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by Kenneth J. Meier (Editor), Amanda Rutherford (Editor), Claudia N. Avellaneda (Editor)
While the field of public management has become increasingly international, research and policy recommendations that work for one country often do not work for another. Why, for example, is managerial networking important in the United States, moderately effective in the United Kingdom, and of little consequence in the Netherlands? Comparative Public Management argues that scholars must find a better way to account for political, environmental, and organizational contexts to build a more general model of public management. The volume editors propose a framework in which context influences the types of managerial actions that can be used effectively in public organizations.
After introducing the innovative framework, the book offers seven empirical chapters--cases from seven countries and a range of policy areas (health, education, taxation, and local governance)--that show how management affects performance in different contexts. Following these empirical tests, the book examines themes that emerge across cases and seeks to set an agenda for future research. Intended for students and scholars of public administration and public policy, this book will be the first to provide a comprehensive comparative assessment of management's impact on organizational performance.
Author Biography
Kenneth J. Meier is the Charles H. Gregory Chair in Liberal Arts and Distinguished Professor of Political Science at Texas A&M University. He is also the editor in chief of the Journal of Public Administration Research and Theory.
Amanda N. Rutherford is an assistant professor in the School of Public and Environmental Affairs at Indiana University.
Claudia N. Avellaneda is an associate professor in the School of Public and Environmental Affairs at Indiana University.
