Robert Agranoff
Datos Biográficos
| ID | 999408 |
|---|---|
| NOMBRE | Robert Agranoff |
| NOMBRES | Robert |
| APELLIDO | Agranoff |
| FIRMA | AGRANOFF R |
| AFILIACIONES | Indiana University Bloomington |
| VERIFICADO | No |
| TOTAL DE OBRAS | 34 |
| TOTAL DE CITAS | 802 |
| TOTAL COMO AUTOR | 34 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 1972 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2023 |
| ÍNDICE H | 13 |
Politics of Collaborative Public Management
Networks and Governments
Related Content: Balfour (PAR September/October 2017)Related Content: Larson (PAR September/October 2017)Related Content: Mullendore (PAR September/October 2017)Related Content: Choi and Hoffman (PAR September/October 2017)Related Content: Khan (PAR September/October 2017)Related Content: Demircioglu (PAR September/October 2017
Deil Wright's Overlapping Model of Intergovernmental Relations
Deil Wright provided three models of intergovernmental relations in Understanding Intergovernmental Relations. The third model—the overlapping authority model—was essentially a new way of depicting those relationships. It provided the conceptual basis for moving beyond static views of the field. This article reviews the influence of the overlapping model on policy development, program relationships, and administrative practice. It reaches beyond …
Local Governments in Multilevel Systems
In this article, the local government (LG) administrative implications of the movement from government to governance, involving multiple ties and externalized services operations, are examined from a cross-national perspective. Derived from a series of studies of LGs in multilevel systems, this article examines key patterns of cross-agency administration. First, administrative intergovernmental relations (IGR) are defined. Then common trends in l…
The Transformation of Public Sector Intellectual/Developmental Disabilities Programming
Programming for persons with intellectual and developmental disabilities has shifted from state institutional care to community‐based services, facilitated by federal government support as well as services delivered by nongovernmental organizations (NGOs). For persons with mental retardation, epilepsy, cerebral palsy, and autism, these programs not only have moved into the health care orbit but also are in search of more holistic ways to maintain…
The Public Administration History Bookshelf
The Limitations of Public Management Networks
With regard to public management network theory development, among the most important issues that remain is a recognition of the limitations of networks. Networks often find reasonable solution approaches, but then run into operational, performance, or legal barriers that prevent the next action step. Networks face challenges in converting solutions into policy energy, assessing internal effectiveness, surmounting the inevitable process blockages…
Federalist No. 44
Federalist No. 44 examines the connective mechanisms underlying a federal system of government. Traditionally called “intergovernmental relations,” these systems were intended to facilitate the pursuit of effective implementation of national policies. This essay suggests that the national government's officers should not be impressed by collaboration unless it produces better performance or lower costs. Collaboration is a means to an end, not an …
The Architecture of Government
Why is so much faith placed in decentralization strategies? Does the logic of democracy and local control—political, administrative and fiscal—go together? If the important decisions in a democracy are made by those who are most closely affected by them, then are they more democratic and more representative, that is, are they more correctly matched with policy choices? Self-governing is a core aspect of modern democratic states, where people eith…
Inside Collaborative Networks
This paper offers practical insights for public managers as they work within interorganizational networks. It is based on the author’s empirical study of 14 networks involving federal, state, and local government managers working with nongovernmental organizations. The findings suggest that networks are hardly crowding out the role of public agencies; though they are limited in their decision scope, they can add collaborative public value when ap…
Autonomy, devolution and intergovernmental relations
The concept of autonomy as self-rule is delineated by examination of intergovernmental relations within eight devolutionary situations: Belgium, Crimea (Ukraine), Ethiopia, Greenland (Denmark), Mexico, Scotland (United Kingdom), South Africa and Spain. After autonomy and devolution are profiled, the autonomy situations are comparatively examined through their intergovernmental institutional structures, fiscal arrangements and political channels. …
JPART Symposium Introduction
