Conference Program 

Conference Program

 

Panel 1: Accountability

• Paper 1: Models of Accountability and the American Recovery and Reinvestment Act
• Paper 2: Democratic Rollback and Contracting for War: Managing the Intent of Accountability with Technical versus Adaptive Solutions
• Paper 3: The Space Between: Reconceptualizing the Role of Accountability in Governance Settings
• Paper 4: The Statistical Measurement of Accountability Concepts in American Governance

 

Panel 2: Collaboration and Management

• Paper 1: An Empirical Examination of Collaboration as a Management Strategy 
• Paper 2: Social Networks, Collaborative Institutions, and Learning for Sustainable Regional Planning
• Paper 3: Designing, Managing, and Sustaining Functionally Collaborative Networks
• Paper 4: Civic Capacity and Wicked Problems:  A Research Framework

 

Panel 3: Stakeholder Engagement

• Paper 1: Linking Stakeholder Involvement to Policy Effectiveness: Nonlinear Effects of Stakeholder Diversity in Local Government Decision Making 
• Paper 2: Caucuses in Collaborative Governance: The Effect of the Structure, Power, and Problem Complexity  
• Paper 3: Reaching Out to Stakeholders: Lessons from a 360-Degree Organization Assessment 
• Paper 4: Determinants of Public Collaboration: Empirical Evidence of the Collaborative Public Manager's Profile

 

Panel 4: Public Participation

• Paper 1: The Evolution of Arenas for Community Participation in Los Angeles
• Paper 2: Practicing Inclusion through Boundary Work in Civic Engagement Processes  
• Paper 3: Does Agency Autonomy Foster Public Participation?
• Paper 4: The Influence of Democratic Legitimacy on Outcomes in Governance Networks 

 

Panel 5: Diversity Issues in Management

• Paper 1: Leveraging Diversity to Improve Performance of Public Sector Organizations: Empirical Evidence through Panel Data Analysis
• Paper 2: Viva la Differénce? The Impact of Government Employee Diversity on Job Performance and Satisfaction 
• Paper 3: Representative Bureaucracy and Sexual Orientation:   An Empirical Test of LGBT Representation in Public Organizations 
• Paper 4: Women in the City Hall: Gender Dimensions of Managerial Values

 

Panel 6: Ineffective Rules in the Public Sector: An International Examination of Red Tape Effects

• Paper 1: When Does Red Tape Hurt Performance? Evidence from Different Policy Arenas  
• Paper 2: Ethical Climate in the Public Sector: Its Influence on Red Tape and Rule Bending  
• Paper 3: The Effect of Red Tape on Small Businesses
• Paper 4: The Perception of Red Tape in Primary Education: Simultaneous Effects of Individual Motivations and Managerial Networking 

 

Panel 7: Organizational Learning

• Paper 1: Growing Hot House Orchids in Clay Pots: Fostering Communities of Practice in a Traditional Functional Hierarchy
• Paper 2: Practice-Based Learning as a Dynamic Capability: A Longitudinal Study of Public Hospitals in England  
• Paper 3: School Districts that Sustain Learning over Time and Those that Do Not 
• Paper 4: Pseudo-Learning: The Simulation of a Group Policy-Making Process

 

Panel 8: Public Service Motivation

• Paper 1: Public Service Motivation and Job Choice: The Chicken or the Egg?  
• Paper 2: Public Service Motivation & Prosocial Behavior: Do Public Sector Employees Practice What They Preach? 
• Paper 3: Public Service Motivation and Public Employee Participation in Discretionary Pro-Environmental Behaviors
• Paper 4: Public and Nonprofit Managers' Extrinsic Motivation: The Application of the Self-Determination Theory

 

Panel 9: Government-Nonprofit Relationships

• Paper 1: Examining Practice, Supporting Operations, and Inspiring  Innovation in Government-Nonprofit Relationships  
• Paper 2: Big, Bigger, Best? The Impact of Government Policy on the Non-Government Sector  
• Paper 3: Government Regulation and the  Self-construction of Self-regulating Nonprofit Organizations  
• Paper 4: Informal State-NGO Collaborative Governance: Fostering Stakeholder Good Will and Agency-NGO Missions in  Belize, Central America

 

Themed Panel: Changes in Environmental Policy and Implications for Public Management

