Implementing public innovations in network settings

Administration and Society

Volumn 29, Issue 2, 1997, Pages 115-138

  O'Toole Jr , Laurence J ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0031536141     PISSN: 00953997     EISSN: None     Source Type: Journal    
DOI: 10.1177/009539979702900201     Document Type: Article

References (42)

1. Agranoff, R. (1990). Responding to human crises: Intergovernmental policy networks. In R. W. Gage & M. P. Mandell (Eds.), Strategies for managing intergovernmental policies and networks (pp. 57-80). New York: Praeger.
2. Axelrod, R. M. (1984). The evolution of cooperation. New York: Basic Books.
3. Barzelay, M. (with Armajani, B. J.). (1992). Breaking through bureaucracy: A new vision for managing in government. Berkeley: University of California Press.
4. Behn, R. D. (1987). The nature of knowledge about public management: Lessons for research and teaching from our knowledge about chess and warfare. Journal of Policy Analysis and Management, 7, 200-212.
5. Crepaz, M.M.L. (1995). Explaining national variations in air pollution levels: Political institutions and their impact on environmental policy making. Environmental Politics, 4, 391-414.
6. Doig, J. W., & Hargrove, E. C. (Eds.). (1987). Leadership and innovation: A biographical perspective on entrepreneurs in government. Baltimore: Johns Hopkins University Press.
7. Elster, J. (1989). The cement of society: A study of social order. Cambridge: Cambridge University Press.
8. Gage, R. W., & Mandell, M. P. (Eds.). (1990). Strategies for managing intergovernmental policies and networks. New York: Praeger.
9. Gurwitt, R. (1994, May). The entrepreneurial gamble: The morning after. Governing, pp. 34-40.
10. Hjern, B., & Porter, D. O. (1981). Implementation structures: A new unit for administrative analysis. Organization Studies, 2, 211-237.
11. Hufen, H., & Ringeling, A. (Eds.). (1990). Beleidsnetwerken [Policy networks]. The Hague, the Netherlands: VUGA.
12. Kahneman, D., & Tversky, A. (1984). Choices, values, and frames. American Psychologist, 39, 341-350.
13. Kettl, D. F. (1994). Reinventing government? Appraising the national performance review (CPM Rep. No. 94-2). Washington, DC: Brookings Institution, Center for Public Management.
14. Kiser, L. L., & Ostrom, E. (1982). The three worlds of action: A metatheoretical synthesis of institutional approaches. In E. Ostrom (Ed.), Strategies of political inquiry (pp. 179-222). Beverly Hills, CA: Sage.
15. Klijn, E.-H. (1996). Analyzing and managing policy processes in complex networks: A theoretical examination of the concept policy network and its problems. Administration & Society, 28, 90-119.
16. LaPorte, T. R., & Metlay, D. S. (1996). Hazards and institutional trustworthiness: Facing a deficit of trust. Public Administration Review, 56, 341-347.
17. Laumann, E. O., Nelson, R. L., & Salisbury, R. H. (1993). The hollow core: Private interests in national policy making. Cambridge: Harvard University Press.
18. Lynn, L. (1996). Public management as art, science, and profession. Chatham, NJ: Chatham House.
19. Mayntz, R., & Scharpf, F. W. (1975). Policy-making in the German federal bureaucracy. Amsterdam: Elsevier.
20. Mazmanian, D. A., & Sabatier, P. A. (1989). Implementation and public policy (Rev. ed.). Washington, DC: University Press of America.
21. Merritt, R. L., & Merritt, A. J. (1985). Innovation in the public sector. Beverly Hills, CA: Sage.
22. Miller, G. J. (1992). Managerial dilemmas: The political economy of hierarchy. Cambridge: Cambridge University Press.
23. Milward, H. B., Provan, K. G., & Else, B. A. (1993). What does the "hollow state" look like? In B. Bozeman (Ed.), Public management (pp. 309-322). San Francisco: Jossey-Bass.
24. Morgan, D., Bacon, K. G., Bunch, R., Cameron, C. D., & Deis, R. (1996). What middle managers do in local government: Stewardship of the public trust and the limits of reinventing government. Public Administration Review, 56, 359-366.
25. Osborne, D., & Gaebler, T. (1992). Reinventing government: How the entrepreneurial spirit is transforming the public sector. Reading, MA: Addison-Wesley.
26. Ostrom, E. (1990). Governing the commons. Cambridge: Cambridge University Press.
27. O'Toole, L. J., Jr. (1983). Inter-organizational cooperation and the implementation of active labour market training policies: Sweden and the Federal Republic of Germany. Organization Studies, 4, 129-150.
28. O'Toole, L. J., Jr. (1993). Multiorganizational policy implementation: Some limitations and possibilities for rational-choice contributions. In F. W. Scharpf (Ed.), Games in hierarchies and networks: Analytical and empirical approaches to the study of governance institutions (pp. 27-64). Frankfurt am Main, Germany: Campus Verlag.
29. O'Toole, L. J., Jr. (1995). Rational choice and policy implementation: Implications for interorganizational network management. American Review of Public Administration, 25, 43-57.
30. O'Toole, L. J., Jr. (1997). Treating networks seriously: Practical and research-based agendas in public administration. Public Administration Review, 57, 45-52.
31. Powell, W. W. (1990). Neither market nor hierarchy: Network forms of organization. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (pp. 295-336). Greenwich, CT: JAI.
32. Pressman, J., & Wildavsky, A. (1984). Implementation (3rd ed.). Berkeley: University of California Press.
33. Provan, K. G., & Milward, H. B. (1995). A preliminary theory of network effectiveness: A comparative study of four mental health systems. Administrative Science Quarterly, 40, 1-33.
34. Putnam, R. D. (1993). Making democracy work: Civic traditions in modern Italy. Princeton, NJ: Princeton University Press.
35. Scharpf, F. W. (1990). Games real actors could play: The problem of mutual predictability. Rationality & Society, 2, 471 -494.
36. Scharpf, F. W. (1991). Games real actors could play: The challenge of complexity. Journal of Theoretical Politics, 3, 277-304.
37. Scharpf, F. W., Reissert, B., & Schnabel, F. (1976). Politikverflechtung: Theorie und Empirie des Kooperativen Föderalismus in der Bundesrepublik [Joint decision making: Theory and evidence of cooperative federalism in the Federal Republic]. Kronberg, Germany: Scriptor.
38. Stoker, R. P. (1991). Reluctant partners: Implementing federal policy. Pittsburgh, PA: University of Pittsburgh Press.
39. Terry, L. D. (1995). The administrator as conservator: The leadership of public bureaucracies. Thousand Oaks, CA: Sage.
40. Tsebelis, G. (1990). Nested games. Berkeley: University of California Press.
41. U.S. National Performance Review. (1993). From red tape to results: Creating a government that works better and costs less, report of the National Performance Review. New York: Times Books.
42. Williamson, O. E. (1985). The economic institutions of capitalism. New York: Free Press.