So long as there have been systems of dividing decisions and functions of governments there have been attempts to organize and manage them.''Intergovernmental relations, not always recognized as such and certainly not so denominated, have been a matter of concern to man living in organized society throughout the ages, regardless of race, creed or color, or of time, place or circumstance'' (Graves 1964, 1)-thus states the opening of a venerable te…
Another Look at Bargaining and Negotiating in Intergovernmental Management
A renewed focus on the intergovernmental bargaining and negotiating employed by administrators working across governmental boundaries is the focus of this paper. Three basic concerns constitute the case for renewed attention to this venerable practice. First, the U.S. system is identified as an “open field” for negotiations, given its noncentralized nature. Second, we demonstrate that bargaining and negotiating extend beyond the grants implementa…
American Federalism and the Search for Models of Management
Changes in the United States federal system mean that managers must operate by taking into account multiple interacting governments and nongovernmental organizations; dealing with numerous programs emanating from Washington and state capitols; and engaging in multiple intergovernmental transactions with an expanding number of intergovernmental instruments. Four models of management within this changing system are identified. The top‐down model em…
Managing Within the Matrix
The current state of managing collaboratively in an era of accelerated United States national action is assessed against the earlier approaches identified by Daniel f. Elazar and others during periods of cooperative federalism. The literature on the management of intergovernmental relations within cooperative federalism is examined, as are Elazar's contributions to managing within a noncentralized federal matrix. Three management approaches assoc…
Big Questions in Public Network Management Research
As the use of networks in public management increases, more and larger questions expand this research arena. In many ways, public network management is in search of a paradigm equivalent to the hierarchical-organizational authority paradigm of bureaucratic management. We raise and offer preliminary answers to seven metaquestions that address the nature of network management tasks, group process in collaboration, flexibility of networks, self-resp…
Getting Agencies to Work Together
Expanding Intergovernmental Management’s Hidden Dimensions
The practice of intergovernmental management is widespread in application but poorly understood. The empirical study of economic policy making and administration reported here suggests that the role of the intergovernmental manager has expanded considerably beyond the familiar tasks of seeking funds from other governments, coping with an expanding regulatory burden, or developing interlocal cooperative agreements. Linking data from two different …
Managing in Network Settings
The focus of this article is on managing networks. A network knowledge base is developed from the authors' studies of city government involvement in economic development, management within rural enterprises and the evaluation of a rural strategic planning project. Other public management network analyses are also incorporated. Management in network settings is not based on central authority and cannot be guided by a single organizational goal as …
A Jurisdiction-Based Model of Intergovernmental Management in U.S. Cities
Variations in levels of intergovernmental activity are explained in terms other than standard "top-down" or "bottom-up" federal management perspectives. Data from 237 cities on intergovernmental management by local managers of economic development policy indicate that differences are determined by the degree to which managers assume a more mutually interactive approach through bargaining, strategic activity, local adjustment, and other internal a…
Multinetwork Management
Systematic study and understanding of multiorganizational settings under hollow state conditions has lagged behind the managerial practice of operating in networks, which has become an important element of governance. This article bridges this knowledge gap by exploring the intergovernmental networking component of economic development in 237 cities. The analysis distinguishes three different strategic types of networks, identifies determinants o…
Toward Federal Democracy in Spain
Journal Article Toward Federal Democracy in Spain: An Examination of Intergovernmental Relations Get access Robert Agranoff, Robert Agranoff Indiana UniversityBloomingtonInstitute Universitario Ortega y Gasset Search for other works by this author on: Oxford Academic Google Scholar Juan Antonio Ramos Gallarín Juan Antonio Ramos Gallarín Institute Universitario Ortega y Gasset Search for other works by this author on: Oxford Academic Google Schola…
Federal Evolution in Spain
