts to enhance innovation and use. New York, NY: Guilford Press.
  1040. Pauchant, T. C., & Mitroff, I. (1992). Transforming the crisis-prone organization: Preventing individual, organizational, and environmental tragedies. San Francisco, CA: Jossey-Bass.
  1041. Pearce, C. L., & Conger, J. A. (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.
  1042. Pearce, C. L., & Manz, C. (2005). The new silver bullets of leadership: The importance of self- and shared leadership in knowledge work. Organizational Dynamics, 34(2), 130–140.
  1043. Pearce, W. B., & Pearce, K. (2010). Aligning the work of government to strengthen the work of citizens: a study of public administrators in local and regional government. Dayton, OH: Kettering Foundation.
  1044. Pelled, L. H. (1996). Demographic diversity, conflict, and work group outcomes: An intervening process theory. Organization Science, 7, 615–631.
  1045. Perrin, B. (2006). Moving from outputs to outcomes: Practical advice from governments around the world. Washington, DC: IBM Center for the Business of Government.
  1046. Perry, J. L. (1996a). Handbook of public administration (2nd ed.). San Francisco, CA: Jossey-Bass.
  1047. Perry, J. L. (1996b). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5–23.
  1048. Perry, J. L. (1997). Antecedents of public service motivation. Journal of Public Administration Research and theory, 7, 181–197.
  1049. Perry, J. L. (2000). Bringing society in: Toward a theory of public-service motivation. Journal of Public Administration Research and Theory, 10, 471–488.
  1050. Perry, J. L., Brudney, J., Coursey, D., & Littlepage, L. (2008). What drives morally committed citizens? A study of antecedents of public service motivation. Public Administration Review, 68, 445–458.
  1051. Perry, J. L., & Buckwalter, N. D. (2010). The public service of the future. Public Administration Review, 70, s238–s245.
  1052. Perry, J. L., Engbers, T. A., & Jun, S. Y. (2009). Back to the future? Performance-related pay, empirical research, and the perils of persistence. Public Administration Review, 69, 39–51.
  1053. Perry, J., & Hondeghem, A. (2008a). Building theory and empirical evidence about public service motivation. International Public Management Journal, 11(1), 3–12.
  1054. Perry, J. L ., & Hondeghem, A. (Eds.). (2008b). Motivation in public management: The call of public service. Oxford: Oxford University Press.
  1055. Perry, J. L., & Kraemer, K. L. (1979). Technological innovation in American local governments: The case of computing. New York, NY: Pergamon Press.
  1056. Perry, J. L., & Vandenabeele, W. (2008). The behavioral dynamics of public service motivation. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 56–79). Oxford: Oxford University Press.
  1057. Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50, 367–373.
  1058. Persson, A., Rothstein, B., & Teorell, J. (2013). Why anticorruption reforms fail—systemic corruption as a collective action problem. Governance, 26(3), 449–471.
  1059. Pestoff, V. (2012). New public governance, co-production and third sector social services in Europe: Crowding in and crowding out. In V. Pestoff, T. Brandsen, & B. Verschuere (Eds.), New public governance, the third sector and co-production. London: Routledge.
  1060. Pestoff, V., Brandsen, T., & Verschuere, B. (Eds.). (2012). New Public governance, the third sector and co-production. London: Routledge.
  1061. Peters, B. G. (2000). Institutional theory in political science: The new institutionalism, London: Continuum.
  1062. Peters, B. G., & Hogwood, B. W. (1988). The death of immortality: Births, deaths, and metamorphoses in the US federal bureaucracy, 1933–1982. American Review of Public Administration, 18, 418–425.
  1063. Peters, B. G., & Pierre, J. (Eds.). (2001). Politicians, bureaucrats, and administrative reform. London: Routledge.