• Paper 1: Compensation and Remediation Policy at the Polluted An-Shun Plant Site:  Towards Collaborative Governance
•   Paper 2: Making and Identifying Friends: Linking Firms' Carbon Management and Their Reactions Towards Climate Change Regulations in the U.S.
• Paper 3: The Clean Development Mechanism and Neglected Environmental Technologies

 

Panel 10: Accountability 2

• Paper 1: Accountability in Higher Education: Exploring Impacts on Management, Institutions, and Student Outcomes
• Paper 2: Public Accountability to Citizens: From Performance Measures to Quality Thinking 
• Paper 3: Assessing Accountability Beyond Accounting?  A Multidimensional Approach for Transnational Nonprofit Organizations
• Paper 4: The Disparate Impacts of Accountability Policies: Searching for a Causal Mechanism  

 

Panel 11: Collaboration:  Case Studies

• Paper 1: The Effects of Network Origins on Collaborative Service Networks: The Case of Nonprofit Infrastructure Networks in Hungary
• Paper 2: Information Sharing, Innovation Awareness and Role Specialization, in Goal-Directed Networks:  The Case of NAQC 
• Paper 3: Dynamics of Cross-Sector Collaboration: The Case of the Minnesota Urban Partnership Agreement from Start to Finish  
• Paper 4: Citizen Satisfaction with Governance Values, Government Performance, and Public Trust in Government: Indonesia, Malaysia, and Thailand

 

Panel 12: Financial Management

• Paper 1: The Relation between Executive Succession and Administrative Spending 
• Paper 2: A Positive Model of Spending Growth: Toward Closure of the Organizational Process Theory of Budgeting  
• Paper 3: Toward a Theory of Budgeting for Collaboration  
• Paper 4: Rebudgeting in Italian Local Governments: Magnitude, Processes, and Drivers  

                                                                                                                                       

Panel 13: Healthcare Policy

• Paper 1: Did the UK's Performance-Focused Health Reforms Work? A Difference in Differences Analysis of Citizen Perceptions  
• Paper 2: Action, Reaction and Inaction: Governing by Evidence the Diffusion of Technological Innovation in Healthcare 
• Paper 3: The Importance of Publicness to Healthcare Access: The Effect of Funding, Ownership and Control on Social Equity  

 

Panel 14: Performance Measurement

• Paper 1: Information Technology and Administrative Efficiency in U.S. State Governments? A Stochastic Frontier Approach 
• Paper 2: Do Citizens Use Comparative or Absolute Performance Measures to Inform their Attitudes and Behaviour towards Public Services? Evidence from a Field Experiment
• Paper 3: "Networks Funded by the Public Sector Can and Should Be Evaluated" - Ok, But How?    
• Paper 4: The Claimed Goal and the Embarrassing Metric  

Panel 15: Public Service Motivation:  An Organizational Perspective

• Paper 1: Friends With Benefits: The Co-Evolution of MPA Social Networks and Academic Performance 
• Paper 2: Organizational Socialization in the Public Sector: A Framework for Research and Practice
• Paper 3: The Publicness of Organizations and Policy Environments on Public Service Outcomes: A Multi-Level Analysis of Substance Abuse Treatment Services 
• Paper 4: An Investigation of the Enablers and Barriers to Job Analysis in the Korean government  

 

Panel 16: Measuring Critical Concepts in Public Administration

• Paper 1: Rule Formalization and Rule Effectiveness: Further Explorations into the Construct Validity of Red Tape
• Paper 2: Organizational Red Tape: The Validity and Conceptualization of a Common Measure
• Paper 3: What Do Measures of Bureaucratic Red Tape Register? Individual Perceptions or Organizational Property  
• Paper 4: Human Resource Professionalism in Georgia Counties: Examining the Level and the Determinants of Knowledge of Law 

 

Panel 17: New Approaches to Management Research

• Paper 1: What We Talk About When We Talk About Management Effects: Understanding Substantive Impacts in Public Management Research
• Paper 2: Measuring Organizational Buffering: A Sequential MCMC Approach  
• Paper 3: Agent Based Models of Cross-Jurisdictional Governance Networks: Simulating the Emergence of Project Prioritization Patterns Under Alternate Policy Theoretical Frameworks and Network Structures
• Paper 4: Theory Testing Using Complex Systems Modeling in Public Management: Challenges and Opportunities for a Meta-Theoretical Research Program  

 