The gradual development of federal arrangements in Spain through its regional governments is examined within five perspectives on “post-modern” federalism: differentiation of the Spanish unitary state through the autonomous communities; evolutionary compacting through negotiated agreements, creating “self-rule plus shared rule”; complementary building of democratic institutions and territorial distribution of power; federalism's contribution to a…
Building Development Capacity in Nonmetropolitan Communities
The primary responsibility for economic growth and survival has gradually shifted from the national government to communities and their local governments. Whereas the previous two decades saw the rapid emergence of subnational economic development strategies (Rubin and Zorn, 1985; Eisinger, 1988; Osborne, 1988; Fosler, 1988), the 1990s appear to be an era in which a more sophisticated application of these insights, commonly referred to as localit…
Cross-National Research in Intergovernmental Relations
Cross-National Research in Intergovernmental Relations Get access Robert J. Bennet, ed. Decentralization, Local Governments, and Markets: Towards a Post-Welfare Agenda. Oxford: Clarendon, 1990. C. Lloyd Brown-John, ed. Centralizing and Decentralizing Trends in Federal States. Lanham, Md.: University Press of America, 1988. Bruno Dente and Francesco Kjellberg, eds. The Dynamics of Institutional Change: Local Government Reorganization in Western De…
Big Questions in Public Network Management Research
As the use of networks in public management increases, more and larger questions expand this research arena. In many ways, public network management is in search of a paradigm equivalent to the hierarchical-organizational authority paradigm of bureaucratic management. We raise and offer preliminary answers to seven metaquestions that address the nature of network management tasks, group process in collaboration, flexibility of networks, self-resp…
Multinetwork Management
Systematic study and understanding of multiorganizational settings under hollow state conditions has lagged behind the managerial practice of operating in networks, which has become an important element of governance. This article bridges this knowledge gap by exploring the intergovernmental networking component of economic development in 237 cities. The analysis distinguishes three different strategic types of networks, identifies determinants o…
The Limitations of Public Management Networks
With regard to public management network theory development, among the most important issues that remain is a recognition of the limitations of networks. Networks often find reasonable solution approaches, but then run into operational, performance, or legal barriers that prevent the next action step. Networks face challenges in converting solutions into policy energy, assessing internal effectiveness, surmounting the inevitable process blockages…
American Federalism and the Search for Models of Management
Changes in the United States federal system mean that managers must operate by taking into account multiple interacting governments and nongovernmental organizations; dealing with numerous programs emanating from Washington and state capitols; and engaging in multiple intergovernmental transactions with an expanding number of intergovernmental instruments. Four models of management within this changing system are identified. The top‐down model em…
Another Look at Bargaining and Negotiating in Intergovernmental Management
A renewed focus on the intergovernmental bargaining and negotiating employed by administrators working across governmental boundaries is the focus of this paper. Three basic concerns constitute the case for renewed attention to this venerable practice. First, the U.S. system is identified as an “open field” for negotiations, given its noncentralized nature. Second, we demonstrate that bargaining and negotiating extend beyond the grants implementa…
Toward Federal Democracy in Spain
Journal Article Toward Federal Democracy in Spain: An Examination of Intergovernmental Relations Get access Robert Agranoff, Robert Agranoff Indiana UniversityBloomingtonInstitute Universitario Ortega y Gasset Search for other works by this author on: Oxford Academic Google Scholar Juan Antonio Ramos Gallarín Juan Antonio Ramos Gallarín Institute Universitario Ortega y Gasset Search for other works by this author on: Oxford Academic Google Schola…
Managing Within the Matrix
The current state of managing collaboratively in an era of accelerated United States national action is assessed against the earlier approaches identified by Daniel f. Elazar and others during periods of cooperative federalism. The literature on the management of intergovernmental relations within cooperative federalism is examined, as are Elazar's contributions to managing within a noncentralized federal matrix. Three management approaches assoc…
Federal Evolution in Spain
The gradual development of federal arrangements in Spain through its regional governments is examined within five perspectives on “post-modern” federalism: differentiation of the Spanish unitary state through the autonomous communities; evolutionary compacting through negotiated agreements, creating “self-rule plus shared rule”; complementary building of democratic institutions and territorial distribution of power; federalism's contribution to a…
