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Previous studies of nonprofit advocacy have overlooked important organization-level explanations. Using survey data from nonprofits in Michigan, we find that management, structure, and resource dependence are critical determinants of political advocacy. ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]

This study empirically investigates how network management, particularly proactive management, induces positive program outcomes. [ABSTRACT FROM AUTHOR]

Is homeland security spending determined by public interest (terrorism risk), pork politics, or both? There is lively debate right now on whether our democracy has defended itself rationally or irresponsibly against future attacks. Building upon literature in strategic congressional management and intergovernmental politics, I develop and test a state-level model of homeland security allocations from 2004-07 to answer this question. ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]

The influence of management strategies on performance is contingent on past organizational performance, environmental context, and variegated performance indicators. ..PAT.-Conference Proceeding [ABSTRACT FROM AUTHOR]

Bureaucratic power is predicated on autonomy and resource extraction. We investigate ways in which public managers translate this power into positive outcomes for the agency. ..PAT.-Conference Proceeding [ABSTRACT FROM AUTHOR]

This article examines the impacts of China's 1993 Civil Service Reform on performance of government agencies in charge of environmental protection and education in three Chinese cities (Beijing, Changchun, and Ningbo). ..PAT.-Conference Proceeding [ABSTRACT FROM AUTHOR]

In a system of multilevel governance, how do national bureaucracies respond to supranational policy demands? [ABSTRACT FROM AUTHOR]

ABSTRACT Recurrent questions concerning the functions of public managers are not surprising given the growing interest in networks and network management. Building from a formal treatment of public management and performance, this study moves research forward by empirically investigating how the interaction of gender and management strategies influence organizational performance. Focusing on several hundred public organizations and their top managers over a five-year period, this interaction is mapped onto Moore’s distinction among managing upward toward political principals, downward toward organizational agents, and outward towards the networked environment. Gender is expected to influence how top managers facilitate the work of the organization (and interaction within the network), and thus induce positive programmatic outcomes. Findings reveal that gender and management strategies (especially those directed upward toward political principals) can be important contributors to the achievement of public objectives, while also validating that 1) public management has performance-relevant impacts and 2) Moore’s three functions are indeed distinct. [ABSTRACT FROM AUTHOR]

Party Identification looms large in the debates on public opinion and voting behavior in the United States. Most attempts to export this concept to similar studies in Western Europe have found this concept dead on arrival across the Atlantic. We believe that Western European electorates do have varying degrees of partisan identification that act much like party identification and attribute the failures of previous studies to find such effects on flawed measurement techniques. We begin with a detailed discussion of how we believe this identification works in Western Europe and propose a new method of operationalizing this concept with survey data from a variety of sources. We then test a set of hypotheses about how the resulting new partisan identification variables influence both party mobilization and electoral support. These hypotheses are tested with data from surveys administered at the time of national and European parliamentary elections. [ABSTRACT FROM AUTHOR]