Pub Date : 2023-05-16DOI: 10.1177/02750740231175653
Tansu Demir, C. Reddick, Bruce J. Perlman
How to promote ethical conduct in the public sector has been discussed extensively in the public administration literature, yet empirical studies that employ comprehensive datasets are rare. This study proposes a hybrid model to explain ethical performance in local governments. Results of our study point to the importance of leadership in creating ethical organizations. Analysis of comprehensive survey data collected from local governments supports our hypothesis that organizational leadership not only promotes ethical behavior directly but also indirectly through reinforcing ethics culture in local governments. This paper discusses the practical implications of our findings and advances some recommendations to enhance ethical conduct in the public sector.
{"title":"Ethical Performance in Local Governments: An Empirical Study of Organizational Leadership and Ethics Culture","authors":"Tansu Demir, C. Reddick, Bruce J. Perlman","doi":"10.1177/02750740231175653","DOIUrl":"https://doi.org/10.1177/02750740231175653","url":null,"abstract":"How to promote ethical conduct in the public sector has been discussed extensively in the public administration literature, yet empirical studies that employ comprehensive datasets are rare. This study proposes a hybrid model to explain ethical performance in local governments. Results of our study point to the importance of leadership in creating ethical organizations. Analysis of comprehensive survey data collected from local governments supports our hypothesis that organizational leadership not only promotes ethical behavior directly but also indirectly through reinforcing ethics culture in local governments. This paper discusses the practical implications of our findings and advances some recommendations to enhance ethical conduct in the public sector.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"353 1","pages":"209 - 223"},"PeriodicalIF":0.0,"publicationDate":"2023-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76412021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-09DOI: 10.1177/02750740231171686
C. Goodsell
A little understood reason for the success of the Biden Presidency is the occupant's range of role diversity. His multiple forms of leadership allow him to present himself as the situation warrants at a moment's notice. This skill refers not just to varied speaking styles but wholly different personae. Eight of these roles are illustrated and evaluated: Mentor, Commander, Lawgiver, Warrior, Advocate, Visionary, Preacher, and Comforter.
{"title":"Joseph R. Biden as a Multi-layered President","authors":"C. Goodsell","doi":"10.1177/02750740231171686","DOIUrl":"https://doi.org/10.1177/02750740231171686","url":null,"abstract":"A little understood reason for the success of the Biden Presidency is the occupant's range of role diversity. His multiple forms of leadership allow him to present himself as the situation warrants at a moment's notice. This skill refers not just to varied speaking styles but wholly different personae. Eight of these roles are illustrated and evaluated: Mentor, Commander, Lawgiver, Warrior, Advocate, Visionary, Preacher, and Comforter.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"232 1","pages":"175 - 181"},"PeriodicalIF":0.0,"publicationDate":"2023-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86691992","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-01DOI: 10.1177/02750740231165012
Galia Cohen
This study uses the constellation approach of transition theory as a theoretical framework to depict the ways in which facilitators and barriers in police system's structure, culture, and practice interact to shape police response to persons with mental illnesses (PWMIs). The study utilizes the framework method to analyze 57 in-depth interviews with police officers in Texas. Using a hybrid approach of inductive and deductive thematic analysis, we develop a matrix of four quadrants characterizing the constellation of mental health service provision by police: (1) structural barriers (deficits in resources, unsuccessful collaboration, lack of training), (2) structural facilitators (crisis intervention teams, informal cross-disciplinary collaborations, technology), (3) cultural barriers (role conflict, perceived inability to help, stigma), and (4) cultural facilitators (the police mission ‘to serve and protect’, improving police public image, managerial support). The study ends with recommendations for the scaling up of police mental health service provision to PWMIs.
