Modeling public management

Kenneth J. Meier and Laurence J. O'Toole

Public Management Review, 2007, vol. 9, issue 4, 503-527

Abstract: This article reports on our systematic effort to measure and model the impact of management on public programs. Using a parsimonious, nonlinear model of management built by Meier and O'Toole from the extensive case study literature, empirical papers have focused on managerial networking, managerial quality, managerial stability, and personnel stability; and how they relate to overall performance. There is now a substantial body of empirical work that demonstrates that management matters for performance and that this impact is often nonlinear in form. This article recaps the research agenda and sets out a series of unanswered questions for future research.

Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:taf:pubmgr:v:9:y:2007:i:4:p:503-527

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DOI: 10.1080/14719030701726630

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