Panel 18: Performance

• Paper 1: Linking Governance Structure and Organizational Performance: Evidence from the Study of Hospital Organizations in Tennessee
• Paper 2: Top Leadership and Performance of Quasi-Government Organizations in Korea   
• Paper 3: The Utilization and Valuation of Performance Measures for Metropolitan Planning Organizations: Understanding the Effects of Contextual Complexity and Collaborative Capacity from a National-Level Survey
• Paper 4: Cost Effectiveness: The Forgotten Dimension of Public Sector Performance  

 

Panel 19: Public Service Motivation:  Impacts

• Paper 1: How do Public Service Motivation and Intrinsic Motivation Influence Absenteeism? 
• Paper 2: Public Employment, Desire to Help Others and Life Satisfaction: A Longitudinal Study
• Paper 3: Working in the Hollow State: Exploring the Link between Public Service Motivation, Contracting, and Collaboration  
• Paper 4: Exploring the Link Between Public Sector Leadership and Public Service Motivation in Italian Local Governments

 

Panel 20: Social Media Networks

• Paper 1: Managing Policy Network Communications through Social Media 
• Paper 2: "A Mandate for Change": Diffusion of Social Media Technologies Among Federal Departments and Agencies         
• Paper 3: Layering in Public Management: Stability and Change in Digitally Mediated Institutions  
• Paper 4: Accountability 2.0: Website Disclosure of Accountability Information by NGOs  

 

Themed Panel: Market-Based Alternatives to Government

• Paper 1:  Market Based or Government Based: Does a distinction still really exist?
• Paper 2: Market-Based Alternatives in Social Services:  Lessons from a Comparative Study of Denmark, Germany and the US
• Paper 3: What is the Effect of Performance Measurement on Perceived Accountability Effectiveness in State and Local Government Contracts 
• Paper 4: Theorizing Public-Private Partnership Success. A Market-Based Alternative to Government?

 

Panel 21: Contracting and Performance

• Paper 1: The Profit Puzzle: Legal Ownership and Dependence as Predictors of High Quality Performance in Contract Settings 
• Paper 2: Cream-skimming, Parking and other Intended and Unintended Effects of Performance-Based Contracting in Social Welfare Services
• Paper 3: Contract Management in Thin Markets:  Examining Transaction Costs, Opportunity Costs and Contract Effectiveness 
• Paper 4: Agency Autonomy and Contracting: NASA and the Aerospace Industry

 

Panel 22: Innovation and Creative Problem-Solving

• Paper 1: The Dynamics of Large-Scale Collaboration: Government-Industry Partnership for Innovations in Energy Development 
• Paper 2: Online Appeals and Online Donations: The Case of a Web-based Microfinance Organization 
• Paper 3:  What Front-Line Workers Talk about When They Talkabout Practice:The Influence of Task and Group Structure onPeer Discussion Groups 
• Paper 4: What Makes a New Public Management Reform Successful? An Institutional Analysis 

 

Panel 23: Network Performance

• Paper 1: How Good is Your Newtork? The Effect of Network Quality on Organizational Outcomes 
• Paper 2: Managerial Networking in Complex Environments: Matching Network Dimensions to Performance Indicators 
• Paper 3:  Determinants of network outcomes: the impact of managerial strategies 
• Paper 4: Informal Accountability Dynamics within Service Delivery Networks: A Theory and a Test 

 

Panel 24: Public Service Motivation:  Organizational Context

• Paper 1: Institutional Logic and Public Service Motivation: Does Organization Matter?  
• Paper 2: Fair Treatment, Job Involvement, and Turnover Intention of Professional Employees in Government: The Importance of Organizational Identification as a Mediator
• Paper 3: An Explanation of Differences between Government Offices  in Employees' Organizational Citizenship Behavior

 

Panel 25: Rebuilding Public Management Capacity

• Paper 1: Designing Policy and Management Tools for Building Resilient Communities 
• Paper 2:  Nation Building and Disaster Relief Is Public Management   
•  Paper 3: Who Leads Institutional Reform in Fragile Developing Countries?           
• Paper 4: The Contributions of Public Management to Improving Citizens? Quality of Life:  An Analysis of Brazil's Cash Transfer Program 

 

Panel 26: Comparative Public Service Motivation

• Paper 1:   Cross-validation of public service motivation measurement: the search for comparative marker-items in Belgium, the Netherlands, the United Kingdom and Switzerland  
•    Paper 2: Beyond Self-Interest? A Comparative Study of Public Service Motivation and Public Values among Master Students
• Paper 3:   Measuring Public Service Motivation : Developing an Instrument for International Use
• Paper 4: Understanding Individual Differences between Poor Performers and Good Performers