{"title":"“We’re Not the Cure, We’re Just the Band-Aid”: The Interplay of Structure, Culture, and Practice in Police Service Provision to Persons with Mental Illnesses","authors":"Galia Cohen","doi":"10.1177/02750740231165012","DOIUrl":"https://doi.org/10.1177/02750740231165012","url":null,"abstract":"This study uses the constellation approach of transition theory as a theoretical framework to depict the ways in which facilitators and barriers in police system's structure, culture, and practice interact to shape police response to persons with mental illnesses (PWMIs). The study utilizes the framework method to analyze 57 in-depth interviews with police officers in Texas. Using a hybrid approach of inductive and deductive thematic analysis, we develop a matrix of four quadrants characterizing the constellation of mental health service provision by police: (1) structural barriers (deficits in resources, unsuccessful collaboration, lack of training), (2) structural facilitators (crisis intervention teams, informal cross-disciplinary collaborations, technology), (3) cultural barriers (role conflict, perceived inability to help, stigma), and (4) cultural facilitators (the police mission ‘to serve and protect’, improving police public image, managerial support). The study ends with recommendations for the scaling up of police mental health service provision to PWMIs.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"2009 1","pages":"99 - 114"},"PeriodicalIF":0.0,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86248911","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-01DOI: 10.1177/02750740231167897
Sagi Gershgoren, N. Cohen
Administration of street-level bureaucrats requires prior knowledge of what affects their use of discretion. However, there is a lack of understanding as to what influences their decision-making when choosing between claims made by the state or by its citizens. Without such knowledge, public administration at the street-level can sustain the perception that street-level bureaucrats have a state-preference bias, lowering citizens’ view of public service delivery by those perceived as the face of governance. This study focuses on decisions street-level bureaucrats make when resolving disputes between citizens and other state officials. Using real-world resolutions made over three decades by lower-court judges in Israeli civil tax disputes, the findings reveal a link between factors associated with street-level bureaucrats’ common characteristics and state favoritism in their resolutions. The findings also imply that policymakers who want to mitigate such outcomes can use citizen administrative participation-based influencers to promote street-level bureaucrats’ pro-citizen tendencies.
{"title":"Street-Level Bias: Examining Factors Related to Street-Level Bureaucrats’ State or Citizen Favoritism","authors":"Sagi Gershgoren, N. Cohen","doi":"10.1177/02750740231167897","DOIUrl":"https://doi.org/10.1177/02750740231167897","url":null,"abstract":"Administration of street-level bureaucrats requires prior knowledge of what affects their use of discretion. However, there is a lack of understanding as to what influences their decision-making when choosing between claims made by the state or by its citizens. Without such knowledge, public administration at the street-level can sustain the perception that street-level bureaucrats have a state-preference bias, lowering citizens’ view of public service delivery by those perceived as the face of governance. This study focuses on decisions street-level bureaucrats make when resolving disputes between citizens and other state officials. Using real-world resolutions made over three decades by lower-court judges in Israeli civil tax disputes, the findings reveal a link between factors associated with street-level bureaucrats’ common characteristics and state favoritism in their resolutions. The findings also imply that policymakers who want to mitigate such outcomes can use citizen administrative participation-based influencers to promote street-level bureaucrats’ pro-citizen tendencies.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"6 1","pages":"115 - 133"},"PeriodicalIF":0.0,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91536735","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-01DOI: 10.1177/02750740231171685
Namhoon Ki
Informal and formal collaborative mechanisms are distinctive self-governing strategies that local governments use to mitigate intergovernmental collaboration risks. Studies on local governance have long argued that both mechanisms tend to co-occur and appear mutually complementary. However, extant research drawing on the transaction cost perspective provides a more nuanced and different explanation that as intergovernmental competition increases, local governments lean toward the choice of a formal mechanism over an informal mechanism to effectively address higher collaboration risks. Through a network lens, this study empirically tests the latter view. Using the Orlando metropolitan area as a testbed, Multiple Regression Quadratic Assignment Procedure tests reveal that the use of both collaborative mechanisms is positively associated with the level of intergovernmental competition. However, different from the initial expectation, local governments are more likely to engage in the informal mechanism rather than the formal mechanism as the competition level increases. In doing so, this study developed a new measurement strategy for intergovernmental competition to test the dyadic network-related research hypotheses. The measurement strategy and the research findings should inform future research on intergovernmental relations and local government network management.