Deil Wright's Overlapping Model of Intergovernmental Relations
Deil Wright provided three models of intergovernmental relations in Understanding Intergovernmental Relations. The third model—the overlapping authority model—was essentially a new way of depicting those relationships. It provided the conceptual basis for moving beyond static views of the field. This article reviews the influence of the overlapping model on policy development, program relationships, and administrative practice. It reaches beyond …
Building Development Capacity in Nonmetropolitan Communities
The primary responsibility for economic growth and survival has gradually shifted from the national government to communities and their local governments. Whereas the previous two decades saw the rapid emergence of subnational economic development strategies (Rubin and Zorn, 1985; Eisinger, 1988; Osborne, 1988; Fosler, 1988), the 1990s appear to be an era in which a more sophisticated application of these insights, commonly referred to as localit…
Autonomy, devolution and intergovernmental relations
The concept of autonomy as self-rule is delineated by examination of intergovernmental relations within eight devolutionary situations: Belgium, Crimea (Ukraine), Ethiopia, Greenland (Denmark), Mexico, Scotland (United Kingdom), South Africa and Spain. After autonomy and devolution are profiled, the autonomy situations are comparatively examined through their intergovernmental institutional structures, fiscal arrangements and political channels. …
Managing in Network Settings
The focus of this article is on managing networks. A network knowledge base is developed from the authors' studies of city government involvement in economic development, management within rural enterprises and the evaluation of a rural strategic planning project. Other public management network analyses are also incorporated. Management in network settings is not based on central authority and cannot be guided by a single organizational goal as …
A Jurisdiction-Based Model of Intergovernmental Management in U.S. Cities
Variations in levels of intergovernmental activity are explained in terms other than standard "top-down" or "bottom-up" federal management perspectives. Data from 237 cities on intergovernmental management by local managers of economic development policy indicate that differences are determined by the degree to which managers assume a more mutually interactive approach through bargaining, strategic activity, local adjustment, and other internal a…
Local Governments in Multilevel Systems
In this article, the local government (LG) administrative implications of the movement from government to governance, involving multiple ties and externalized services operations, are examined from a cross-national perspective. Derived from a series of studies of LGs in multilevel systems, this article examines key patterns of cross-agency administration. First, administrative intergovernmental relations (IGR) are defined. Then common trends in l…
Expanding Intergovernmental Management’s Hidden Dimensions
The practice of intergovernmental management is widespread in application but poorly understood. The empirical study of economic policy making and administration reported here suggests that the role of the intergovernmental manager has expanded considerably beyond the familiar tasks of seeking funds from other governments, coping with an expanding regulatory burden, or developing interlocal cooperative agreements. Linking data from two different …
JPART Symposium Introduction
So long as there have been systems of dividing decisions and functions of governments there have been attempts to organize and manage them.''Intergovernmental relations, not always recognized as such and certainly not so denominated, have been a matter of concern to man living in organized society throughout the ages, regardless of race, creed or color, or of time, place or circumstance'' (Graves 1964, 1)-thus states the opening of a venerable te…
Managing Federalism Through Metropolitan Human Services Intergovernmental Bodies
This article examines the emerging role of metropolitan intergovernmental human services bodies (IGBs). As a result of changes in federalism during the past few decades, a growing number of metropolitan areas have found the need to replace their defunct health and welfare planning councils with new metropolitan groups involving local governments as well as private sector funders. These human services bodies, comprised of top level elected and app…
The Changing Bases of Electoral Behavior
THE CHANGING BASES OF ELECTORAL BEHAVIOR: POLITICAL ISSUES AND DIFFERENTIATION OF THE CITIZENRY PARTIES Get access Robert Agranoff, Robert Agranoff Chairman Northern Illinois University Search for other works by this author on: Oxford Academic Google Scholar Everett C. Ladd, Jr Everett C. Ladd, Jr Social Science Data Center, University of Connecticut Search for other works by this author on: Oxford Academic Google Scholar Public Opinion Quarterly…