 

Panel 27: Diversity Issues in Management 2

• Paper 1:    Gender Roles, Workforce Composition, and Management Style: Female Commanders and Policy Decisions in Police Organizations
• Paper 2: Searching Less and Finding More: How Bureaucratic Diversity Leads to Efficient Policing  
• Paper 3: Social Provision in a Just World: A Theory of Desert, Racial Attitudes, and Policy Administration  
• Paper 4: Determinants of Organizational Turnover in Federal Agencies: Exploring the Individual, Managerial, and Organizational Attributes 

 

Panel 28: E-Government

• Paper 1: Toward the New Phase of E-government:  An Empirical Study on Citizens' Attitude for Open Government and Government 2.0 
• Paper 2: Fostering Collaborative Behavior through IT Tools: The Influence of a Designed Deliberative Space on Efforts to Address Collective Challenges  
• Paper 3: Does E-Government Use Foster Citizen Engagement with Government and Community?
• Paper 4: The Effects of Proactive Applications of ICTs on E-governance Performance

 

Panel 29: Human Resource Management:  Employee Satisfaction

• Paper 1: Work-life Programs as Predictors of Job Satisfaction in Federal Government Employees
• Paper 2: Occupational Stress, Work-Related Wellbeing, and Organizational Performance
• Paper 3:   Did 9-11 Increase Public Sector Job Satisfaction in the US? A Difference in Differences Study 
• Paper 4: High Job Satisfaction in the Nonprofit Sector: Are They Saints?

 

Panel 30: Market-Based Governance

• Paper 1: Democratically-contingent Technocracy: Independent Bureaucracies and the Politics of Privatization in Africa 
• Paper 2: The Magnitude and Characteristics of Market-Based Governance: Proposing an Analytical Framework and Applying it to Catalonia
• Paper 3: Privatization, Regulation and Market Structures: An Empirical Analysis of the Reform of the Portuguese Notary System
• Paper 4: Rethinking Government-Nonprofit Partnerships: Towards a New Analytical Model Incorporating Post-Communist Experiences

 

Panel 31: Organizational Culture

• Paper 1: Culture for Quality? An Empirical Examination in Israel (Table and Figure)
•  Paper 2: Innovation Climate in Public and Nonprofit Organizations 
• Paper 3: Motivated to Adapt? The Role of Public Service Motivation as Employees Face Organizational Change  
• Paper 4: Intended and Non-Intended Effects of Managing Organizational Change in Public Organizations 

 

Panel 32: Public versus Private Management: Theoretical Concerns and Evidence

• Paper 1: The Theory of Public Enterprise, Social Welfare and Planning: A Note  
• Paper 2: Explaining Incumbent Internationalization of the Public Utilities: Cases from Telecommunications and Electricity
• Paper 3: Joint versus Single Management of Large Transport Infrastructures
• Paper 4: Privatization and Reverse Privatization in US Local Government Service Delivery, 2002-2007    
• Paper 5: Public-Private Relationships, Administrative Capacity, and Public Service Efficiency
  

 

Panel 33: Emergency Management

• Paper 1:  Searching for Sweet Spots of Communication during an Emergency  
• Paper 2: Sustainability in Emergency Management Networks: A National Study
• Paper 3:  What's the worst that can happen? How citizens and public managers perceive risk  
• Paper 4: The Evolution of Emergency Management Networks:  A Multi-Modal Assessment of Two Evacuation Hosting Networks from 2000-2009 

 

Panel 34: International Perspectives on Government Performance

• Paper 1: "Public Networks" say Americans, "Public Networks" Reply Europeans, but Are They Talking about the Same Issue?  
• Paper 2: Does Pendleton's Premise Hold in New and Old Democracies Alike?  Politicization and Performance in the U.S. and Central and Eastern Europe 
• Paper 3:  Performance, Stakeholder Stability and the Survival of UK Executive Agencies  
• Paper 4: Performance Measurement and Evaluation Systems: Institutionalizing Accountability for Governmental Results in Latin America

 

Panel 35: Institutional Design/Structure

• Paper 1: Kasdin_Does the Choice of Design in Government Programs Affect Performance 
• Paper 2: The Impact of Bureaucratic Structure on Government Eligibility Decisions 
• Paper 3:  Adjusting Midstream: The Strategic Use of Policy Instruments in Brownfield Redevelopment Networks
• Paper 4:Migration, Participation and Welfare Magnets: An Empirical Assessment of the Welfare Reforms of 1996 

