Collaborative resource management: Organizational benefits and individual costs

Administration and Society

Volumn 30, Issue 3, 1998, Pages 274-290

  Manring, Nancy J ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0032349362     PISSN: 00953997     EISSN: None     Source Type: Journal    
DOI: 10.1177/0095399798303003     Document Type: Article

References (23)

1. Appeal of decisions concerning the national forest system, final rule. (1989, January 23). Federal Register, 54(13).
2. Barnard, C. (1968). The functions of the executive. Cambridge, MA: Harvard University Press.
3. Cheng, A. S., White, T. A., Hacker, J. J., & Ellefson, P. V. (1993). Managing public forests in a shared-power world: The integration of conflict management principles into USDA Forest Service planning and management. Published as Paper No. 20,820 of the miscellaneous journal series of the Minnesota Agricultural Experiment Station.
4. General Accounting Office, Resources, Community, and Economic Development Division. (1989). Information on the Forest Service appeals system (Briefing report to the Honorable Max Baucus, U.S. Senate). Washington, DC: Government Printing Office (B-233613).
5. Glaser, B. G., & Strauss, A. L, (1967). The discovery of grounded theory. New York: Aldine.
6. Hummel, R. P. (1991). Stories managers tell: Why they are valid as science. Public Administrative Review, 51, 31-41
7. Kadera, J. (1988, February 9). Thirty years of forest stewardship ends. Portland Oregonian, p. B3.
8. Kaufman, H. (1960). The forest ranger: A study in administrative behavior. Baltimore, MD: Johns Hopkins University Press.
9. Keeley, M. (1980). Organizational analogy: A comparison of organismic and social contract models. Administrative Science Quarterly, 25, 337-362.
10. Kennedy, J. J. (1985). Conceiving forest management as providing for current and future social value. Forest Ecology and Management, 13, 121-132.
11. Kennedy, J. J., Krannich, R. S., Quigley, T. M., and Cramer, L. A. (1992). How employees view the USDA-Forest Service value and reward system. Career Development Project, College of Natural Resources and Agricultural Experiment Station, Utah State University, Logan, Utah.
12. Lazarsfeld, P. F., & Menzel, H. (1969). On the relation between individual and collective properties. In A. Etzioni (Ed.), A sociological reader on complex organizations (2nd ed., pp. 499-516). New York: Holt, Rinehart & Winston.
13. Magill, A. W. (1988). Natural resource professionals: The reluctant public servants. Envi-ronmental Professional, 10, 295-303.
14. Manring, N. J. (1994). Alternative dispute resolution and administrative responsiveness: Challenges for public administrators. Public Administration Review, 54, 197-203.
15. Manring, N. J. (1998). Alternative dispute resolution and organizational incentives in the U.S. Forest Service. Society and Natural Resources, 11, 67-80.
16. Moore, C. W. (1986). The mediation process: Practical strategies for resolving conflict. San Francisco: Jossey-Bass.
17. Office of Technology Assessment. (1992, February). Forest Service planning: Accommodating uses, producing outputs, and sustaining ecosystems. Washington, DC: U.S. Congress.
18. Perrow, C. (1979). Complex organizations: A critical essay (2nd ed.). Glenview, IL: Scott, Fores man.
19. Simon, H. A. (1965). Administrative decision-making. Public Administrative Review, 25, 31-37.
20. Thompson, J. D. (1967). Organizations in action. New York: McGraw-Hill.
21. Webb, E. J., Campbell, D. T., Schwartz, R. D., & Sechrest, L. (1966). Unobtrusive measures: Nonreactive research in the social sciences. Chicago: Rand McNally.
22. Wondolleck, J. M. (1988). Public lands conflict and resolution: Managing national forest disputes. New York: Plenum.
23. Wondolleck, J. M., with Brody, E., & Edgar, S. L. (1986). An evaluation of the U.S. Forest Service natural resource conflict management training program. Ann Arbor: University of Michigan, School of Natural Resources.