Organizational Design
"Campaign Management in Transition or "The Party's over
Universities and the Public Service
Intergovernmental Management
tion, Harvard Law Review, Vol. 89 (1976), pp. 1281-1316; Roger Cramton, Judicial Lawmaking in the Leviathan State, Public Administration Review, Vol. 36 (September/October 1976), pp. 551-555. 53. Hannah v. Larche, 363 U.S. 420 (1960). 54. See for instance, Branti v. Finkel, 445 U.S. 507, 518 (1980), which requires the public employer to demonstrate that party affiliation is an appropriate requirement for the effective performance of the public of…
Intergovernmental Management
SSBG Planning and Participation Processes
This article is based on a 1986 survey of state changes in public participation and planning under the Social Services Block Grant (SSBG). In 1981 the Title XX program was converted to SSBG, virtually eliminating national planning and citizen participation requirements. States have adopted a variety of means to continue citizen involvement in the planning process and have used SSBG in combination with other state processes. Almost all states have…
Managing Federalism Through Metropolitan Human Services Intergovernmental Bodies
This article examines the emerging role of metropolitan intergovernmental human services bodies (IGBs). As a result of changes in federalism during the past few decades, a growing number of metropolitan areas have found the need to replace their defunct health and welfare planning councils with new metropolitan groups involving local governments as well as private sector funders. These human services bodies, comprised of top level elected and app…
Cross-National Research in Intergovernmental Relations
Cross-National Research in Intergovernmental Relations Get access Robert J. Bennet, ed. Decentralization, Local Governments, and Markets: Towards a Post-Welfare Agenda. Oxford: Clarendon, 1990. C. Lloyd Brown-John, ed. Centralizing and Decentralizing Trends in Federal States. Lanham, Md.: University Press of America, 1988. Bruno Dente and Francesco Kjellberg, eds. The Dynamics of Institutional Change: Local Government Reorganization in Western De…
Human Services Integration
perspective. Human services integration (SI) refers to the quest for the development of systems that are responsive to the multiple needs of persons at-risk: victims of the most severe social problems. Integration appears under many different labels; for example, community integration, comprehensive services, coherent services, broad spectrum of services, and coordinated services. Interest in services integration dates to the middle 1960s, when s…
Building Development Capacity in Nonmetropolitan Communities
The primary responsibility for economic growth and survival has gradually shifted from the national government to communities and their local governments. Whereas the previous two decades saw the rapid emergence of subnational economic development strategies (Rubin and Zorn, 1985; Eisinger, 1988; Osborne, 1988; Fosler, 1988), the 1990s appear to be an era in which a more sophisticated application of these insights, commonly referred to as localit…
Federal Evolution in Spain
The gradual development of federal arrangements in Spain through its regional governments is examined within five perspectives on “post-modern” federalism: differentiation of the Spanish unitary state through the autonomous communities; evolutionary compacting through negotiated agreements, creating “self-rule plus shared rule”; complementary building of democratic institutions and territorial distribution of power; federalism's contribution to a…
Toward Federal Democracy in Spain
Journal Article Toward Federal Democracy in Spain: An Examination of Intergovernmental Relations Get access Robert Agranoff, Robert Agranoff Indiana UniversityBloomingtonInstitute Universitario Ortega y Gasset Search for other works by this author on: Oxford Academic Google Scholar Juan Antonio Ramos Gallarín Juan Antonio Ramos Gallarín Institute Universitario Ortega y Gasset Search for other works by this author on: Oxford Academic Google Schola…
A Jurisdiction-Based Model of Intergovernmental Management in U.S. Cities
Variations in levels of intergovernmental activity are explained in terms other than standard "top-down" or "bottom-up" federal management perspectives. Data from 237 cities on intergovernmental management by local managers of economic development policy indicate that differences are determined by the degree to which managers assume a more mutually interactive approach through bargaining, strategic activity, local adjustment, and other internal a…
Multinetwork Management