 

Panel 36: Performance of Performance Systems

• Paper 1: Appraising Federal Performance Appraisals 
• Paper 2: Do program size and goal ambiguity affect the accuracy of performance measures? An analysis of 170 PART assessments.  
• Paper 3: As PART Departs: Reviewing the Impact of the Program Assessment Rating Tool on Performance Management
• Paper 4: Has Pay-for-Performance Worked in the Federal Government? Testing a Hierarchical Linear Model

 

Panel 37: Strategy

• Paper 1: Social Capital and Public Service Performance: Does Organizational Strategy Matter?
• Paper 2: Understanding Managerial Roles and Strategic Choices in the Policy Process
• Paper 3: Developing a Scripted Approach to Planning Client-Based Strategic Modeling Sessions
• Paper 4: The Impact of Strategy Process and Content on Transit System Performance

 

Themed Panel:  Global Public Management

• Paper 1: Ebbs and Flows in Political Appointees: A Comparative Perspective
• Paper 2: What Capital Requires: Default and Redemption in the United States, 1840-1850
• Paper 3: Thai Style Agencification in a Bundled Government
• Paper 4: Remarks: Moving Beyond a Western Perspective on Public Management

 

Panel 38: Collaboration and Coordination

• Paper 1: Policy Implementation and Interagency Coordination: An Empirical Study of Floodplain Management Recommendations  
• Paper 2: Does the Culture of a Service Delivery Collaboration Affect Collaboration Success?: Evidence From British Crime and Disorder Reduction Partnerships
• Paper 3: Governance and Complex Policies
• Paper 4: Putting the "Public" Back into Collaborative Public Management 

 

Panel 39: Ethics

• Paper 1: City Managers in Local Policy-Making: Contributions, Frustrations, and Ethical Concerns
• Paper 2: Proactive Investigations of Corruption: (un)ethical aspects  
• Paper 3: Independent Professional Bureaucracies and Corruption:  Evidence from Latin America 
• Paper 4: An Examination of Administrative Discretion in Emergency Medical Services

 

Panel 40: Human Resource Management

• Paper 1: A Causal Model of the Empowerment Process: Exploring the Link between Empowerment Practices, Employee Cognitions, and Behavioral Outcomes 
• Paper 2: Exit Choices, Voice, Loyalty, and Pay: Evidence from the U.S. Federal Workforce  
• Paper 3: Empowerment, Discretion, and Effort: Bottom-Up Representative Bureaucracy
• Paper 4: The Effects of Personnel Rule Constraints and Positive Administrative Efficacy  

 

Panel 41: Network Management

• Paper 1: Strategic Leadership in Networks: The Effect of External Factors on Advocacy Efforts
• Paper 2: Network Governance: Investigation into the Formation and Evolution of Networks
• Paper 3: The Underlying Patterns of Whole Network Structure: A Dyadic Analysis of a Publicly Funded Goal Directed Network 
• Paper 4: Linking Network Based Hierarchy and Work Satisfaction of Academic Scientists in Six Fields of Science and Engineering: A Longitudinal Study  

 

Panel 42: Regulation

• Paper 1: Trust in Inspection Relations: How Regulator Trust and Control Complement Each Other in Their Effect on Regulatee Compliance 
• Paper 2: Coercion at the Frontlines in Regulatory and Social Policies:  The Role of Power and Social Construction of Target Populations
• Paper 3: Understanding Styles of Corporate Compliance with Environmental Regulation:  Towards a Multidimensional Conceptual Framework  
• Paper 4: Balancing Private Market Choice and Public Regulation: Designing and Implementing Rules Governing Complex Financial Technology Under Dodd-Frank  

 

Themed Panel: Performance Management in the Future

• Paper 1: Attempting to Answer the ‘How?’ Question:  What Causal Mechanisms Could Connect the Actions of Public Executives to Improvements in Organizational Performance?  
•  Paper 2: Evaluation Bias or Reward Bias? Performance Appraisals and Gender/Racial Disparities in Federal Career Success
• Paper 3: Modeling the Value for Money of Public Interventions to Improve Outcomes in a Major City: the Dream, the Model and the Reality
• Paper 4: The Role of Transparency in Performance Management: Is It a Peripheral or Central Factor?

