Comparative public management : why national, environmental, and organizational context matters /
Kenneth J. Meier, Amanda N. Rutherford, and Claudia N. Avellaneda, editors.
- Washington, DC : Georgetown University Press, (c)2017.
- 1 online resource.
Includes bibliographies and index.
Introduction : comparative public management : a framework for analysis / Administrative capacity and health care in Africa : path dependence as a contextual variable / Environmental complexity and public service performance in England : does organizational strategy matter? / Do public-private differences matter? Managerial characteristics and organizational performance across sectors of U.S. higher education / The better you look, the more you see : non-linear effects of managerial networking hidden in the research setting of Dutch primary education / Loyal agents or saboteurs? Performance-increasing policies and public service motivation among hospital workers in Denmark / Municipal spending delegation in Honduras : does decision context matter? / Explaining expansion of Brazilian municipal revenues : do political context or managerial background influence grant acquisition? / Conclusion : the role of context moving forward : the international research agenda / Laurence J. O'Toole and Kenneth J. Meier -- Cameron Wimpy, Marlette Jackson, and Kenneth J. Meier -- Rhys Andrews -- Amanda Rutherford and Claire Stieg -- René Torenvlied and Agnes Akkerman -- Mads Leth Jakobsen, Anne Mette Kjeldsen, Thomas Pallesen -- Claudia N. Avellaneda -- Ricardo C. Gomes and Claudia N. Avellaneda -- Amanda Rutherford, Laurence J. O'Toole and Kenneth J. Meier.
The field of public management has become increasingly international, but research and policy recommendations that work for one country often do not work in another. Why, for example, is managerial networking important in the United States, moderately effective in the United Kingdom, and of little consequence in the Netherlands? Comparative Public Management argues that scholars must find a better way to account for political, environmental, and organizational contexts to build a more general model of public management. The volume editors propose a framework where context influences the types of managerial actions that can be used effectively in public organizations. After introducing the innovative framework, the book offers seven empirical chapters--cases from seven countries and a range of policy areas (health, education, taxation, and local governance)--showing how management affects performance in different contexts. Following these empirical tests, the book examines themes that emerge across cases and seeks to set an agenda for future research. This book will be the first to provide a comprehensive comparative assessment of the impact of management on organizational performance.