The Changing Structure of American Cities: A Study of the Diffusion of Innovation

Using historical and numerical analysis and the five-part schema, this study finds that over the past 50 years structural modifications and adaptations by American cities have generally followed the standard S curve of the diffusion of innovation. In tests of Kaufman's and Hirshman's theories of epochs of change from representativeness to administrative efficiency, this study determines that mayor-council cities have, in a standard innovation diffusion S curve, adopted many of the key features of council-manager cities, increasing their administrative efficiency. At the same time, council-manager cities, again in an S curve, have adopted many of the key features of mayor-council cities, increasing their political responsiveness. Fewer cities are now either distinctly mayor-council or council-manager in form, and most cities are structurally less distinct, constituting a newly merged or hybrid model of local government—the type III city.     

Gun control in the United States

A.B., University of California, Berkeley, 1964; Ph.D., University of California, Irvine, 1970.     

Technology management

A recent assessment by the American Computer and Business Equipment Manufactures Association predicted that by the turn of the century three out of every four jobs in the industrial world and an increasing proportion in developing countries are likely to involve the use of VDUs. Richard Dedman and Gary Freer examine the legal implications of this development for employers, manufacturers and suppliers.     

Toward a Theory of Performance Reporting to Achieve Public Sector Accountability: A Field Study

Governments in many countries are implementing performance reporting systems. Many advocates claim that performance reporting results in accountability and effectiveness. There is no theory to justify these claims and guide implementation. This paper presents five field studies of five performance‐reporting systems to begin building theory. Four locations are optimistic; one is not. Mere adoption of performance reporting is not effective. Broad involvement across all government levels is important. Communication and integration with strategic planning and agency management are essential. Two theoretical streams, accounting in organized anarchies and the constitutive role of accounting, are useful theoretical bases.