 

Panel 43: Local Government Contracting

• Paper 1:   Economic Recessions, Discretionary Fiscal Resources, and Government Contracting 
• Paper 2: Why Do Public Managers Avoid Enforcing Sanctions for Unsatisfactory Contract Performance? Perspectives from Local Governments 
• Paper 3: Managing Uncertainty: What Can We Learn from Contracts?
•    Paper 4:  Credible Commitment and ‘Downward Accountability’ in Nonprofits: A Model of Beneficiary Empowerment
  

 

Panel 44: Considering Contemporary Public Leadership Challenges

• Paper 1: Framing the Boundaries of Public Leadership: Balancing Public Accountability and Jurisdictional Authority to Achieve Public Value
• Paper 2: Human Capital Leadership: A Look at HR as a Partner and Source of Leadership
• Paper 3: Leadership Development for Local Government Executives: Balancing Existing Commitments and Emerging Needs
• Paper 4: Navigating Through Fog: The Unintended Consequences of Managerial Strategies 

 

Panel 45: Financial Management in Response to Crisis

• Paper 1: Why are Tax and Expenditure Limits are Ineffective Constraints on Spending
• Paper 2: Recessions as Shocks on City Finances 2003 to 2009 
• Paper 3: The management of fiscal stress in public organizations: Evidence from Florida counties  

 

Panel 46: Innovations in Public Management Research

• Paper 1: Managing the Commons: the Case of NCAA Conferences
• Paper 2: Goal Congruence in One Shot Games: How do Public Managers Make Decisions With Non-Reoccurring Grant Monies?  
• Paper 3: Institutional Logics and Public Management 
•    Paper 4: Feeding the Hungry, Curing Cancer, Stemming Foreclosures, and Winning the War on Terror: Managing the Invisible and Visible Hands in Coordinated Problem Solving 

Panel 47: Researching Public Values: Dynamics and Developments

• Paper 1: Exploring the Public Values Universe: Understanding Values in Public Administration  
• Paper 2: Elite Ethics: The Values and Motivations of those with Public Power 
• Paper 3: Value Dynamics in the Public Sector: Changes in Selection Criteria for Civil Servants, An Historical Comparative Analysis 1966-2006
• Paper 4: Valuing Partnership: Safeguarding Public Values in Public-Private Partnerships

 

Panel 48: The Tools of Leadership and Influence

• Paper 1: Isopraxist Leadership: Self Confidence, Management Strategy, and Organizational Performance
• Paper 2: Does Clear Goal Setting Matter for Leadership in the Public Sector?
• Paper 3: Technical Rationality and Interpretive Power in Public Organizations 
• Paper 4: Mobilizing Public Service Leaders as Change Agents through Leadership Development Initiatives in England: Problems and Prospects

 

Panel 49: Management Strategy

• Paper 1: Becoming a Manager: Learning the Power of Emotional and Social Intelligence
• Paper 2: The Impact of Accountability Reform on the Work Lives and Work Attitudes of Public Managers: The Case of No Child Left Behind
• Paper 3: Management Tools for Public Safety: Behavioral Decision Making Considerations
• Paper 4: Power in Middle-Management: An Analysis of Department Chairs in Public and Nonprofit Universities

 

Panel 50: Politics and Management

• Paper 1: Executive Replacements in Civil Service Systems  
• Paper 2: More Politics or More Management? Exploring the Predictors of Successful Public Management Reforms  
• Paper 3: Leading with Political Awareness: Comparing the Political Skills of Public Managers in the UK, Australia and New Zealand 
• Paper 4: Implementing the Open Government Agenda: Exploring Connections between Open Government and the Free and Open Source Movement  

 

Panel 51: Service Delivery

• Paper 1: Redundancy and Performance in Public Service Delivery Networks
• Paper 2: A Network Study of Strategic Stance and Inter-Organizational Relationships  
• Paper 3: Do Coproduction Initiatives Improve Public Service Performance? Evidence from a Randomized Field Experiment 
• Paper 4: Gaining Perspectives: Using Social Network Data to Understand Systems of Care 

 

Panel 52: The Multisectoral Workforce

• Paper 1: From Public to Private Sector: Motives and Explanations for Higher Educated State Employee's Sector Switch  
• Paper 2: Job Performance of Middle Managers in Public Agencies: The Effects of Boundary Spanning and Sector Switching
• Paper 3: Nonprofit Sector Growth: Testing Theories of Government Support