Reinventing government in reformed municipalities: Manager, mayor and council actions

Urban Affairs Review

Volumn 37, Issue 1, 2001, Pages 43-66

  Kearney, R C ^a   Scavo, C ^a  

^a EAST CAROLINA UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

INSTITUTIONAL FRAMEWORK; LOCAL GOVERNMENT; URBAN POLITICS;

UNITED STATES;

EID: 0034893329     PISSN: 10780874     EISSN: None     Source Type: Journal    
DOI: 10.1177/10780870122185181     Document Type: Article

References (45)

1. Implementing TQM in state governments: A survey of recent progress
2. Mayor-manager relationships in large council-manager cities: A reinterpretation
3. Winning the West to municipal reform
4. Reinventing government in the American states: Measuring and explaining administrative reform
5. Municipal unions and privatization
6. The remaking of British administrative culture
7. The political theory of reinvention
8. Reinventing local government: Beyond rhetoric to action
9. Comparing the reinventing government movement with the new public administration
10. Role diversity of city managers
11. Reinventing government: City manager attitudes and actions
12. Reinventing government, the new public management, and civil service systems in comparative perspective
13. Implementing total quality management in the United States
14. A case for reinterpreted dichotomy of politics and administration as a professional standard in council-manager government?
15. Urban policy: Does political structure matter?
16. Policy leadership in council-manager cities: Comparing mayor and manager
17. The effects of mayoral power on urban fiscal policy
18. The contemporary role of city managers
19. The future of council-manager government
20. Best practices research and postbureaucratic reform
21. Leadership in council-manager cities: The institutional implications
22. Institutions and reform: Reinventing local government
23. Toward a theory of the political entrepreneur: Evidence from local government
24. The role of city managers: Are they principals, agents, or both?
25. The emerging chief executive: The San Diego experience
26. Mayoral leadership in council-manager cities: Preconditions versus preconceptions
27. The politics-administration dichotomy model as aberration
28. Conflict and cooperation in elected-administrative relations in large council-manager cities
29. The shifting boundary between elected officials and city managers in large council-manager cities
30. The bureaucratic entrepreneur: The case of city managers
31. The need for a privatization process: Lessons from development and implementation
32. The mayor as a policy leader in the council-manager form of government: A view from the field