William W Newmann
Biographic Data
| ID | 4122433 |
|---|---|
| NAME | William W Newmann |
| GIVEN NAMES | William W |
| FAMILY NAME | Newmann |
| SIGNATURE | NEWMANN W W |
| AFFILIATIONS | Virginia Commonwealth University |
| VERIFIED | No |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 11 |
| AUTHOR COUNT | 9 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1998 |
| LATEST PUBLICATION YEAR | 2016 |
| H-INDEX | 2 |
A Brief Introduction to Theories of International Political Economy
Scholars of political violence and genocide often lament that idealist issues such as humanitarian tragedies typically take a back seat to realist issues such as great power rivalry. They also should consider another set of calculations made by decision makers—those related to economic issues. A look at international political economy explains how governments frame their economic challenges of today and tomorrow. This essay provides a brief look …
Searching for the Right Balance? Managing Foreign Policy Decisions under Eisenhower and Kennedy
Foreign policy decision making during a U.S. presidential administration's tenure in office is dynamic. The evolution model of decision making suggests that Presidents will use three structures to make decisions: a formal interagency process, and informal process based in a small group of senior advisers, and a confidence–based process where the President seeks often-private advice from the advisers he trusts the most. This essay goes beyond the …
K ennedy, J ohnson, and Policy toward C hina: Testing the Importance of the President in Foreign Policy Decision Making
While scholars may be pleased with parsimonious models of the presidency in which institutional variables determine presidents' decision‐making structures, veteran policy makers argue that scholars miss the essence of decision: people make decisions. This article tests the impact of the president as a variable. The transition from K ennedy to J ohnson is a case where all variables remained the same, except the occupant of the Oval Office. Study o…
Persuasion-Bargaining and Institutions in an Organized Anarchy: Clinton Administration Decisions on China, 1993-1994
A key debate in the study of the American presidency concerns the determinants of presidential decisions. Traditionally, decisions were seen as the result of persuasion-bargaining. President-centered factors, such as the preferences of the man who occupies the office and the relationships between his senior advisors determined presidential decisions. Recently, the field has made a transition to institution-based models, in which each president an…
The Structures of National Security Decision Making: Leadership, Institutions, and Politics in the Carter, Reagan, and G. H. W. Bush Years
Decision making for U.S. national security is not a static process. Presidents adjust their decision‐making structures from time to time when they perceive that the standard interagency procedures no longer serve their political purposes. This article identifies a distinct pattern in the evolution of national security decision structures over time by examining Carter, Reagan, and G. H. W. Bush decision making on nuclear strategy and arms control.…
Reorganizing for National Security and Homeland Security
This article considers the post–September 11 challenges faced by the U.S. national security machinery and analyzes the relationship between the new threat environment, the United States’s role in the world, and decision–making structure. Homeland security is defined as a subset of national security. The threat of foreign terrorist organizations acting on U.S. soil should be seen in the political context of the pursuit of U.S. national interests i…
Causes of Change in National Security Processes: Carter, Reagan, and Bush Decision Making on Arms Control
This article merges the literature on national security decision making with scholarly work on presidential decision making. It examines ways in which national security decision‐making structures are changed by international and domestic political forces as well as presidential management of the bureaucratic and organizational politics within the executive branch. Three decision‐making case studies–the Carter administration's March 1977 Strategic…
Active Engagement of the Intro IR Student: A Simulation Approach
An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the 'Save PDF' action button
Foreign Policy Decision Making, Garbage Cans, and Policy Shifts: The Eisenhower Administration and the "Chances for Peace" Speech
The organizational process, bureaucratic politics, and presidential management models of U.S. foreign policy decision making have dominated scholarly analysis. However, these models have difficulty explaining major changes in policy. This article modifies the garbage-can model of organizational choice, combining it with the foreign policy decision-making models, to explain policy shifts. If the four streams of policy hypothesized by the garbage-c…
Causes of Change in National Security Processes: Carter, Reagan, and Bush Decision Making on Arms Control
This article merges the literature on national security decision making with scholarly work on presidential decision making. It examines ways in which national security decision‐making structures are changed by international and domestic political forces as well as presidential management of the bureaucratic and organizational politics within the executive branch. Three decision‐making case studies–the Carter administration's March 1977 Strategic…
Active Engagement of the Intro IR Student: A Simulation Approach
An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the 'Save PDF' action button
The Structures of National Security Decision Making: Leadership, Institutions, and Politics in the Carter, Reagan, and G. H. W. Bush Years
Decision making for U.S. national security is not a static process. Presidents adjust their decision‐making structures from time to time when they perceive that the standard interagency procedures no longer serve their political purposes. This article identifies a distinct pattern in the evolution of national security decision structures over time by examining Carter, Reagan, and G. H. W. Bush decision making on nuclear strategy and arms control.…