  1064. Peters, T. J., & Waterman, R. H. Jr. (1982). In search of excellence. New York, NY: HarperCollins.
  1065. Pew Center on the States. (2010). The trillion dollar gap. Underfunded state retirement systems and the roads to reform. http://www.pewstates.org/research/reports/the-trillion-dollar-gap-85899371867
  1066. Pew Center on the States. (2011). Rhode Island plan enacts new approach to states' pension woes. http://www.pewstates.org/uploadedFiles/PCS_Assets/2011/Rhode_Island_Pension_Proposal.pdf
  1067. Pew Center on the States. (2013). Issue brief: Illinois pension challenges. http://www.pewstates.org/research/analysis/illinois-pension-challenges-85899489844
  1068. Pew Research Center. (2014, February). The web at 25. Washington, DC: Pew Research Center. http://www.pewinternet.org/2014/02/25/the-web-at-25–in-the-u-s
  1069. Pew Research Center for the People and the Press. (2013). Trust in government near all-time low. http://www.people-press.org/2013/10/18/trust-in-government-nears-record-low-but-most-federal-agencies-are-viewed-favorably/10–18–13_1b/
  1070. Pew Research Internet Project. (2014). Social media use over time. http://www.pewinternet.org/data-trend/social-media/social-media-use-all-users/
  1071. Pew-MacArthur (2013). States' use of cost-benefit analysis: Improving results for taxpayers. Washington, DC: Pew Charitable Trusts.
  1072. Pfeffer, J., & Salancik, G. (1978). The external control of organizations: A resource dependence perspective. New York, NY: Harper.
  1073. Pfiffner, J. (2009). Power play: The Bush presidency and the constitution. Washington, DC: Brookings Institution Press.
  1074. Pickering v. Board of Education. (1968). 391 US 563.
  1075. Piderit, K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25, 783–794.
  1076. Pierce, J. L., & Delbecq, A. L. (1977). Organization structure, individual attitudes and innovation. Academy of Management Review, 2, 27–37.
  1077. Pierson, P. (2000). Increasing returns, path dependence, and the study of politics. American Political Science Review, 94, 251–267.
  1078. Piketty, T., & Saez, E. (2006). How progressive is the US federal tax system? A historical and international perspective. Journal of Economic Perspectives, 21(1), 3–24.
  1079. Pincock, H. (2012). Does deliberation make better citizens? In T. Nabatchi, J. Gastil, M. Weiksner, & M. Leighninger (Eds.), Democracy in motion: Evaluating the practice and impact of deliberative civic engagement. New York, NY: Oxford University Press.
  1080. Piotrowski, S. J. (2014). Transparency: A regime value linked with ethics. Administration and Society, 46, 181–189.
  1081. Pipe, G. R. (1966). Congressional liaison: The executive branch consolidates its relations with Congress. Public Administration Review, 26(1), 14–24.
  1082. Pitts, D. W. (2006). Modeling the impact of diversity management. Review of Public Personnel Administration, 26, 245–264.
  1083. Pitts, D. W. (2009). Diversity management, job satisfaction, and organizational performance: Evidence from US federal agencies. Public Administration Review, 69, 328–338.
  1084. Pitts, D. W., & Jarry, E. M. (2009). Getting to know you: Time, ethnicity, and performance in public organizations. Public Administration, 87, 503–518.
  1085. Pitts, D. W., & Wise, L. R. (2010). Workforce diversity in the new millennium: Prospects for research. Review of Public Personnel Administration, 30(1), 44–69.
  1086. Plant, J. F. (2013). Ethical competence and professionalism in public administration. In T. L. Cooper & D. C. Menzel (Eds.), Achieving ethical competence for public service leadership. Armonk, NY: M. E. Sharpe.
  1087. Poister, T. H., Pitts, D. W., & Edwards, L. H. (2010). Strategic management research in the public sector: A review, synthesis, and research directions. American Review of Public Administration, 40(4), 522–545.
  1088. Poland. (2001). Civil service code of ethics. http://www.osi.hu/lgi/publications/dp/html/08.html
  1089. Pollitt, C. (2008). Time, policy, management: Governing with the past. Oxford: Oxford University Press.
  1090. Pollitt, C. (2013). The public service: Dissolution, revolution, evolution? Keynote address to the IPAA National Conference, Canberra, Australia.
