Modeling Public Management: Current and Future Research
- 452 Downloads
Although a significant amount of research has been carried out in the public management field, recent research has failed to investigate all aspects of public management. In 1999, O’Toole and Meier proposed a formal model to encapsulate all aspects of public management. Since then, more than 20 peer-reviewed articles have adopted the O’Toole–Meier model for their analysis. This study investigates the validity and reliability of the model by reviewing those journal articles that adopted the O’Toole–Meier model. After the review, the study suggests future research questions that could further develop our current understanding of public management.
KeywordsModeling public management O’Toole–Meier model Performance management
I wish to thank audience members at the 2013 SPSA conference as well as anonymous reviewers for helpfuldiscussion and comments on an earlier version of this paper. I am also grateful to Nigel Rillon for his researchassistance.
This work was supported by Hankuk University of Foreign Studies Research Fund of 2014.
- Allison, G. (1971). Essence of decision: explaining the Cuban missile crisis. Boston: Little, Brown.Google Scholar
- Andrews, R., Boyne, G. A., & Walker, R. M. (2006). Subjective and objective measures of organizational performance: An empirical exploration. In G. A. Boyne, K. J. Meier, L. J. O’Toole, & R. M. Walker (Eds.), Public service performance: Perspectives on measurement and management (pp. 14–34). Cambridge: Cambridge University Press.Google Scholar
- Cohen, D. B., Vaughn, J. S., & Villalobos, J. D. (2012). Manager-in-Chief Applying Public Management Theory to Examine White House Chief of Staff Performance. Political Research Quarterly, 65(4), 841–854.Google Scholar
- Dalton, D. R., Todor, W. D., Spendolini, M. J., Gordon, J. F., & Porter, L. W. (1980). Organization structure and performance: a critical review. The Academy of Management Review, 5, 49–64.Google Scholar
- Fountian, J. (2001). Building the virtual state: Information technology and institutional change. Washington DC: Brookings.Google Scholar
- Graddy, E. A., & Chen, B. (2009). Partner selection and the effectiveness of interorganizational collaborations. In R. O’Leary & L. Bingham (Eds.), The collaborative public manager: new ideas for the twenty-first century (pp. 53–70). Washington, DC: Georgetown University Press.Google Scholar
- Kaufman, H. (1960). The forest ranger: A study in administrative behavior. Baltimore: Johns Hopkins University Press.Google Scholar
- Lynn, L. E. (1987). Managing public policy. Boston: Little Brown.Google Scholar
- Lynn, L. E., Jr., Heinrich, C. J., & Hill, C. J. (2000). Studying governance and public management: Why? how? In C. J. Heinrich & L. E. Lynn Jr. (Eds.), Governance and performance: New perspectives. Washington DC: Georgetown University Press.Google Scholar
- Lynn, L. E., Jr., Heinrich, C. J., & Hill, C. J. (2001). Improving governance: A new logic for empirical research. Washington DC: Georgetown University Press.Google Scholar
- Meier, K. J., O’Toole L. J., Boyne, G. A., and Walker, R. M. (2007). Strategic Management and the Performance of Public Organizations: Testing Venerable Ideas against Recent Theories. Journal of Public Administration Research and Theory 17, 357–377.Google Scholar
- Meier, K. J., & O’Toole, L. J. (2008). Management Theory and Occam’s Razor: How Public Organizations Buffer the Environment Administration & Society, 39, 931–958.Google Scholar
- Miles, R., & Snow, C. C. (1978). Organization strategy, structure, and process. New York: McGraw-Hill.Google Scholar
- Mintzberg, H. (1979). The structure of organizations: a synthesis of research. Prentice Hall: Upper Saddle River.Google Scholar
- Moore, M. H. (1995). Creating public value: strategic management in government. Cambridge: Harvard University Press.Google Scholar
- O’Toole, L. J., & Meier, K. J. (1999). Modeling the impact of public management: implications of structural context. Journal of Policy Analysis and Management, 9, 505–526.Google Scholar
- Rainey, H. G. (2009). Understanding and managing public organizations. San Francisco: Jossey-Bass.Google Scholar
- Ringquist, E. (2013). Meta-analysis for public management and policy. San Francisco: Jossey-Bass.Google Scholar
- Robinson, S. E. & Bies, A. (2010). Structured to Partner: School District Collaboration with Nonprofit Organizations in Disaster Response. Bush School Working Paper # 615. http://bushdev.tamu.edu/research/workingpapers/srobinson/NonprofitCollab.pdf. Accessed 3 Sep 2014.
- Terry, L. D. (1995). Leadership of public bureaucracies: the administrator as conservator. Thousand Oaks: Sage.Google Scholar
- Thompson, J. D. (1967). Organizations in action. New York: McGraw-Hill.Google Scholar
- Wamsley, G. L., Bacher, R. N., Goodsell, C. T., Kronenberg, P. S., Rohr, J. A., Stivers, C. M., White, O. F., & Wolf, J. F. (1990). Refounding public administration. Newbury Park: Sage.Google Scholar
- Weber, M. (1946). From Max Weber: Essays in sociology. New York: Oxford University Press.Google Scholar
- Wilson, J. Q. (1989). Bureaucracy: What government agnecies do and why they do it. New York: Basic Books.Google Scholar
- Wooldridge, J. M. (2006). Introductory econometrics: A modern approach. Mason: Thomson/South-Western.Google Scholar