Foreign Policy Decision Making, Garbage Cans, and Policy Shifts: The Eisenhower Administration and the "Chances for Peace" Speech
The organizational process, bureaucratic politics, and presidential management models of U.S. foreign policy decision making have dominated scholarly analysis. However, these models have difficulty explaining major changes in policy. This article modifies the garbage-can model of organizational choice, combining it with the foreign policy decision-making models, to explain policy shifts. If the four streams of policy hypothesized by the garbage-c…
K ennedy, J ohnson, and Policy toward C hina: Testing the Importance of the President in Foreign Policy Decision Making
While scholars may be pleased with parsimonious models of the presidency in which institutional variables determine presidents' decision‐making structures, veteran policy makers argue that scholars miss the essence of decision: people make decisions. This article tests the impact of the president as a variable. The transition from K ennedy to J ohnson is a case where all variables remained the same, except the occupant of the Oval Office. Study o…
Foreign Policy Decision Making, Garbage Cans, and Policy Shifts: The Eisenhower Administration and the "Chances for Peace" Speech
The organizational process, bureaucratic politics, and presidential management models of U.S. foreign policy decision making have dominated scholarly analysis. However, these models have difficulty explaining major changes in policy. This article modifies the garbage-can model of organizational choice, combining it with the foreign policy decision-making models, to explain policy shifts. If the four streams of policy hypothesized by the garbage-c…
Active Engagement of the Intro IR Student: A Simulation Approach
An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the 'Save PDF' action button
Causes of Change in National Security Processes: Carter, Reagan, and Bush Decision Making on Arms Control
This article merges the literature on national security decision making with scholarly work on presidential decision making. It examines ways in which national security decision‐making structures are changed by international and domestic political forces as well as presidential management of the bureaucratic and organizational politics within the executive branch. Three decision‐making case studies–the Carter administration's March 1977 Strategic…
Reorganizing for National Security and Homeland Security
This article considers the post–September 11 challenges faced by the U.S. national security machinery and analyzes the relationship between the new threat environment, the United States’s role in the world, and decision–making structure. Homeland security is defined as a subset of national security. The threat of foreign terrorist organizations acting on U.S. soil should be seen in the political context of the pursuit of U.S. national interests i…
The Structures of National Security Decision Making: Leadership, Institutions, and Politics in the Carter, Reagan, and G. H. W. Bush Years
Decision making for U.S. national security is not a static process. Presidents adjust their decision‐making structures from time to time when they perceive that the standard interagency procedures no longer serve their political purposes. This article identifies a distinct pattern in the evolution of national security decision structures over time by examining Carter, Reagan, and G. H. W. Bush decision making on nuclear strategy and arms control.…
Persuasion-Bargaining and Institutions in an Organized Anarchy: Clinton Administration Decisions on China, 1993-1994
A key debate in the study of the American presidency concerns the determinants of presidential decisions. Traditionally, decisions were seen as the result of persuasion-bargaining. President-centered factors, such as the preferences of the man who occupies the office and the relationships between his senior advisors determined presidential decisions. Recently, the field has made a transition to institution-based models, in which each president an…
K ennedy, J ohnson, and Policy toward C hina: Testing the Importance of the President in Foreign Policy Decision Making
While scholars may be pleased with parsimonious models of the presidency in which institutional variables determine presidents' decision‐making structures, veteran policy makers argue that scholars miss the essence of decision: people make decisions. This article tests the impact of the president as a variable. The transition from K ennedy to J ohnson is a case where all variables remained the same, except the occupant of the Oval Office. Study o…
Searching for the Right Balance? Managing Foreign Policy Decisions under Eisenhower and Kennedy
Foreign policy decision making during a U.S. presidential administration's tenure in office is dynamic. The evolution model of decision making suggests that Presidents will use three structures to make decisions: a formal interagency process, and informal process based in a small group of senior advisers, and a confidence–based process where the President seeks often-private advice from the advisers he trusts the most. This essay goes beyond the …
A Brief Introduction to Theories of International Political Economy
Scholars of political violence and genocide often lament that idealist issues such as humanitarian tragedies typically take a back seat to realist issues such as great power rivalry. They also should consider another set of calculations made by decision makers—those related to economic issues. A look at international political economy explains how governments frame their economic challenges of today and tomorrow. This essay provides a brief look …
Political science (9 works) · Law (8 works) · Law (8 works) · Politics (8 works) · International Relations and Foreign Policy (7 works) · Economics (6 works) · Public Administration (6 works) · Public Administration (6 works) · Presidential system (5 works) · Public relations (4 works)