Anne M Khademian
Biographic Data
| ID | 368773 |
|---|---|
| NAME | Anne M Khademian |
| GIVEN NAMES | Anne M |
| FAMILY NAME | Khademian |
| SIGNATURE | KHADEMIAN A M |
| AFFILIATIONS | Virginia Tech |
| ORCID | 0000-0001-7989-6097 |
| VERIFIED | Yes |
| TOTAL WORKS | 30 |
| TOTAL CITATIONS | 201 |
| AUTHOR COUNT | 30 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1993 |
| LATEST PUBLICATION YEAR | 2020 |
| H-INDEX | 5 |
A Place at the Table: Organization Theory and Public Management
In November 2018, the University of Arizona’s School of Government and Public Policy hosted an international workshop on the role of organization theory in public management. The intention was to renew interest in organization theory in public management research. Scholars such as Herbert Simon, Herbert Kaufman, and Richard Selznick made seminal contributions to organization theory through the study of public organizations from the 1940s through …
How to Make the Motivational, Operational: A Response to Rick Green
Federalist No. 71: Does Duration in Office Provide Vigilant Autonomy in the Regulatory Process
Federalist No. 71 contains a strong defense of duration in office as a source of “cool and sedate reflection” by the executive. According to Alexander Hamilton’s argument, duration in office is essential for the vigilant autonomy needed to faithfully execute the laws. The author examines this argument within the context of government regulation, using the recent financial crisis and consumer safety as examples of the limits of stability and auton…
The Financial Crisis: A Retrospective
Government efforts to manage the financial crisis and to promote economic recovery have been extensive over the past three years. Hundreds of billions of dollars have been distributed—and much of it now repaid—from the Troubled Asset Relief Program. The Federal Reserve holds more than $2 trillion in mortgage‐backed securities, collateralized loans to financial institutions, and other assets and liabilities to maintain liquidity in the financial m…
Reluctantly We Govern
Bankruptcies, Bailouts and the Banking Bureaucracy: The Bush Agenda and the Capacity for Crisis
True crises, such as the recent failure of the financial markets, test the capacity of the permanent bureaucracy. Leadership, responsiveness, and creativity, as well as stability and practicality, were put to the test in the intense summer and fall months of 2008. Major financial institutions failed or sat on the brink of failure, liquidity froze, the credit market vanished, foreclosure rates soared, and the government struggled to prevent furthe…
Culture Change Refined and Revitalized: The Road Show and Guides for Pragmatic Action
Despite a declining interest in the relationship between leadership, culture, and performance in the scholarly literature, culture change is alive and well among leaders in the public sector as a means to improve performance. This essay reviews the trajectory of culture studies and proposes a modest model of organizational culture that sets aside many of the conceptual and methodological arguments about culture, focusing instead on what leaders a…
Organizing in the Future: Pursuing Purposefulness for Flexible Accountability
Ambiguity, Dialogue, and the Underbelly of Performance Management
The Pracademic and the Fed: The Leadership of Chairman Benjamin Bernanke
When President Barack Obama nominated Ben Bernanke for a second term as chair of the Federal Reserve Board in August 2009, he emphasized Bernanke's “bold action and outside‐the‐box thinking” in preventing the recent financial collapse from turning into another Great Depression. While many saw this renomination as providing monetary policy stability and necessary institutional continuity during the crisis, Bernanke's “bold action” has generated ro…
A Public Administration Moment: Forging an Agenda for Financial Regulatory Reform
Managing Collaborative Processes: Common Practices, Uncommon Circumstances
The study of managers in collaborative efforts continues to progress. In this article, the authors investigate the efforts by managers to build and maintain collaborative processes to address complex public problems that vary by policy area (emergency management, environmental regulation, and community renewal), focus on different dimensions of the problem, are prompted by different forms of system breakdown, and generate different collaborative …
Wicked Problems, Knowledge Challenges, and Collaborative Capacity Builders in Network Settings
Networks have assumed a place of prominence in the literature on public and private governing structures. The many positive attributes of networks are often featured—the capacity to solve problems, govern shared resources, create learning opportunities, and address shared goals—and a literature focused on the challenges networks pose for managers seeking to realize these network attributes is developing. The authors share an interest in understan…
