Blue Wooldridge
Biographic Data
| ID | 4400811 |
|---|---|
| NAME | Blue Wooldridge |
| GIVEN NAMES | Blue |
| FAMILY NAME | Wooldridge |
| SIGNATURE | WOOLDRIDGE B |
| AFFILIATIONS | Virginia Commonwealth University |
| ORCID | 0000-0002-3220-7634 |
| VERIFIED | Yes |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 39 |
| AUTHOR COUNT | 8 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1987 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 2 |
Advancing Social Equity Through Nudging
In light of recent anti-DEI (Diversity, Equity, and Inclusion) challenges, policymakers may turn to behavioral science approaches to complement existing policies and develop alternatives to equity-focused initiatives that could be difficult to implement or pass into law. These approaches draw insights from psychology, economics, and other social sciences to understand and influence human behavior. Of these strategies, nudging, or subtle changes i…
Social Equity: The Fourth Pillar of Public Administration
US sub-national governmental response to the ‘Great Recession’: Implications for the ‘equitable distribution of the costs and benefits of public services’
Experts suggest that when faced with fiscal stress public managers can engage in three coping practices: an actual cutback in services, expansion of existing financial resources, or reduction in work force. During the Great Recession (2007–2012), US subnational governments utilized all three of these practices. The purpose of this article is to identify coping mechanisms used by state and local governments to respond to the Great Recession, and i…
The Epic of Social Equity: Evolution, Essence, and Emergence
This symposium issue of Administrative Theory & Praxis considers the role of social equity in public administration and policy. Our paper's contribution to this volume is to discuss the evolution, essence, and emergence of social equity within our field. Our analysis of evolution calls attention to foundational contributions that stem from Rawls, Minnowbrook I, and the New Public Administration. Next, we examine both the empirical and normative d…
Supporting government performance by capturing the values and expertise of key stakeholders: A delphi/decision support system approach to local revenue planning
Past research suggests that decision-making can be improved by gauging diverse view points from key stakeholders, where a stakeholder is any group or individual that can affect or is affected by the decisions. Two key stakeholders in public policy making are economic experts that can predict the economic consequences of policy decisions, and elected policy-makers who are accountable to the citizens for the outcomes of these decisions. A two-step …
Preparing Public Administrators for an Era of Globalization and Decentralization: A Strategic-Contingency Approach
For public sector management development professionals to be given the recognition and resources that we deserve, we must be seen to contribute to the organization’s ‘bottom-line’, which is to prepare employees to perform at the level needed to achieve the organization’s strategic mission and objectives. Governments can only respond effectively to the challenges of increased globalization and decentralization if we, as instructors in schools and …
Foreigner Talk’: An Important Element in Cross-Cultural Management Education and Training
Increasing the Professional Management Orientation of Public Administration Courses
The Epic of Social Equity: Evolution, Essence, and Emergence
This symposium issue of Administrative Theory & Praxis considers the role of social equity in public administration and policy. Our paper's contribution to this volume is to discuss the evolution, essence, and emergence of social equity within our field. Our analysis of evolution calls attention to foundational contributions that stem from Rawls, Minnowbrook I, and the New Public Administration. Next, we examine both the empirical and normative d…
US sub-national governmental response to the ‘Great Recession’: Implications for the ‘equitable distribution of the costs and benefits of public services’
Experts suggest that when faced with fiscal stress public managers can engage in three coping practices: an actual cutback in services, expansion of existing financial resources, or reduction in work force. During the Great Recession (2007–2012), US subnational governments utilized all three of these practices. The purpose of this article is to identify coping mechanisms used by state and local governments to respond to the Great Recession, and i…
Preparing Public Administrators for an Era of Globalization and Decentralization: A Strategic-Contingency Approach
For public sector management development professionals to be given the recognition and resources that we deserve, we must be seen to contribute to the organization’s ‘bottom-line’, which is to prepare employees to perform at the level needed to achieve the organization’s strategic mission and objectives. Governments can only respond effectively to the challenges of increased globalization and decentralization if we, as instructors in schools and …
Foreigner Talk’: An Important Element in Cross-Cultural Management Education and Training
Increasing the Professional Management Orientation of Public Administration Courses
Foreigner Talk’: An Important Element in Cross-Cultural Management Education and Training
Supporting government performance by capturing the values and expertise of key stakeholders: A delphi/decision support system approach to local revenue planning
Past research suggests that decision-making can be improved by gauging diverse view points from key stakeholders, where a stakeholder is any group or individual that can affect or is affected by the decisions. Two key stakeholders in public policy making are economic experts that can predict the economic consequences of policy decisions, and elected policy-makers who are accountable to the citizens for the outcomes of these decisions. A two-step …
Preparing Public Administrators for an Era of Globalization and Decentralization: A Strategic-Contingency Approach
For public sector management development professionals to be given the recognition and resources that we deserve, we must be seen to contribute to the organization’s ‘bottom-line’, which is to prepare employees to perform at the level needed to achieve the organization’s strategic mission and objectives. Governments can only respond effectively to the challenges of increased globalization and decentralization if we, as instructors in schools and …
The Epic of Social Equity: Evolution, Essence, and Emergence
This symposium issue of Administrative Theory & Praxis considers the role of social equity in public administration and policy. Our paper's contribution to this volume is to discuss the evolution, essence, and emergence of social equity within our field. Our analysis of evolution calls attention to foundational contributions that stem from Rawls, Minnowbrook I, and the New Public Administration. Next, we examine both the empirical and normative d…
US sub-national governmental response to the ‘Great Recession’: Implications for the ‘equitable distribution of the costs and benefits of public services’
Experts suggest that when faced with fiscal stress public managers can engage in three coping practices: an actual cutback in services, expansion of existing financial resources, or reduction in work force. During the Great Recession (2007–2012), US subnational governments utilized all three of these practices. The purpose of this article is to identify coping mechanisms used by state and local governments to respond to the Great Recession, and i…
Social Equity: The Fourth Pillar of Public Administration
Advancing Social Equity Through Nudging
In light of recent anti-DEI (Diversity, Equity, and Inclusion) challenges, policymakers may turn to behavioral science approaches to complement existing policies and develop alternatives to equity-focused initiatives that could be difficult to implement or pass into law. These approaches draw insights from psychology, economics, and other social sciences to understand and influence human behavior. Of these strategies, nudging, or subtle changes i…
Political science (7 works) · Business (5 works) · Economics (4 works) · Public Administration (4 works) · Law (3 works) · Public Administration (3 works) · Public relations (3 works) · Social equality (3 works) · Social Policy and Reform Studies (3 works) · Economic growth (2 works)