The Structure and Organization of Government
Concepts and Issues
Bibliographic Data
| ID | 6296355 |
|---|---|
| Authors | B Guy Peters (0000-0001-9143-7547, University of Pittsburgh, corresponding author) |
| Year | 1985 |
| Volume | 5 |
| Issue | 1 |
| Pages | 107-120 |
| Publication date | 1985-02-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Public Policy (JOURNAL) |
| Journal identifiers | ISSN: 0143-814X • E-ISSN: 1469-7815 |
| Publisher | Cambridge University Press (CUP) (PUBLISHER) |
| DOI | 10.1017/s0143814x00002907 |
| OpenAlex | W2128213696 |
| Language | EN |
| Citations received | 3 |
| References cited | 59 |
The most basic question about the structure and organization of government is Why we should be concerned about this question at all?' Many of us trained in political science programs during the behavioral revolution were taught to believe that the structures of government were insignificant as a focus for research. The structures ofgovernment became encapsulated in an opaque black box; that part of the political system where decisions were made. Fortunately, this view no longer prevails and there is increasing interest in structural questions, in part generated by the increasing interest in the state as a focus for political inquiry (Dyson, 1980; Benjamin and Elkin, 1985). Much of the work on the state as yet, however, leaves that concept largely undifferentiated and has not dealt systematically with the structure of the state apparatus. Thus, concern for the development of state theory, as well as the concerns of those interested in public policy, has returned structural questions to a more central position in political science
Economics · Focus (optics · Government (linguistics · Political economy · Political science · Political structure · Politics · Position (finance · Positive economics · Sociology · State (computer science · Work (physics · Computer Science · Engineering · Law · Philosophy · Public Administration · Social Policy and Reform Studies
Patterns of corporatist policy-making
The capitalist state
Quangos in Britain
A Strategy of Decision
Democracies
The Problem of Party Government
Implementation Structures
The State in Capitalist Society
The Conduct of Inquiry
Democracy in Plural Societies
The Corporate Economy
Public Policy and Private Interests
The Democratic State
The Superbureaucrats
Why Governments Grow
Linking Managers with Ministers
On the Autonomy of the Democratic State
The Organization of British Central Government 1914-1964
Contingency Theory and the Organization of Local Authorities
Contingency Theory and the Organization of local Authorities. Part I
Rational decremental budgeting
Presidents and Prime Ministers
Policy Innovation and the Structure of the State
Politics, Policy, and Bureaucracy at the Top
The Political Economy of Bureaucracy
A Comparison of Policy‐Making Capacity in the United States and Five European Countries
Organization Theory and Political Science
Still the Century of Corporatism
The Problem of Bureaucratic Government
Corporate Pluralism Revisited
Organizational Decline and Cutback Management
Overload
Keeping the Centre Small
Contingency Theory and Public Bureaucracies
The State and Dependent Capitalism
Regulatory Structures
Implementation Research as Empirical Constitutionalism
Types of Democratic Systems and Types of Public Policy
Typologies of Democratic Systems
The New Economics of Organization
Methodology of Social Sciences
States and Social Revolutions
The Unanticipated Consequences of Purposive Social Action
What Does the Ruling Class Do When It Rules
The New Institutionalism
Organizing Political Life
The Techno-Bureaucratic Elite and the Entrepreneurial State in Dependent Industrialization
Issues in the Design of Longitudinal Organizational Research
The Population Ecology of Organizations
States and Social Revolutions
| Unique citing works | 3 |
|---|---|
| Citations per year | 0,07 |
| Citation span | 1986 - 2020 (35) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 3 |