The Role of the Public Manager in Inclusion: Creating Communities of Participation
In this article, we focus on the role of the public manager in bringing about inclusion. While inclusion often implies public participation, we have observed that one of the challenges for public managers practicing inclusive management is the necessity of combining information and perspectives of three domains: the political, the technical, and the local or experiential. Inclusion, from this perspective, involves the creation of communities of p…
Why Government Succeeds and Why It Fails
Why Government Succeeds and Why It Fails. By Amihai Glazer and Lawrence S. Rothenberg. Cambridge, MA: Harvard University Press, 2005. 224p. $42.00 cloth, $18.95 paper. In a 1964 book review (“American Business, Public Policy, Case Studies, and Political Theory, World Politics 16 [4]: 677, 693–715), Theodore Lowi challenged the conventional wisdom that politics determined policy. The causal relationship, he argued, ran in the opposite direction: “…
Ways of Knowing and Inclusive Management Practices
The authors engage structural and agentic perspectives to examine opportunities for deliberation and the purposeful role of managers in creating those opportunities. Drawing on actor‐network theory as a way of understanding the process of structuring knowledge, this essay focuses on the continuous enactment and reenactment of networks of human and nonhuman actants and the associations that connect them. This thinking is applied to policy issues, …
Regulation in a Dispersed-Power World
To Manage Is to Govern
Governance structures constrain and enable the actions of public managers. Principal–agent theory has played a dominant role in our understanding of governance structures. This theory suggests that politicians create relatively static governance structures in a top–down fashion and hold managers accountable for mandated results. In other words, public managers are influenced by governance structures but do not affect governance structures. Howeve…
The Securities and Exchange Commission: A Small Regulatory Agency with a Gargantuan Challenge
Multibillion–dollar accounting scandals have brought down Enron and WorldCom, while other corporations continue to revise and restate earnings. The gradual stock market tumble has played havoc with investment portfolios of retirees, parents saving for education, small business owners, and corporate America. All eyes are on the Securities and Exchange Commission (SEC), a small, independent regulator of the securities markets with a gargantuan chal…
Principles for Public Management Practice: From Dichotomies to Interdependence
In this essay we explore the relationship between management practices and a basic governance dilemma: how to manage flexibly and accountably. The challenge is both practical and theoretical. Managers must respond flexibly to the changing demands and expectations of the public and the ever‐changing nature of public problems, yet they must do so in a manner that provides accountability to the public and political overseers. A dichotomous approach …
The class as case: “Reinventing” the classroom
New approaches to public management provide principles by which to organize the classroom as a case. In teaching public management one can enhance learning for practice by modeling, experimenting with, and reflecting upon the principles that one is teaching the students. The principles from the new ideas about public management that can be used to organize the classroom as well are strength through diversity, continuous improvement, teamwork, and…
The class as case: Reinventing? the classroom
New approaches to public management provide principles by which to organize the classroom as a case. In teaching public management one can enhance learning for practice by modeling, experimenting with, and reflecting upon the principles that one is teaching the students. The principles from the new ideas about public management that can be used to organize the classroom as well are strength through diversity, continuous improvement, teamwork, and…
What Do We Want Public Managers to Be? Comparing Reforms
The politics of expertise in Congress: The rise and fall of the Office of Technology Assessment; and Communication in Congress: Members, staff, and the search for information
From Agitation to Collaboration: Clearing the Air through Negotiation
National pollution control policy making has long been defined by conflict and delay. Environmentalists have portrayed their industrial rivals as evil incarnate, while industry has claimed environmentalists are zealots in the thrall of some romantic notion of a pre-industrial society. Amid this conflict, the Environmental Protection Agency (EPA) has tried to draft regulations that are both workable and effective in lengthy processes pitted by leg…
