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Authors:Nara Yoon, Katie Fields, Bobby Cochran, Tina Nabatchi Abstract: The American Review of Public Administration, Ahead of Print. This article takes a first step toward analyzing the characteristics of a cross-policy, state-wide collaborative system. Specifically, using data from the Atlas of Collaboration project, we offer a big-picture analysis of how over 200 externally directed collaborative governance regimes (CGRs) are operationalized in a state-level collaborative system consisting of 13 collaborative platforms operating across five policy areas (economic development, education, health, natural resources, public safety) in Oregon. We focus on three attributes—geographic scope, collaborative size, and collaborative characteristics—aggregated at the system level across CGRs, as well as across collaborative platforms and policy areas. The descriptive findings reveal that collaborative efforts are geographically dispersed across the state, involve thousands of participants representing organizations from the public, private, and nonprofit sectors, and vary across multiple characteristics, such as organizational form, lead organization, funding model, structural roles, staffing, and extent of face-to-face dialogue. These findings lay the groundwork for future theoretical development and empirical research. Citation: The American Review of Public Administration PubDate: 2022-06-02T05:07:27Z DOI: 10.1177/02750740221104521
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Authors:Linke Hou, Mingxing Liu, Dong Zhang Abstract: The American Review of Public Administration, Ahead of Print. What motivates front-line officials to curtail corruption' We contend that performance management can reinforce top-down accountability in authoritarian governments and help contain corruption at the local level. Drawing on a nationally representative panel data of approximately 120 villages in China, we find that when anticorruption is prescribed as a salient policy goal in the township-to-village performance evaluation, village officials are incentivized to curb corruption. We further present evidence that the mandate for maintaining social stability propels township-level governments to prioritize the anticorruption work in the performance evaluation of village officials given that corruption constitutes a crucial trigger for social unrest. Our study sheds light on the understanding of performance management, bureaucratic accountability, and anticorruption policies in authoritarian countries. Citation: The American Review of Public Administration PubDate: 2022-05-17T04:48:18Z DOI: 10.1177/02750740221100522
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Authors:Charles True Goodsell Abstract: The American Review of Public Administration, Ahead of Print. America's precious democratic form of government is under severe threat. An attempt to sabotage the fair election of a new president has been committed and could easily be reattempted. Meanwhile, a war is being fought that clarifies a global struggle between autocracy and democracy. Despite our field's reputation for political neutrality, its institutions can be used to strengthen our democracy against its opponents. Citation: The American Review of Public Administration PubDate: 2022-05-10T06:11:30Z DOI: 10.1177/02750740221098348
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Authors:Don S. Lee Abstract: The American Review of Public Administration, Ahead of Print. Do agency heads’ public profiles enhance the performance of bureaucratic agencies' Existing studies of public administration emphasize the role of public information in managing government performance. However, whether public attention to agency heads affects the performance of their agencies is largely understudied. Using a unique dataset of agency heads’ public profiles in South Korea, we predict that such profiles have a positive impact on their agencies’ performance. Although agency heads are not held accountable directly to citizens, close public attention to agency heads’ activities may function as an indirect mechanism of accountability and of improving their organizations’ performance. Our analysis supports our prediction and further suggests that an agency head’s high public profile is a benefit, particularly in more salient policy areas where “going public” is more effective for their policy reforms. Our findings have clear implications: the importance of agency heads’ unconventional roles for effective agency management, responding to rapidly changing external environments. Citation: The American Review of Public Administration PubDate: 2022-05-06T02:45:31Z DOI: 10.1177/02750740221098035
