Corruption and marketization: Formal and informal rules in Chinese public procurement

The relationship between market liberalization and corruption has attracted scholarly attention in recent years. Conventional wisdom holds that increased economic marketization reduces corruption. China, however, provides evidence to the contrary; corruption has grown as its market‐oriented reforms progress. This paradoxical co‐development of the market and corruption begs the intriguing questions of how corruption has survived marketization and what explains the failure of government regulation. Extending the conceptual framework of institutional theory about formal and informal rules, and using public procurement in China as an example, this article shows that formal tendering rules and regulations may be modified, circumvented, or replaced by informal ones which facilitate corruption. The article identifies four corruption schemes through which procurement actors may distort competition processes and mechanisms under the guise of formal rules. Consequently, public procurement in China displays the structural outlook of market competition, but not its essential substance.     

Government executives as Gamesmen: A metaphor for analyzing managerial behavior

Public management requires a diffuse set of activities that extend far beyond the simple activities once encompassed in the study of public administration. The study of public management is hampered by the lack of theory to guide research on the roles and contributions of public managers. By viewing the government executive as a player in a game—more accurately, as a player in many games occurring simultaneously and at different levels, each with its own rules of play—we can begin to gain an integral view of the reality in which they operate.     

The nature of knowledge about public management: Lessons for research and teaching from our knowledge about chess and warfare

Knowledge about public management is similar in form to the knowledge about chess and warfare. It consists of general information about the formal and informal rules, principles of public management, and numerous examples that illustrate when, how, and why these principles apply. A master of public management, like a master in chess, has encoded in long-term memory a large managerial repertoire: patterns of managerial situations and successful actions that can be recalled and applied to new problems. The role of research on public management is to develop these principles and patterns, to weave theminto a repertoire of managerial actions, and to illustrate all this with vivid examples so that the ideas can be taught, learned, and remembered.     

Combining Structural Forms in the Search for Policy Tools: Incident Command Systems in U.S. Crisis Management

As governments search for policy tools to deliver public services, two choices—hierarchy or network—are portrayed as stark alternatives. The U.S. Department of Homeland Security has adopted a practitioner‐based innovation known as the Incident Command System (ICS) that assumes that crises require a network of responders, but that these networks should be managed by a hierarchy. While the ICS illustrates the potential for mixing hierarchies and networks, it was mandated by policymakers willing to make broad assumptions about the applicability of the ICS on limited evidence. An overdependence on practitioner claims displaced careful analysis of the underlying logics vital to understanding the operation of the policy tool. A case study of the ICS in managing an exotic animal disease outbreak points to the importance of crisis characteristics and management factors as contingencies affecting the operation of the ICS.     

From Virtue to Competence: Changing the Principles of Public Service

Virtue has long been a central principle in the tradition of public service—to what extent is it still relevant today? Focusing on the role of the monitoring officer, a key official in the ethical framework of local government in the United Kingdom, this essay asks which virtues, if any, are still needed for public service and whether these virtues have been displaced by managerial notions of technical competence as the principles of public service delivery. The authors draw an initial distinction between virtue and competence that, upon further investigation, does not appear to be sustainable. Despite being drawn from two different academic perspectives—moral philosophy and management development—the concepts of virtue and competence are, in practice, very similar. This theoretical convergence is reflected in the practical concerns of monitoring officers and their perspective on public service ethics.     

A Public Ethics of Care for Policy Implementation

Liberal and republican political theorists have not paid much attention to a theory of public administration or policy implementation. To the extent that they have, they have tended to endorse an ideal-typical Weberian model of bureaucracy and impersonal ethics of rules to limit street-level discretion. This article argues that the Weberian bureaucratic ethics is inconsistent with core liberal and republican values and, in fact, dominating at the street level. In order for laws and policies to be implemented in a manner consistent with liberal and republican principles, an alternative public ethics is proposed—a public ethics of care. Building on earlier research, this article argues that a public ethics of care represents an important supplement to liberal and republican ideals, as well as a better alternative to Weberian bureaucratic ethics, for implementing laws and policies at the street level in limited and responsive, nondominating ways.     

Norms and Political Payoffs in Supreme Court Recusals

Political Behavior - In times when the public and scholarly debates around the effects of norms on political decision making are at their height—and in light of the argument that government...     

Leadership and Organizational Culture: Sustaining Dialogue between Practitioners and Scholars

Few topics in the study of contemporary public organizations better illustrate the burdens—and potential benefits—of sustaining dialogue between practitioners and scholars than the interplay between leadership, organizational culture, and public sector performance. Following two decades of intensive research and advocacy, the last 10 years have seen diminished scholarly attention to this subject, while efforts to shape culture remain central to the leadership of public organizations. This essay reflects on the 8 Cs of organizational culture: complicated, control, competence, commitments, credibility, conflict, context, and change.     

On the reputation of state supreme courts

A state supreme court, in making and justifying choices, uses a variety of sources of information and authority—its own precedents, scholarly commentaries, articles in law reviews, encyclopedias, restatements, and so forth. Quite often a state supreme court appeals to the wisdom or rejects the lack of it in the decision of a sister court in order to arrive at or buttress reasoning in a particularly problematic case. These citations—construed as derogation or deference—yield very handy and nonreactive indicators of hierarchies of prestige between and among the highest appellate courts of the several states. In this paper, I develop a simple and general measure of judicial reputation, present evidence on the hierarchy of state supreme courts as of 1975, show how this ranking has changed in the last 50 years, and examine competing and sometimes complementary explanations of judicial prestige. Taken together, social diversity, judicial professionalism, political ideology, and the size of case load provide an impressive explanation of the reputation of state supreme courts.     