Ways of Knowing and Inclusive Management Practices
The authors engage structural and agentic perspectives to examine opportunities for deliberation and the purposeful role of managers in creating those opportunities. Drawing on actor‐network theory as a way of understanding the process of structuring knowledge, this essay focuses on the continuous enactment and reenactment of networks of human and nonhuman actants and the associations that connect them. This thinking is applied to policy issues, …
The Role of the Public Manager in Inclusion: Creating Communities of Participation
In this article, we focus on the role of the public manager in bringing about inclusion. While inclusion often implies public participation, we have observed that one of the challenges for public managers practicing inclusive management is the necessity of combining information and perspectives of three domains: the political, the technical, and the local or experiential. Inclusion, from this perspective, involves the creation of communities of p…
Principles for Public Management Practice: From Dichotomies to Interdependence
In this essay we explore the relationship between management practices and a basic governance dilemma: how to manage flexibly and accountably. The challenge is both practical and theoretical. Managers must respond flexibly to the changing demands and expectations of the public and the ever‐changing nature of public problems, yet they must do so in a manner that provides accountability to the public and political overseers. A dichotomous approach …
Bringing Politics Back in: Defense Policy and the Theoretical Study of Institutions and Processes
In 1960, Morris Janowitz argued publication of Samuel Huntington's landmark study, The Soldier and State, represented the first time since Alexis de Tocqueville American military institutions were being analyzed as an aspect of American political process (1960; 5). A decade later, Robert Miewald criticized scholars in public administration their neglect of military. It is now obvious, he wrote, that few students of public administration have been…
Managing Collaborative Processes: Common Practices, Uncommon Circumstances
The study of managers in collaborative efforts continues to progress. In this article, the authors investigate the efforts by managers to build and maintain collaborative processes to address complex public problems that vary by policy area (emergency management, environmental regulation, and community renewal), focus on different dimensions of the problem, are prompted by different forms of system breakdown, and generate different collaborative …
The New Dynamics of Legislating and the Implications for Delegating: What's to be Expected on the Receiving End
Journal Article The New Dynamics of Legislating and the Implications for Delegating: What's to be Expected on the Receiving End? Get access Anne M. Khademian Anne M. Khademian University of Wisconsin-Madison Search for other works by this author on: Oxford Academic Google Scholar Journal of Public Administration Research and Theory, Volume 5, Issue 1, January 1995, Pages 19–44, https://doi.org/10.1093/oxfordjournals.jpart.a037237 Published: 01 Ja…
When Missions Matter: Professional Priorities and the “Stepchild” of Supervisory Programs
If there is a clear bottom line to the literature on political control of the bureaucracy, it is that control is never complete. Principals can be multiple, priorities diverse, preferences for policy incomplete and not articulated, and intentional choice lost in the muddle. Yet as long as bureaucratic studies remain focused upon outside political actors, or at best, the political appointee at the helm of an agency, we will not make many advances …
Bankruptcies, Bailouts and the Banking Bureaucracy: The Bush Agenda and the Capacity for Crisis
True crises, such as the recent failure of the financial markets, test the capacity of the permanent bureaucracy. Leadership, responsiveness, and creativity, as well as stability and practicality, were put to the test in the intense summer and fall months of 2008. Major financial institutions failed or sat on the brink of failure, liquidity froze, the credit market vanished, foreclosure rates soared, and the government struggled to prevent furthe…
Responsive Regulation: Transcending the Deregulation Debate.Ian Ayres , John Braithwaite
Reinventing a Government Corporation: Professional Priorities and a Clear Bottom Line
Economic theories of organizational behavior assume that private organizations are driven by efficiency concerns. If the organization is not reaching its goals in an efficient manner, profits drop, dividends are withheld, and competitors are encouraged to challenge the organization's place in the market. A bottom-line profit allows these organizations to measure successes and failures, and motivates the search for less costly ways of delivering g…