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Authors:Maria D’Agostino, Helisse Levine, Meghna Sabharwal, Al C Johnson-Manning First page: 335 Abstract: The American Review of Public Administration, Ahead of Print. Ely and Meyerson’s gendered organizations framework reconceptualizes traditional gender differences defined by biology and lack of structural opportunities, to a complex set of social relations in the workplace. We apply this framework to second-generation gender bias to further understand impediments to women's career progression in the public sector workplace. In-depth interviews of state-level administrators in U.S. public sector agencies indicate that “narratives” perpetuate second-generation gender bias that is deeply ingrained in organizational practices and policies, especially for women and women of color. This framework can be applied to future studies examining the gendered nature of organizations in different workplace settings. Moving beyond already identified barriers, this study offers a comprehensive framework to understand how second-generation gender bias is central to long-standing workplace inequities. Citation: The American Review of Public Administration PubDate: 2022-03-18T07:25:08Z DOI: 10.1177/02750740221086605
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Authors:Deborah A. Carroll, Helen H. Yu First page: 351 Abstract: The American Review of Public Administration, Ahead of Print. Scholars across multiple disciplines have identified numerous correlates to police misconduct. Missing, however, from this body of research is the impact of police misconduct on future promotion opportunities in a local police department. Using population data (N = 33,358) released by New York city’s Civilian Complaint Review Board (CCRB) from September 1985 to July 2020, this study employs logistic regression to examine civilian complaints that were found to be substantiated, in comparison to complaints that were found to be unsubstantiated or exonerated, and their effect on police officers moving up in rank beyond the incident. The intent is to examine the relationship between police misconduct and promotion. In addition, recognizing the inherent differences in the promotion process for detectives from all other officer ranks, we found that the odds of detectives being promoted to higher ranks are somewhat impacted by the outcomes of complaints, but not by the types of complaints received. However, our findings suggest that all other officers are impacted by the outcomes of civilian complaints, in addition to the types of complaints received, in terms of promotion. Furthermore, we found that the severity of police misconduct, captured by the CCRB-recommended disciplinary actions associated with substantiated complaints, matters for NYPD officer promotability for first-time offenders differently than for officers who repeatedly engage in misconduct. Citation: The American Review of Public Administration PubDate: 2022-05-03T04:18:53Z DOI: 10.1177/02750740221094468
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Authors:Jiasheng Zhang, Hui Li, Kaifeng Yang First page: 366 Abstract: The American Review of Public Administration, Ahead of Print. While existing studies have examined the separate effects of local governments’ internal conditions and external environment on local innovation, few have paid attention to their interactive effects. This study examines whether state-level rules regarding local discretion moderate the effects of city governments’ slack resources and learning, using local sustainability innovation as an example. We distinguish two types of discretion (fiscal and statutory) granted by state governments. Applying a difference-in-differences (DDD) approach with a longitudinal dataset of 238 U.S. cities, we find that fiscal discretion strengthens the positive effect of fiscal slack while statutory discretion enhances the positive effect of learning. The findings uncover the complex interactions between multilevel institutional arrangements and local innovation mechanisms. Citation: The American Review of Public Administration PubDate: 2022-04-01T06:04:16Z DOI: 10.1177/02750740221090913
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Authors:Jisang Kim First page: 382 Abstract: The American Review of Public Administration, Ahead of Print. Although civilian oversight has been introduced to make the police accountable to citizens and perform better, its effectiveness has not been thoroughly investigated yet. To better understand civilian oversight of the police, this study explores its theoretical basis as an accountability mechanism and suggests how it holds police agencies accountable even without direct disciplinary authority. The data from Law Enforcement Management and Administrative Statistics (LEMAS) survey, the Uniform Crime Report (UCR) program, and the Fatal Encounters (FE) database are analyzed to estimate the effect of civilian oversight on police organizational performance, using a propensity score matching analysis. Among the dependent variables included in the analysis as performance indicators, civilian oversight turns out to have a significant influence only on police agencies’ clearance rates. The police agencies with civilian oversight have lower clearance rates by 2.71 percentage points on average compared to those without civilian oversight. The implications of civilian oversight's negative impact on police organizational performance are further discussed. Citation: The American Review of Public Administration PubDate: 2022-05-03T11:13:30Z DOI: 10.1177/02750740221098344
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Authors:Nina Alvandipour First page: 398 Abstract: The American Review of Public Administration, Ahead of Print.
Citation: The American Review of Public Administration PubDate: 2022-05-02T07:07:01Z DOI: 10.1177/02750740221098797
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