Managerial Perceptions and the Production of Fire Protection
Bibliographic Data
| ID | 11104537 |
|---|---|
| Authors | Amy K Donahue (University of Connecticut, corresponding author) |
| Year | 2004 |
| Volume | 35 |
| Issue | 6 |
| Pages | 717-746 |
| Publication date | 2004-01-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Administration & Society (JOURNAL) |
| Journal identifiers | ISSN: 0095-3997 • E-ISSN: 1552-3039 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0095399703256777 |
| OpenAlex | W2124435135 |
| Language | EN |
| Citations received | 4 |
| References cited | 16 |
Despite compelling impetus to carefully specify the influences on public performance levels, the role of public managers in public production has not been fully characterized or measured. This article argues that an issue central to the study of local government performance is how public managers perceive their decision-making environments. It examines a key aspect of the relationship between public management and government performance by explicitly incorporating public managers in an economic production framework for public services. Aportion of themodel developed in the article is applied to the case of fire chiefs as the primary managers of the production of fire protection by local fire departments. The Q factor analysis technique is used to typologize fire chiefs’ perceptions of their managerial environments
Business · Computer security · Economics · Government (linguistics · Key (lock · Local government · Perception · Political science · Production (economics · Public relations · Computer Science · Disaster Management and Resilience · Marketing · Psychology · Public Administration · Public Policy and Administration Research · Q Methodology Applications
The New Institutionalism in Organizational Analysis
Technique of Factor Analysis
The Rising Cost of Local Public Services
Costs and Factor Substitution in the Provision of Local Fire Services
Reconciling Competing Values in Public Administration
Assessing the Assumptions
The "Too Few Cases/Too Many Variables" Problem in Implementation Research
Interorganizational Policy Implementation
Individual Conceptions of Public Service Motivation
The Motivational Bases of Public Service
Measuring Public Service Motivation
| Citations per year | 0.24 |
|---|---|
| Citation span | 2009 - 2020 (12) |
| Highly cited | No |