The New Dynamics of Legislating and the Implications for Delegating: What's to be Expected on the Receiving End
Journal Article The New Dynamics of Legislating and the Implications for Delegating: What's to be Expected on the Receiving End? Get access Anne M. Khademian Anne M. Khademian University of Wisconsin-Madison Search for other works by this author on: Oxford Academic Google Scholar Journal of Public Administration Research and Theory, Volume 5, Issue 1, January 1995, Pages 19–44, https://doi.org/10.1093/oxfordjournals.jpart.a037237 Published: 01 Ja…
When Missions Matter: Professional Priorities and the “Stepchild” of Supervisory Programs
If there is a clear bottom line to the literature on political control of the bureaucracy, it is that control is never complete. Principals can be multiple, priorities diverse, preferences for policy incomplete and not articulated, and intentional choice lost in the muddle. Yet as long as bureaucratic studies remain focused upon outside political actors, or at best, the political appointee at the helm of an agency, we will not make many advances …
Bringing Politics Back in: Defense Policy and the Theoretical Study of Institutions and Processes
In 1960, Morris Janowitz argued publication of Samuel Huntington's landmark study, The Soldier and State, represented the first time since Alexis de Tocqueville American military institutions were being analyzed as an aspect of American political process (1960; 5). A decade later, Robert Miewald criticized scholars in public administration their neglect of military. It is now obvious, he wrote, that few students of public administration have been…
The politics of expertise in Congress: The rise and fall of the Office of Technology Assessment; and Communication in Congress: Members, staff, and the search for information
From Agitation to Collaboration: Clearing the Air through Negotiation
National pollution control policy making has long been defined by conflict and delay. Environmentalists have portrayed their industrial rivals as evil incarnate, while industry has claimed environmentalists are zealots in the thrall of some romantic notion of a pre-industrial society. Amid this conflict, the Environmental Protection Agency (EPA) has tried to draft regulations that are both workable and effective in lengthy processes pitted by leg…
What Do We Want Public Managers to Be? Comparing Reforms
The class as case: “Reinventing” the classroom
New approaches to public management provide principles by which to organize the classroom as a case. In teaching public management one can enhance learning for practice by modeling, experimenting with, and reflecting upon the principles that one is teaching the students. The principles from the new ideas about public management that can be used to organize the classroom as well are strength through diversity, continuous improvement, teamwork, and…
The class as case: Reinventing? the classroom
New approaches to public management provide principles by which to organize the classroom as a case. In teaching public management one can enhance learning for practice by modeling, experimenting with, and reflecting upon the principles that one is teaching the students. The principles from the new ideas about public management that can be used to organize the classroom as well are strength through diversity, continuous improvement, teamwork, and…
Principles for Public Management Practice: From Dichotomies to Interdependence
In this essay we explore the relationship between management practices and a basic governance dilemma: how to manage flexibly and accountably. The challenge is both practical and theoretical. Managers must respond flexibly to the changing demands and expectations of the public and the ever‐changing nature of public problems, yet they must do so in a manner that provides accountability to the public and political overseers. A dichotomous approach …
To Manage Is to Govern
Governance structures constrain and enable the actions of public managers. Principal–agent theory has played a dominant role in our understanding of governance structures. This theory suggests that politicians create relatively static governance structures in a top–down fashion and hold managers accountable for mandated results. In other words, public managers are influenced by governance structures but do not affect governance structures. Howeve…
The Securities and Exchange Commission: A Small Regulatory Agency with a Gargantuan Challenge
Multibillion–dollar accounting scandals have brought down Enron and WorldCom, while other corporations continue to revise and restate earnings. The gradual stock market tumble has played havoc with investment portfolios of retirees, parents saving for education, small business owners, and corporate America. All eyes are on the Securities and Exchange Commission (SEC), a small, independent regulator of the securities markets with a gargantuan chal…