Systematic study and understanding of multiorganizational settings under hollow state conditions has lagged behind the managerial practice of operating in networks, which has become an important element of governance. This article bridges this knowledge gap by exploring the intergovernmental networking component of economic development in 237 cities. The analysis distinguishes three different strategic types of networks, identifies determinants o…
Expanding Intergovernmental Management’s Hidden Dimensions
The practice of intergovernmental management is widespread in application but poorly understood. The empirical study of economic policy making and administration reported here suggests that the role of the intergovernmental manager has expanded considerably beyond the familiar tasks of seeking funds from other governments, coping with an expanding regulatory burden, or developing interlocal cooperative agreements. Linking data from two different …
Managing in Network Settings
The focus of this article is on managing networks. A network knowledge base is developed from the authors' studies of city government involvement in economic development, management within rural enterprises and the evaluation of a rural strategic planning project. Other public management network analyses are also incorporated. Management in network settings is not based on central authority and cannot be guided by a single organizational goal as …
Getting Agencies to Work Together
American Federalism and the Search for Models of Management
Changes in the United States federal system mean that managers must operate by taking into account multiple interacting governments and nongovernmental organizations; dealing with numerous programs emanating from Washington and state capitols; and engaging in multiple intergovernmental transactions with an expanding number of intergovernmental instruments. Four models of management within this changing system are identified. The top‐down model em…
Managing Within the Matrix
The current state of managing collaboratively in an era of accelerated United States national action is assessed against the earlier approaches identified by Daniel f. Elazar and others during periods of cooperative federalism. The literature on the management of intergovernmental relations within cooperative federalism is examined, as are Elazar's contributions to managing within a noncentralized federal matrix. Three management approaches assoc…
Big Questions in Public Network Management Research
As the use of networks in public management increases, more and larger questions expand this research arena. In many ways, public network management is in search of a paradigm equivalent to the hierarchical-organizational authority paradigm of bureaucratic management. We raise and offer preliminary answers to seven metaquestions that address the nature of network management tasks, group process in collaboration, flexibility of networks, self-resp…
Autonomy, devolution and intergovernmental relations
The concept of autonomy as self-rule is delineated by examination of intergovernmental relations within eight devolutionary situations: Belgium, Crimea (Ukraine), Ethiopia, Greenland (Denmark), Mexico, Scotland (United Kingdom), South Africa and Spain. After autonomy and devolution are profiled, the autonomy situations are comparatively examined through their intergovernmental institutional structures, fiscal arrangements and political channels. …
JPART Symposium Introduction
So long as there have been systems of dividing decisions and functions of governments there have been attempts to organize and manage them.''Intergovernmental relations, not always recognized as such and certainly not so denominated, have been a matter of concern to man living in organized society throughout the ages, regardless of race, creed or color, or of time, place or circumstance'' (Graves 1964, 1)-thus states the opening of a venerable te…
Another Look at Bargaining and Negotiating in Intergovernmental Management
A renewed focus on the intergovernmental bargaining and negotiating employed by administrators working across governmental boundaries is the focus of this paper. Three basic concerns constitute the case for renewed attention to this venerable practice. First, the U.S. system is identified as an “open field” for negotiations, given its noncentralized nature. Second, we demonstrate that bargaining and negotiating extend beyond the grants implementa…
Inside Collaborative Networks
This paper offers practical insights for public managers as they work within interorganizational networks. It is based on the author’s empirical study of 14 networks involving federal, state, and local government managers working with nongovernmental organizations. The findings suggest that networks are hardly crowding out the role of public agencies; though they are limited in their decision scope, they can add collaborative public value when ap…
Political science (29 obras) · Public Administration (22 obras) · Public Administration (20 obras) · Law (18 obras) · Law (17 obras) · Sociology (17 obras) · Business (16 obras) · Public Policy and Administration Research (14 obras) · Economics (13 obras) · Politics (13 obras)