Literatur

Ohne Zusammenfassung     

Chester I. Barnard: president of the uso, 1942-1945

This article focuses on a relatively unheralded dimension of Chester I. Barnard, author of the classic 1938 management text The Functions of the Executive. Barnard was President of the United Services Organization, Inc. (USO), a morale-enhancing volunteer organization for allied servicemen and women during World War II. The article's purpose is to describe and analyze Barnard's activities and accomplishments at the USO from 1942 to 1945, Barnard used the general management principles that he espoused through his writings in this volunteer management environment.     

A Reversal of Political Fortune: The Transitional Dynamics of Conservative Rule in the Brazilian Northeast

This study explains the erosion of conservative rule and the rise of leftist opposition at the subnational level in the Northeast of Brazil in recent electoral cycles. Compared with explanations based on economic modernization, social spending, and fiscal reform, the data best support the hypothesis that the organizational and spatial dimensions of leftist mobilization in these states have shifted to the detriment of conservative machines. Specifically, urban mobilization of leftist supporters has determined the electoral success of these oppositions. The study also explains where conservatives maintain a floor of support based on the continuation of clientele networks.     

PBB in American Local Governments: It's More than a Management Tool

Despite academic findings that performance information seldom is used in appropriations decisions, many professional organizations and governments continue to press for integrating performance information into local public management, planning, and budgeting processes. Is it possible to reconcile such inconsistencies? Looking beyond the executive–legislative relationship and departmental appropriations, the author examines the budget implications of applying performance information at the subdepartmental program level. Case analysis of Indianapolis’s IndyStat initiative underscores that performance measurement application is positively related to intradepartmental program budget changes. Hence, performance‐based budgeting (PBB) can improve local budgeting despite severe political constraints. Still, successful use of PBB requires strong executive leadership, and its effects remain less visible at the departmental level or within the wider political arena of legislative bargaining. The author concludes by recommending some rethinking of the current analytical focus of PBB both in future research as well as recommended practice.     

Les Occidentaux: Western Europe and the United States since the Second World War

In his recent book, Les Occidentaux, Alfred Grosser describes and analyses the complex conundrum of relations between the countries of Western Europe and the United States since 1945. In the late 1970s, this story is of course still incomplete, because there has been no ‘end of an era’ in transatlantic relations, in spite of the deep economic crisis which has affected all the countries involved. His study focuses not only on the facts, but also on how these facts were perceived by those involved; in so doing it poses, answers and provokes many questions. In the following edited and translated extract from the Conclusion of his book, Professor Grosser briefly re‐examines some of the more significant problems he has considered and takes another look at his solutions and their implications.     

Have Cities Shifted to Outcome‐Oriented Performance Reporting?—A Content Analysis of City Budgets

“Outcome” orientation has been emphasized in performance measurement and reporting in recent years. Using budgetary documents of the largest cities in the United States, this paper analyzes more than 4,800 performance measures reported by 21 cities to show that clear progress toward outcome‐oriented performance measurement has been made. It also shows that the selection of performance measures differs among types of municipal services and is driven partly by professionalism in city management and the influence of professional organizations. The paper concludes by discussing the implications of the findings and potential future improvements of performance reporting.