The political consequences of uninformed voters

Americans fail to meet the democratic ideal of an informed electorate, and the consequences of this political ignorance are a topic of significant scholarly debate. In two independent settings, we experimentally test the effect of political information on citizens' attitudes toward the major parties in the U.S. When uninformed citizens receive political information, they systematically shift their political preferences away from the Republican Party and toward the Democrats. A lack of knowledge on the policy positions of the parties significantly hinders the ability of low-socioeconomic-status citizens to translate their preferences into partisan opinions and vote choices. As a result, American public opinion—and potentially election results and public policy as a result—is significantly different from the counterfactual world in which all voters are informed.     

A Comparison of Disaster Paradigms: The Search for a Holistic Policy Guide

The following article discusses the current emphasis and attention being given to the future of emergency management, as well as theoretical constructs designed to guide research and help practitioners reduce disaster. It illustrates that while the disaster-resistant community, disaster-resilient community, and sustainable development/sustainable hazards mitigation concepts provide many unique advantages for disaster scholarship and management, they fail to sufficiently address the triggering agents, functional areas, actors, variables, and disciplines pertaining to calamitous events. In making this argument, the article asserts that any future paradigm and policy guide must be built on—yet go further than—comprehensive emergency management. The article also reviews and alters the concept of invulnerable development. Finally, the article presents "comprehensive vulnerability management" as a paradigm and suggests that it is better suited to guide scholarly and practitioner efforts to understand and reduce disasters than the aforementioned perspectives.     

An agenda for the study of Public Administration in Developing Countries

Developing nations demand a different scholarly approach in the field of public administration. We advance an agenda for research that stands on four pillars. First, in the absence of easily accessible data scholars of developing world public administration must assemble it for themselves. Second, building and testing theory plays a paramount role because researchers face limited information. Third, in developing countries, multi‐national and non‐governmental organizations are often crucial and must be considered in studying public administration. Fourth, given the novelties and ambiguities researchers face, qualitative information must be integrated throughout the research process. Our article—and the articles in this volume—constitute a call for developing country research to contribute to the study of public administration writ large, informing our understanding of both developing and developed states.     

How to argue about the new public management

Hood and Jackson's (1991) distinction between administrative argument and administrative philosophy has been largely overlooked in writings on NPM. This seemingly subtle distinction flows from the more obvious one between “practical argument” and “social scientific explanation.” These terms refer to different scholarly practices. Practical reasoning is a highly-developed form of scholarship in law, public policy, and political theory. Explanation is a highly-developed scholarly activity in political science and related disciplines. The fact that practical argument and explanation are, in principle, complementary scholarly activities in practically-oriented fields such as public management is not a reason to overlook the distinction between them. If scholars writing on NPM made more of this distinction, it might prove easier for their readers to see precisely how social science explanations and practical arguments are interrelated. Discussion of how well claims have been supported would then be facilitated. Also, it would be easier for writers to decide how to engage the NPM literature. Not only would the issues be clearer, but it would also be easier to discuss the merits of alternative approaches to tackling them. If more weight is given to the distinction between practical argumentation and social scientific research by scholars of NPM, an urgent question is: how should the scholarly practice of practical argumentation be characterized?     

The class as case: “Reinventing” the classroom

New approaches to public management provide principles by which to organize the classroom as a case. In teaching public management one can enhance learning for practice by modeling, experimenting with, and reflecting upon the principles that one is teaching the students. The principles from the new ideas about public management that can be used to organize the classroom as well are strength through diversity, continuous improvement, teamwork, and empowerment. They represent changes in governing relations across the country and globe within which the new approaches to public management rest; each of these principles has a role in the “reinvented” classroom. Such practices require institutional support of various kinds as well. © 1999 by the Association for Public Policy Analysis and Management.     

Frances Harriet Williams: Unsung Social Equity Pioneer

Frances Harriet Williams was an unsung social equity pioneer in the field of public administration. Long before the Minnowbrook I Conference convened in the 1960s to discuss the importance of fairness in the provision of public services, Williams successfully promoted values of social equity and racial fairness within public administration scholarly and practitioner communities. Raised by progressive parents in the South, Williams was the only high‐ranking African‐American woman in the federal government during President Franklin D. Roosevelt's administration. She was directly involved in leading the Office of Price Administration to a staff that was at least 13 percent black when the rest of government was no more than 1 percent black. This work was the focus of her 1947 article in Public Administration Review, the first publication on racial equity to appear in the field's flagship journal. Her efforts and accomplishments undergird many of the ideals and practices that constitute the concept of social equity in public administration today.     

Ethnography in Public Management Research: A Systematic Review and Future Directions

Ethnography is defined as a research methodology based on sustained, explicit, methodical observation and paraphrasing of social situations in relation to their naturally occurring events. The value of producing local observational data over extended periods of time lies in the ability to systematically explore the subjective construction of meanings and its consequences on organizational and institutional dynamics. Based on a systematic review of published ethnographic studies in the field of public management, this article investigates how ethnography has been conceptualized and employed by the scholarly community in the past 25 years (1990–2014); it highlights the methodological features of the ethnographic design; and it outlines a set of research directions for future applications of the ethnographic approach to the study of theoretically and empirically relevant phenomena. This study contributes to the growing debate of the role of methods in public management literature in informing evidence-based managerial and policy decisions.     

Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance

Despite growing evidence about prosocial motivations and their effects on employee behavior, how can new public service motivation research translate into more effective management practices—which, so far, regrettably remain underdeveloped? Increasingly, public service motivation studies have moved from understanding what motivates public servants to exploring how public service motives influence performance. Similarly, greater attention is now paid to the practices of transformational leadership. Drawing on concepts from transformational leadership, this essay explores how managers can harness the positive aspects of public service motivation to enhance employee and organizational performance and outlines strategies that can help managers incorporate public service motivation values across management systems.