Public management reform and innovation : research, theory, and application / edited by H. George Frederickson and Jocelyn M. Johnston.

Includes bibliographical references and index.

Print version record.

Introduction -- I. Theories and Concepts of Reform, Innovation, and Intervention in Public Management: One Hundred Theories of Organizational Change: The Good, the Bad, and the Ugly -- Theoretical Foundations of Policy Intervention -- Do Goals Help Create Innovative Organizations? -- Innovation by Legislative, Judicial, and Management Design: Three Arenas of Public Entrepreneurship -- II. Reengineering, Reform, and Innovation as Design Science: The Roles of Institutions and Political Contexts: Where’s the Institution? Neoinstitutionalism and Public Management -- Assessing Public Management Reform with Internal Labor Market Theory: A Comparative Assessment of Change Implementation -- Good Budgetary Decision Processes -- Implementing Mission-Driven, Results-Oriented Budgeting -- III. The Management of Innovation and Reform: Organizational and Bureaucratic Factors: The Pain of Organizational Change: Managing Reinvention -- Institutional Paradoxes: Why Welfare Workers Cannot Reform Welfare -- Contracting In: Can Government Be a Business? -- IV. Politics, Governance, Reform, and Innovation: Interest Groups in the Rule-Making Process: Who Participates? Whose Voices Get Heard? -- Dialogue between Advocates and Executive Agencies: New Roles for Public Management -- Reinventing Government: Lessons from a State Capital -- Conclusion

Annotation The subject of reform in the public sector not new; indeed, its latest rubric, reinventing government, has become good politics. Still, as the contributors ask in this volume, is good politics necessarily good government?Given the growing desire to reinvent government, there are hard questions to be asked: Is the private sector market model suitable and effective when applied to reforming public and governmental organizations? What are the major political forces affecting reform efforts in public management? How is public management reform accomplished in a constitutional democratic government? How do the values of responsiveness, professionalism, and managerial excellence shape current public management reforms? In this volume, editors H. George Frederickson and Jocelyn M. Johnston bring together scholars with a shared interest in empirical research to confront head-on the toughest questions public managers face in their efforts to meet the demands of reform and innovation. Throughout the book, the authors consider the bureaucratic resistance that results when downsizing and reinvention are undertaken simultaneously, the dilemma public managers face when elected executives set a reform agenda that runs counter to the law, and the mistaken belief that improved management can remedy flawed policy.

Leading scholars present the most complete, as well as the most advanced, treatment of public management reform and innovation available. The subject of reform in the public sector is not new; indeed, its latest rubric, reinventing government, has become good politics. Still, as the contributors ask in this volume, is good politics necessarily good government? Given the growing desire to reinvent government, there are hard questions to be asked: Is the private sector market model suitable and effective when applied to reforming public and governmental organizations? What are the major political forces affecting reform efforts in public management? How is public management reform accomplished in a constitutional democratic government? How do the values of responsiveness, professionalism, and managerial excellence shape current public management reforms? In this volume, editors H. George Frederickson and Jocelyn M. Johnston bring together scholars with a shared interest in empirical research to confront head-on the toughest questions public managers face in their efforts to meet the demands of reform and innovation. Throughout the book, the authors consider the bureaucratic resistance that results when downsizing and reinvention are undertaken simultaneously, the dilemma public managers face when elected executives set a reform agenda that runs counter to the law, and the mistaken belief that improved management can remedy flawed policy. -- Provided by publisher

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