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Reinventing Government

The Case of National Service

Bibliographic Data

ID6365193
AuthorsLeslie Lenkowsky (0000-0003-2215-920X, Indiana University – Purdue University Indianapolis), James L Perry (0000-0003-0137-7208, Indiana University)
Year2000
Volume60
Issue4
Pages298-307
Publication date2000-07-01
Open AccessYes
TypeARTICLE
VenuePublic Administration Review (JOURNAL)
Journal identifiersISSN: 0033-3352 • E-ISSN: 1540-6210
PublisherWiley (PUBLISHER • GB)
DOI10.1111/0033-3352.00092
OpenAlexW2005318293
LanguageEN
Citations received12
References cited7

When Bill Clinton embraced national service as one of his administration's priorities, he took a step forward on two of his key initiatives. Not only was national service a new initiative in its own right, but Clinton also held it up as a model of his efforts to reinvent government. It would be an exemplar of government that is catalytic, competitive, decentralized, and results oriented. This case study examines the theory and reality of reinvention. The Corporation for National Service and its programs have come under fire for being more political than catalytic, being simultaneously too centralized and too decentralized, and pursuing too many unclear goals. This article seeks to identify discontinuities between the rhetoric and the reality of reinvention in this instance and draw lessons for public‐sector reform

Business · Corporation · Government (linguistics · Key (lock · National service · Political science · Politics · Public relations · Public service · Rhetoric · Service (business · E-Government and Public Services · Law · Local Government Finance and Decentralization · Marketing · Public Administration · Public Policy and Administration Research

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Citations per year0.48
Citation span2001 - 2019 (19)
Highly citedNo

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