Using implementation research to solve implementation problems: The case of energy emergency assistance

Generalizations drawn from implementation research can offer useful guidance in formulating new implementation plans, as the development of a revenue-recycling program illustrates. According to the conventional wisdom drawn from implementation research, the program design should be simple and all the steps necessary to produce the desired results should be identified at the outset. The program that was developed in this case was an extensive one, intended to provide financial relief to all U.S. citizens in an energy emergency. The program would be under the control of one existing agency where equipment, personnel, space, and standard operating procedures were most suitable to the goals of the plan. Although the admonitions derived from past research are straightforward, it turns out that adhering to them in the practical process of resolving specific implementation problems requires imagination and tenacity. Because implementation takes place in settings that are extraordinarily diverse, new generalizations regarding implementation will not be easy. Besides, those that engage in implementation research must reconcile themselves to the fact that their generalizations face a demanding test, far more demanding then that encountered in most policy analysis research—“Does it really work?”     

Letter from the Editor

ABSTRACT

Organizational theory and research suggests that organizational performance may be affected by environmental circumstances. However, the available evidence on this important issue for public organizations relies primarily on “objective” archival measures of the environment drawn from secondary data sources. Perceptual measures gauging managerial “subjective” views on the nature of the task environment are also likely to be important determinants of organizational outcomes. In this paper, a comprehensive model of the impact of “objective” and “subjective” task environments on the performance of local government service departments is formalized and tested. The results suggest that both objective and subjective environmental munificence are positively related to performance, and that objective and subjective environmental dynamism are negatively related to service achievements. In addition, objective task complexity is negatively related to performance. The theoretical and practical implications of the findings are discussed.     

The problem of false negatives

and is the author of A Guide to Critical Legal Studies,as well as a number of articles about law and economics, taxation, criminal law, and legal theory.