Why Government Succeeds and Why It Fails
Why Government Succeeds and Why It Fails. By Amihai Glazer and Lawrence S. Rothenberg. Cambridge, MA: Harvard University Press, 2005. 224p. $42.00 cloth, $18.95 paper. In a 1964 book review (“American Business, Public Policy, Case Studies, and Political Theory, World Politics 16 [4]: 677, 693–715), Theodore Lowi challenged the conventional wisdom that politics determined policy. The causal relationship, he argued, ran in the opposite direction: “…
Ways of Knowing and Inclusive Management Practices
The authors engage structural and agentic perspectives to examine opportunities for deliberation and the purposeful role of managers in creating those opportunities. Drawing on actor‐network theory as a way of understanding the process of structuring knowledge, this essay focuses on the continuous enactment and reenactment of networks of human and nonhuman actants and the associations that connect them. This thinking is applied to policy issues, …
Regulation in a Dispersed-Power World
The Role of the Public Manager in Inclusion: Creating Communities of Participation
In this article, we focus on the role of the public manager in bringing about inclusion. While inclusion often implies public participation, we have observed that one of the challenges for public managers practicing inclusive management is the necessity of combining information and perspectives of three domains: the political, the technical, and the local or experiential. Inclusion, from this perspective, involves the creation of communities of p…
Managing Collaborative Processes: Common Practices, Uncommon Circumstances
The study of managers in collaborative efforts continues to progress. In this article, the authors investigate the efforts by managers to build and maintain collaborative processes to address complex public problems that vary by policy area (emergency management, environmental regulation, and community renewal), focus on different dimensions of the problem, are prompted by different forms of system breakdown, and generate different collaborative …
Wicked Problems, Knowledge Challenges, and Collaborative Capacity Builders in Network Settings
Networks have assumed a place of prominence in the literature on public and private governing structures. The many positive attributes of networks are often featured—the capacity to solve problems, govern shared resources, create learning opportunities, and address shared goals—and a literature focused on the challenges networks pose for managers seeking to realize these network attributes is developing. The authors share an interest in understan…
Ambiguity, Dialogue, and the Underbelly of Performance Management
The Pracademic and the Fed: The Leadership of Chairman Benjamin Bernanke
When President Barack Obama nominated Ben Bernanke for a second term as chair of the Federal Reserve Board in August 2009, he emphasized Bernanke's “bold action and outside‐the‐box thinking” in preventing the recent financial collapse from turning into another Great Depression. While many saw this renomination as providing monetary policy stability and necessary institutional continuity during the crisis, Bernanke's “bold action” has generated ro…
A Public Administration Moment: Forging an Agenda for Financial Regulatory Reform
Bankruptcies, Bailouts and the Banking Bureaucracy: The Bush Agenda and the Capacity for Crisis
True crises, such as the recent failure of the financial markets, test the capacity of the permanent bureaucracy. Leadership, responsiveness, and creativity, as well as stability and practicality, were put to the test in the intense summer and fall months of 2008. Major financial institutions failed or sat on the brink of failure, liquidity froze, the credit market vanished, foreclosure rates soared, and the government struggled to prevent furthe…
Culture Change Refined and Revitalized: The Road Show and Guides for Pragmatic Action
Despite a declining interest in the relationship between leadership, culture, and performance in the scholarly literature, culture change is alive and well among leaders in the public sector as a means to improve performance. This essay reviews the trajectory of culture studies and proposes a modest model of organizational culture that sets aside many of the conceptual and methodological arguments about culture, focusing instead on what leaders a…
Organizing in the Future: Pursuing Purposefulness for Flexible Accountability
Political science (27 works) · Law (17 works) · Sociology (17 works) · Public Policy and Administration Research (16 works) · Public relations (16 works) · Public Administration (14 works) · Law (13 works) · Politics (13 works) · Computer Science (12 works) · Public Administration (12 works)