Public Management and Organizational Performance
The Case of Law Enforcement Agencies
Bibliographic Data
| ID | 6294397 |
|---|---|
| Authors | Sean Nicholson‐crotty (0000-0003-2297-6939, Mitchell Institute, corresponding author), Nicholson-Crotty, S Nicholson-Crotty |
| Year | 2004 |
| Volume | 14 |
| Issue | 1 |
| Pages | 1-18 |
| Publication date | 2004-01-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Public Administration Research and Theory (JOURNAL) |
| Journal identifiers | ISSN: 1053-1858 • E-ISSN: 1477-9803 |
| Publisher | Oxford University Press (OUP) (PUBLISHER) |
| DOI | 10.1093/jopart/muh001 |
| OpenAlex | W1974293485 |
| Language | EN |
| Citations received | 70 |
| References cited | 10 |
Investigating the impact of management on performance in public organizations is a key challenge for public administration. To that end, we apply to a national sample of law enforcement agencies a recently developed formal model of public management. The model frames a set of specific expectations about the management-performance relationship. The study estimates the impacts of both internally- and externally-oriented managerial activities on a salient metric of law enforcement outcomes. In results supportive of the model, the findings indicate that active internal management contributes to higher arrest rates and helps police departments to be less bound by previous performance. The analysis also indicates that departments' externally-oriented activities of networking and community policing improve arrest rates and assist managers in mitigating the impact of environmental constraints on results
Business · Enforcement · Law enforcement · Metric (unit · Performance indicator · Performance Management · Political science · Public relations · Salient · Sample (material · Set (abstract data type · Computer Science · Crime Patterns and Interventions · Public Policy and Administration Research · Regulation and Compliance Studies · Law · Marketing · Public Administration
Water, Globalization, and Liberalization
Public Management
Managing upward, downward and outward
Exploring local government fiscal slack in a political-budgetary-managerial framework
Goal Ambiguity, Management, and Performance in U.S. Nursing Homes
Trends in police research
Trends in Police Research
Institutionalizing partnerships
Local Government Management and Performance
Addressing Multilevel Program Complexity by Evaluation Design
Perceived police performance, racial experiences, and trust in local government
Linking Public Leadership With Public Service Delivery
Comparative Performance of Municipal General Governments and Collaborative Municipal Governance Structures
Desperately Seeking Management
Volunteers in Public Service Production
The Ties That Bind? Networks, Public Administration, and Political Science
Strategic public management for financial condition
When Claimant Characteristics and Prior Performance Predict Bureaucratic Error
The Human Side of Public Organizations
Exploring the Diverse Effects of Stakeholder Engagement on Organizational Performance
Are Performance Management Practices Associated With Better Outcomes? Empirical Evidence From New York Public Schools
The Proverbs of New Public Management
Examining the Impact of Local Collaborative Tools on Urban Sustainability Efforts
The Effect of Civilian Oversight on Police Organizational Performance
Management Impact on Performance in Public, Nonprofit, and For-Profit Organizations
Internal Management and Perceived Managerial Trustworthiness
Communicating Reform
Does Substandard Performance Encourage Innovation Adoption
Complexity in Service Provision
Learning on the Job
The Importance of Ethical Environment to Organizational Performance in Employment at Will States
Give a Little or Lose a Lot? The Effects of Increased Transparency on Local Applications for Federal Grant Funds
Network Ties and Congressional Delegation to U.S. Federal Agencies
The Impact of Subjective Social Position on Public Evaluations of Police
Does Performance Management Lead to Better Outcomes? Evidence from the U.S. Public Transit Industry
Managing in the Regulatory Thicket
Networks and Networking
Understanding the Role of Public Management and Organizational Stability in an Uncertain Environment
Habermas’ Models of Decisionism, Technocracy and Pragmatism in Times of Governance
Public Management in Political Institutions
Governance Networks and the Question of Transformation
The Validity of Subjective Performance Measures
Digging Deeper
Impossible Jobs or Impossible Tasks? Client Volatility and Frontline Policing Practice in Urban Riots
Taking a Closer Look at the Empowerment‐Performance Relationship
Can Performance Management Best Practices Help Reduce Crime
Responsiveness to Reform Values
Relative Managerial Networking and Performance
Governance and Coercion
The Managing of the Presidency
Manager-in-Chief
Policy Theory, Policy Theory Everywhere
Moving in, managing up
The “Guarding the Guardians” Problem
An Integrative Framework for Collaborative Governance
Management, Organizational Performance, and Task Clarity
Politicians, Managers, and Street-Level Bureaucrats
The Case for Countercyclical Fiscal Capacity
When Ties Bind
Public Management, Context, and Performance
Network Embeddedness and Public Agency Performance
Do Cogovernance and CSOs Supplement Municipal Capacity for Service Delivery? An Assessment of Differences in Simple versus Complex Services
Goals, Trust, Participation, and Feedback
Municipal Performance
Management and Performance in US Nursing Homes
Serpents in the Sand
The Effects of Managerial Succession on Organizational Performance
A Woman's Touch? Gendered Management and Performance in State Administration
Testing How Management Matters in an Era of Government by Performance Management
The Ties That Bind? Networks, Public Administration, and Political Science
Tva and the Grass Roots
Public Management and Educational Performance
Managerial Strategies and Behavior in Networks
Black Mayors and Police Policies
Working, Shirking, and Sabotage
Policy Recommendations for Multi-Actor Implementation
Advancing Public Management
Public Management in Intergovernmental Networks
Modeling the Impact of Public Management
Governing the Hollow State
| Unique citing works | 70 |
|---|---|
| Citations per year | 3,18 |
| Citation span | 2004 - 2026 (23) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 69 |