A New Nationalism for a New Era: The Political Ideology of Mexican Neoliberalism

The structural economic reforms justified by neoliberal ideas that transformed Mexico's statist political economy in the 1980s posed a direct challenge to the nationalism inherited from the revolutionary era that had long served to legitimise the interventions of the social state. This article examines the strategy adopted by the administration of President Carlos Salinas de Gortari (1988–1994) to reconcile the rival ambitions of neoliberalism and nationalism and its reasons for doing so. It does so by examining ideas concerning the state, society and the individual found in writing and speeches published in political organs and the press during this period.     

Public Management and Educational Performance: The Impact of Managerial Networking

Policies are implemented in complex networks of organizations and target populations. Effective action often requires managers to deal with an array of actors to procure resources, build support, coproduce results, and overcome obstacles to implementation. Few large-n studies have examined the crucial role that networks and network management can play in the execution of public policy. This study begins to fill this gap by analyzing performance over a five-year period in more than 500 U.S. school districts using a nonlinear, interactive, contingent model of management previously developed by the authors. The core idea is that management matters in policy implementation, but its impact is often nonlinear. One way that public managers can make a difference is by leveraging resources and buffering constraints in the program context. This investigation finds empirical support for key elements of the network-management portion of the model. Implications for public management are sketched.     

Desperately Seeking Selznick: Cooptation and the Dark Side of Public Management in Networks

Most literature on public-sector networks focuses on how to build and manage systems and ignores the political problems that networks can create for organizations. This article argues that individual network nodes can work to bias the organization's actions in ways that benefit the organization's more advantaged clientele. The argument is supported by an analysis of performance data from 500 organizations over a five-year period. A classic theoretical point is supported in a systematic empirical investigation. While networks can greatly benefit the organization, they have a dark side that managers and scholars need to consider more seriously.     

American Public Administration and Impacts of International Governance

Increasingly, public administration in the United States operates in a densely interconnected international system in which local decisions and actions may trigger global repercussions—and vice versa—and the fate of communities in one region is bound to the choices of decision makers elsewhere. Administrative actors have become enmeshed in a complicated, interwoven pattern of governance in ways that shape actions, issues, and opportunities for influencing administrative agencies at national, state, and local levels. These developments call for a critical reappraisal of our inherited notions of governance, management, and accountability. Terrorist tragedy and responses to it call attention to these themes, but they apply broadly across the spectrum of governance challenges. To demonstrate this point, we analyze some implications of transnational governance for the institutions and practices of U.S. public management, with particular attention to another subject: environmental policy and management. A conclusion is that the public administration community must adjust traditional practices to facilitate the effective management of the global processes that, in turn, reshape the world.     

Networking in the Penumbra: Public Management,Cooptative Links,and Distributional Consequences

ABSTRACT

Recently, some researchers have begun to emphasize that governance networks can have a “dark” side as well as a relatively benign one. This work thus far has mostly emphasized illegal and violent forms of action. But even networks that operate in accord with the law often include covert, or at minimum difficult-to-observe, ties and pathways of influence. Likewise, managers involved in networking engage in behavior that is only partially observable. They can use their discretion to shape network action in ways that are hard to discern—and therefore analyze. Research on such subjects is limited, and the practical results of such behavior can include lack of accountability as well as inequitable distribution of outputs and outcomes. This article shows that individual network nodes can work to bias the actions of the organization in ways that are likely to benefit the organization's more advantaged clientele. This study reports on tests for differential impacts of managerial interactions of and with various network partners. The argument is supported with an analysis of performance data from 500 organizations over an eight-year period. Networks and managerial networking can generate considerable benefits but can also have a less palatable impact that managers and scholars need to consider seriously.