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Indigenous governments are growing in size and strength. As a result, indigenous issues are becoming more frequently and prominently in the public administration landscape. Whether it is natural resource management, culturally appropriate foster home placements, or eradicating known drug trafficking routes that cross tribal jurisdictions, there are a multitude of ways that federal, state, and local public managers may encounter indigenous issues. Incorporating indigenous learning environments into public administration programs will not only serve to further the needs of indigenous students, but will also strengthen public administration programs as a whole. Our method for creating a learning environment that embraces indigenous students is to incorporate indigenous issues into the core curriculum, include indigenous ways of knowing into the program, provide for indigenous focused student assessment, and ensure cultural appropriateness. This four-pronged approach will ensure that an indigenous valued learning environment is part of any public administration program.

Social equity is about asking who ought to get what and for whom is this programme good. With a focus on East Asia, this article examines how social equity is both conceptualised and put into practice outside of the Western context. An assessment of education and health care policy in China, Korea, and Singapore reveals four common themes about social equity in the East Asian context: shifting priorities on equity over time, balancing equity and meritocracy, prioritising distributional equity, and the importance of geography. These four themes demonstrate the need for a more global understanding of social equity. [ABSTRACT FROM AUTHOR]

An increase in the availability of emergency contraception (EC) may lead to a decrease in the abortion rate. The 2006 Food and Drug Administration ruling, which relaxed the prescription requirement for EC for women aged 18 and older, allows us to apply the difference-in-difference methodology on the age-by-year-by-state abortion data to test this hypothesis. Contrary to the literature, we find a moderate reduction in abortion rates among women aged 18 and 19 after 2006 in states that were affected by the change, compared with changes in the control group. These results are robust in a number of specifications and pass the event specification test. (JEL J13, J18), I. INTRODUCTION In June 2013, the Food and Drug Administration (FDA) approved over the counter sales of Plan B One-Step, a single-dose emergency contraceptive (EC) for women of all ages. [...]

A growing literature identifies the external environment as a key driver of diversity management in frontline public services. With many public services spanning the public, nonprofit, and private sectors, the degree to which ownership moderates the link between the environment and diversity management practice is an important area that has received little attention. Using longitudinal data on nearly 4,000 American hospitals from 2008 to 2012, we explore how public, nonprofit, and private hospitals diverge in their responses to three environmental factors—market competition, inter-organizational collaboration, and the racial diversity of the population in their local service area. Findings from random effects panel models and panel logistic regressions suggest that these factors are associated with heterogeneous diversity management activities across different sectors. For public hospitals, diversity management is influenced by the racial diversity of clients. Nonprofit hospitals' diversity management is influenced by both inter-organizational collaboration and the racial diversity of clients. Market competition is the main driver of diversity management in the private sector. These findings bring insights from contingency theory and the cross-sector comparison literature into diversity management research. Key findings suggest there are complex and multiple mechanisms guiding diversity management practices across different sectors. [ABSTRACT FROM AUTHOR]

Inclusiveness occurs when employees are considered a part of critical organizational processes, which means that they have access to information (including information that may be passed around through informal networks), a connectedness to coworkers, and the ability to participate in and influence the decision-making process. With an organizational justice framework, this study examines the level of inclusion federal lesbian, gay, bisexual, transgender (LGBT) employees perceive, compared to their heterosexual counterparts. Using a quasi-experimental method, coarsened exact matching, we find expected differences in perceptions of procedural and informational justice but no perceived differences in distributional justice between LGBT and heterosexual federal employees. The implications of our methodology and findings for the diversity management literature are discussed. [ABSTRACT FROM AUTHOR]

There is a growing body of research on the impact of purposeful performance information (PPI) use on organizational performance (Kroll, 2015a), but questions remain about how a top manager's operating context may affect the relationship between PPI use and performance. In this study, we examine the relationship between top managers' PPI use and performance, and cross-sector differences in the relationship between PPI use and performance. We test our hypotheses by combining survey data of nearly 1,000 top managers from public, private, and nonprofit American hospitals with indirect (client satisfaction), direct (patient readmission rates), and perceptual (managers' self-assessment) performance measures, while controlling for task. We move beyond overall performance information use by exploring the relationship between PPI use and performance in four specific decision areas. We observe a fair amount of homogeneity across the three sectors but also find salient differences regarding how PPI use is linked to different performance indicators. While public hospitals primarily use PPI to meet community needs, nonprofit and for-profit hospitals use PPI to improve patient outcomes. The article concludes with a discussion of the findings within the performance management and cross-sector differences literatures. [ABSTRACT FROM AUTHOR]

Performance information (PI) is only valuable when decision makers use it to improve their organization. Despite its importance, evidence on PI use is still limited, particularly about PI use in different contexts and for specific purposes. This article examines managers’ use of PI for specific purposes (purposeful PI [PPI]) and compares cross-sector differences in reported PPI use with a survey of nearly 1,000 top-level hospital managers in public, private, and nonprofit hospitals in the United States, while controlling for task. Findings show significant cross-sector differences in reported PPI use in three decision areas: personnel, day-to-day operations, and service efficiency, and that public managers use PI significantly less than their private and nonprofit counterparts in most decision areas. Results are discussed within the literature on performance management and cross-sector differences. [ABSTRACT FROM AUTHOR]

Researchers have focused on the role of managerial gender on attitudes toward diversity issues mainly in either the public or private sector, but there is little research that compares managerial attitudes on diversity across the public, private, and nonprofit sectors. This article identifies important distinctions among the sectors that may influence gender differences in managerial priority placed on diversity. Using a national survey of nearly 1,000 top-level managers in public, private, and nonprofit hospitals in the United States, we analyze how managerial gender combined with cross-sector differences shape managerial priority on diversity. We find female managers place a higher priority on diversity than their male counterparts in nonprofit and private organizations compared with managers in public organizations. The differing effects of managerial gender on the priority placed on diversity are shaped by the organizational contexts of the three sectors. This research provides systematic evidence of sector differences in the patterns of managerial priorities regarding diversity. [ABSTRACT FROM AUTHOR]

International nongovernmental organizations (INGOs) provide essential aid and public services to less-developed countries. Although most literature focuses on Western INGOs, Asian INGOs have also become globally active. Little is known about what motivates INGOs to provide services in other regions, such as Latin America. In this study, we seek to identify the criteria Japanese INGOs use to select Latin American recipient countries. We propose that Japanese INGO operational location decisions are a function of Japanese foreign policy agenda, Japan-recipient country business relations, and recipient country’s need and liberalization. Using data from Japanese INGOs working in Latin America and 24 Latin American countries on contextual, macroeconomic, and demographic indicators, we find that the significant factors driving INGO decisions to operate in Latin American countries are need and the presence of Japanese businesses in the recipient country. Results have practical implications for foreign aid targeting and economic development. [ABSTRACT FROM PUBLISHER]

An organization's external environment, such as an environmental shock, is of great concern to public management scholars because it influences the behavior and ability of public managers to improve organizational performance. In this study, we examine how collaborative networking with the purpose of preparing for a natural disaster moderates the negative impact of Hurricane Rita on school performance in Texas. Our data consists of survey responses from Texas superintendents who were surveyed shortly after Hurricane Rita about their pre-hurricane disaster preparedness including collaborative networking behavior. Using this dataset, we use a collaborative networking measure that incorporates both the frequency of contact with various groups and the intensity of those interactions. Findings reveal that collaborative networking to prepare for natural disasters moderates the negative impact of a natural disaster on organizational performance. [ABSTRACT FROM AUTHOR]