Managing upward, downward and outward
Networks, hierarchical relationships and performance
Bibliographic Data
| ID | 23347534 |
|---|---|
| Authors | Laurence J O’toole (University of Georgia), Jr Laurence J O'Toole, Kenneth J Meier (0000-0002-6378-0855, University of Georgia), Sean Nicholson-Crotty, Sean Nicholson‐crotty (0000-0003-2297-6939, University of Georgia) |
| Year | 2005 |
| Volume | 7 |
| Issue | 1 |
| Pages | 45-68 |
| Publication date | 2005-03-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Management Review (JOURNAL) |
| Journal identifiers | ISSN: 1471-9037 • E-ISSN: 1471-9045 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/1471903042000339419 |
| OpenAlex | W2152971516 |
| Language | EN |
| Citations received | 61 |
| References cited | 26 |
It is particularly difficult, but also valuable, to try to estimate the relative contributions of different managerial functions to the outcomes of public programs. Building from a formal treatment of public management and performance, this study explores this research task with empirical analyses of several hundred public organizations and their top managers over a five-year period. Using Moore's distinction among managing upward toward political principals, downward toward organizational agents and outward toward the networked environment, we examine managerial impacts on ten different performance criteria. Findings validate the points that these three functions are distinct, public management has performance-relevant impacts and managerial networking outward can be an important contributor to the achievement of public objectives.
Business · Political science · Accounting and Organizational Management · Public Administration · Public Policy and Administration Research · Public-Private Partnership Projects
Performance Management, High-Powered Incentives, and Environmental Policies in China
Public Management and the Administrative Conservator
Management Activity and Program Performance
It’s Where You Are That Matters
Collaborative Public Management
Public Management
Towards an empirical research agenda for public value theory
Making Sense of Public Value
Frictions in Polycentric Administration with Noncongruent Borders
Desperately Seeking Management
Does only performance feedback matter in public organizations? Testing the moderating role of directional managerial networking on performance improvement
Governing long-term policy problems
Civil servants’ inter-departmental social ties as an impetus for voicing ideas for improvement
Expanding towards a Public Value Governance paradigm
Understanding financial resilience from a resource-based view
Managing in all the right directions? The relationship between public managers’ perceived autonomy and leading upwards, sidewards, outwards and downwards
Managing up, down, and outwards
Public Value Measurement vs. Public Value Creating Imagination – the Constraining Influence of Old and New Public Management Paradigms
Stakeholder networks and inclusive public participation mechanisms in the public budgeting process
Implementing Public–Private Partnerships
Strategic public management for financial condition
Three Lenses of Evidence‐Based Policy
Public Value and the Ideal State
Managing All Quarters of the Compass? How Internally Oriented Managerial Networking Moderates the Impact of Environmental Turbulence on Organizational Performance
Is “We” Singular? The Nature of Public Value
Disentangling Risk Management and Error Management in the Public Sector
A State-Level Examination of Bureaucratic Policymaking
Constrained by Red Tape
To Bond or to Bridge? Contingent Effects of Managers’ Social Capital on Organizational Performance
The Human Side of Public Organizations
Multilevel Performance Indicators for Multisectoral Networks and Management
Prendre en compte la santé dans les politiques publiques. Étude d’un régime de gouvernementalité au Québec
Exploring how individual and shared accountability shape risk management approaches in public service delivery
Collaboration Across Administrative Boundaries in the Transformation of Public Space
Making Connections
The Quest for Public Value
Collaboration Processes
Understanding the Role of Public Management and Organizational Stability in an Uncertain Environment
The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration
Appraising Public Value
Beware of Managers Not Bearing Gifts
How Politicians and Bureaucrats Network
Management Theory and Occam's Razor
Alignment and Results
I’ve Seen Fire and I’ve Seen Rain
Managerial Networking
Using Collaborative Governance to Regulate Sober Living Facilities
The Politics of Higher Education
Wakeup Call
Public Value Governance
An Organizational Echelon Analysis of the Determinants of Red Tape in Public Organizations
For the Want of a Nail
Moving in, managing up
The Dynamics of Sources of Knowledge on the Nature of Innovation in the Public Sector
When Ties Bind
Street-Level Management
A Woman's Touch? Gendered Management and Performance in State Administration
Formal and real authority of ministerial jurisdictions in semi-open states
Wildland fire mitigation networks in the western United States
Political contexts and maternal health policy
Does the Network Centrality of Government Actors Matter? Examining the Role of Government Organizations in Aquaculture Partnerships
The New Public Management in Action
The Myth of the Powerless State
Plus ca Change
A Two Way Street
Plus ca Change
Public management and organizational performance
Structures for Policy Implementation
Shaping Formal Networks through the Regulatory Process
Public Management and Educational Performance
Introduction
A Government of Strangers
Leadership and Innovation
Managerial Strategies and Behavior in Networks
Power and Administration
Organization as Social Process
Advancing Public Management
Public Management in Intergovernmental Networks
Modeling the Impact of Public Management
Public Management and Organizational Performance
The Institutional Dynamics of Policy Administration
Treating Networks Seriously
Essence of Decision
Control and Feedback in Economic Regulation
| Unique citing works | 61 |
|---|---|
| Citations per year | 2,9 |
| Citation span | 2005 - 2026 (22) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 57 |