  1091. Pollitt, C., & Bouckaert, G. (2000). Public management reform: A comparative analysis. New York, NY: Oxford University Press.
  1092. Pollitt, C., & Bouckaert, G. (2004). Public management reform. (2nd ed.). Oxford: Oxford University Press.
  1093. Pollitt, C., & Bouckaert, G. (2011). Public management reform: A comparative analysis: New public management, governance, and the neo-Weberian state (3rd ed.). Oxford: Oxford University Press.
  1094. Pollitt, C., & Hupe, P. (2011). Talking about government: The role of magic concepts. Public Management Review, 13, 641–658.
  1095. Pollock, F., & Maitland, F. W. (2010). The history of English law before the time of Edward I. New York, NY: Liberty Fund.
  1096. Ponds, E., Severinson, C., & Yermo, J. (2011). Funding in public sector pension plans: International evidence (OECD Working Papers on Finance, Insurance and Private Pensions No. 8). http://www.oecd.org/finance/private-pensions/47827915.pdf
  1097. Porter, M. E. (1980). Competitive strategy. New York, NY: Free Press.
  1098. Porter, M., & Kramer, M. (2006, December). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 77–92.
  1099. Porumbescu, G. A. (2013). Assessing the link between online mass media and trust in government: Evidence from Seoul, South Korea. Policy and Internet, 5(4), 418–443.
  1100. Posner, P. L. (1996). Block grants: A perennial, but unstable, tool of government. Publius: The Journal of Federalism, 26(3), 87–108.
  1101. Posner, P., & Fantone, D. (2007). Assessing federal program performance: Observations on the US Office of Management and Budget's program assessment rating tool and its use in the budget process. Public Performance and Management Review, 30(3), 351–368.
  1102. Pound, R. (1942). Administrative law: Its growth, procedure, and significance. Pittsburgh, PA: University of Pittsburgh Press.
  1103. Powell, B. G. (2000). Elections as instrument of democracy. New Haven, CT: Yale University Press.
  1104. Prat, A. (2005). The wrong kind of transparency. American Economic Review, 95(3), 862–877.
  1105. Preskill, S., & Brookfield. S. (2009). Learning as a way of leading: Lessons from the struggle for social justice. San Francisco, CA: Jossey-Bass.
  1106. Pressman, J. L. (1975). Federal programs and city politics: The dynamics of the aid process in Oakland. Berkeley: University of California Press.
  1107. Pressman, J. L., & Wildavsky, A. B. (1973). Implementation. Berkeley: University of California Press.
  1108. Provan, K. G., & Kenis P. (2008). Modes of network governance: Structure, management and effectiveness. Journal of Public Administration Research and Theory, 18, 229–252.
  1109. Provan, K. G., & Milward, H. (1995). A preliminary theory of interorganizational network effectiveness: A comparative study of four community mental health systems. Administrative Science Quarterly, 40, 1–33.
  1110. Public Administration Review. (2010). Code of ethics. Public Administration Review, 70(3), 479.
  1111. Pugh, D. (1991). The origins of ethical frameworks in public administration. In J. Bowman (Ed.), Ethical frontiers in public management. San Francisco, CA: Jossey-Bass.
  1112. PUMA. (1998). Principles for managing ethics in the public service (Policy Brief No. 4). Paris: OECD. http://www.oecd.org/puma/gvrnance/ethics/index.htm
  1113. Putnam, R. D. (2000). Bowling alone: The collapse and revival of American community. New York, NY: Simon and Schuster.
  1114. Quirk Review. (2007). Making assets work: The Quirk Review of community management and ownership of public assets. London: Cabinet Office.
  1115. Raadschelders, J.C.N., Toonen, T.A.J., & Van der Meer, F. M. (Eds.). (2007). The civil service in the 21st century. New York, NY: Palgrave.
  1116. Radin, B. (2000). The Government Performance and Results Act and the tradition of federal management reform: Square pegs in round holes? Journal of Public Administration Research and Theory, 10(1), 111–135.
  1117. Radin, B. (2006). Challenging the performance movement: Accountability, complexity, and democratic values. Washington, DC: Georgetown University Press.
..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset