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It's thought that the very first coin ever produced by the United States Mint was made on a screw press in a Philadelphia basement in 1792, in the presence of [...]

While much is known about faculty time allocation, we know very little about how traditional managerial factors influence faculty time allocation behaviors. We know even less about the possible downsides associated with relying on these traditional managerial factors. Using survey data from the National Science Foundation/Department of Energy Survey of Academic Researchers, our study predicts faculty time allocations to grant writing as a function of pressure from administrative superiors. We then examine how pressure from administrative superiors influences faculty job satisfaction and the likelihood to pursue uninteresting research grants. Our findings indicate that faculty time spent pursuing grants increases in response to pressure from administrative superiors but that this same pressure is associated also associated with increases in pursuit of uninteresting research grants as well as decreases in work satisfaction. Our study contributes to better understanding of the merits and limitations of traditional, hierarchical approaches to managing university faculty behavior.

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The theory and practice of academic entrepreneurship, like many domains of public management, requires active recognition that context affects individual behavior. In this Viewpoint essay, the authors contend that the operational logic of a university affects the values and activities of actors within that university in ways that shape the broader entrepreneurial activities of the university. The authors describe a new entrepreneurial organizational logic, termed the "academic enterprise," and situate it in relation to the more established academy, bureaucratic, and market logics. The academic enterprise is inherently entrepreneurial in terms of the management of the university and its reliance on faculty and student entrepreneurship as a tool for broad‐scale social and economic transformation. [ABSTRACT FROM AUTHOR]

The so-called “Stanford yacht scandal” is used as a case to examine the public policy origins of bureaucratic red tape. The 1988 erroneous charge by Stanford University accountants of depreciation of the university Yacht to federal research accounts resulted in disastrous audits and then changes to U.S. research policies that adversely affect research universities. The seeds of red tape and organizational disaster were planted in ill-designed public policies and then exacerbated by Stanford officials’ missteps. Overcompliance, misplaced precision, and overcontrol are causes of red tape. A “convergent indicators” approach is offered to help judge when rules have become red tape. [ABSTRACT FROM AUTHOR]

We make the case for increased laboratory experimentation in public management research. Laboratory experiments can generate useful knowledge, particularly in testing causal relationships among constructs of interest. The challenge in this regard is one of identifying the appropriate role for experiments in a greater knowledge production enterprise. Although laboratory experiments are underutilized, they have proffered important knowledge contributions to the field, especially in areas of decision-making and, increasingly, motivation. Because practical problems may pose a greater obstacle to laboratory experimentation in public management than epistemological issues, we address external validity and the cost of conducting laboratory experiments before concluding with suggestions for future research. [ABSTRACT FROM AUTHOR]