{"title":"Competition and Local Government's Choice Between Informal and Formal Collaborative Mechanisms: Measuring Dyadic Intercity Competition Through the Lens of Business Trade-Offs","authors":"Namhoon Ki","doi":"10.1177/02750740231171685","DOIUrl":"https://doi.org/10.1177/02750740231171685","url":null,"abstract":"Informal and formal collaborative mechanisms are distinctive self-governing strategies that local governments use to mitigate intergovernmental collaboration risks. Studies on local governance have long argued that both mechanisms tend to co-occur and appear mutually complementary. However, extant research drawing on the transaction cost perspective provides a more nuanced and different explanation that as intergovernmental competition increases, local governments lean toward the choice of a formal mechanism over an informal mechanism to effectively address higher collaboration risks. Through a network lens, this study empirically tests the latter view. Using the Orlando metropolitan area as a testbed, Multiple Regression Quadratic Assignment Procedure tests reveal that the use of both collaborative mechanisms is positively associated with the level of intergovernmental competition. However, different from the initial expectation, local governments are more likely to engage in the informal mechanism rather than the formal mechanism as the competition level increases. In doing so, this study developed a new measurement strategy for intergovernmental competition to test the dyadic network-related research hypotheses. The measurement strategy and the research findings should inform future research on intergovernmental relations and local government network management.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"67 1","pages":"134 - 158"},"PeriodicalIF":0.0,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87801224","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-01DOI: 10.1177/02750740231170013
Gookjin Kim, Namhoon Ki, Taewon Yoon
Drawing on the socialization aspect of public service motivation (PSM) and the internalization process of organizational values, this study empirically tests the argument that goal clarity leads to higher PSM, with a specific focus on the moderating role of value congruence between them. Using data from 4,133 Korean public employees in the 2021 Public Employee Perception Survey, the current study finds that individuals’ perception of goal clarity generally has a positive relationship with their PSM, especially among those who have high individual–organization value congruence. We also discovered that certain matched levels of both goal clarity and value congruence are crucial for the positive relationship between clear goal perception and PSM to exist. This study concludes that the relationship between goal clarity and PSM is not straightforward, but instead follows a U-shaped pattern, characterized by a decrease followed by an increase. This implies that perceiving clearer goals may have a demotivating effect on some employees; those with relatively low levels of goal clarity and, therefore, low goal congruence (i.e., lack of internalization of clear organizational goals) would instead be demotivated as they perceive clearer goals.
{"title":"Untangling the Association Between Goal Clarity and Public Service Motivation With the Moderating Role of Value Congruence","authors":"Gookjin Kim, Namhoon Ki, Taewon Yoon","doi":"10.1177/02750740231170013","DOIUrl":"https://doi.org/10.1177/02750740231170013","url":null,"abstract":"Drawing on the socialization aspect of public service motivation (PSM) and the internalization process of organizational values, this study empirically tests the argument that goal clarity leads to higher PSM, with a specific focus on the moderating role of value congruence between them. Using data from 4,133 Korean public employees in the 2021 Public Employee Perception Survey, the current study finds that individuals’ perception of goal clarity generally has a positive relationship with their PSM, especially among those who have high individual–organization value congruence. We also discovered that certain matched levels of both goal clarity and value congruence are crucial for the positive relationship between clear goal perception and PSM to exist. This study concludes that the relationship between goal clarity and PSM is not straightforward, but instead follows a U-shaped pattern, characterized by a decrease followed by an increase. This implies that perceiving clearer goals may have a demotivating effect on some employees; those with relatively low levels of goal clarity and, therefore, low goal congruence (i.e., lack of internalization of clear organizational goals) would instead be demotivated as they perceive clearer goals.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"412 1","pages":"159 - 172"},"PeriodicalIF":0.0,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86840628","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-28DOI: 10.1177/02750740231165015
Spencer T. Brien, Korey W. Letterle, Paul Kantner
This study measures the behavioral effects of continuing resolutions by examining their impact on federal procurement activities. The restrictions imposed by continuing resolutions are explored as an example of political control over a public organization. The analysis employs a dataset describing the timing of U.S. Marine Corps purchase orders for goods and services. Individual purchase orders were sampled over a four-year period (2016−2019) that endured continuing resolutions of different lengths. The analysis examines the impact of continuing resolutions on the number of purchase orders initiated, the duration of their review period, and the dollar amount per request. The results depict multiple impacts that appear to concentrate on requests for services rather than commodities. These findings help quantify the magnitude of the disruptions caused by federal budgetary dysfunction.
{"title":"Measuring the Effects of Federal Budget Dysfunction: Impacts of Continuing Resolutions on Public Procurement","authors":"Spencer T. Brien, Korey W. Letterle, Paul Kantner","doi":"10.1177/02750740231165015","DOIUrl":"https://doi.org/10.1177/02750740231165015","url":null,"abstract":"This study measures the behavioral effects of continuing resolutions by examining their impact on federal procurement activities. The restrictions imposed by continuing resolutions are explored as an example of political control over a public organization. The analysis employs a dataset describing the timing of U.S. Marine Corps purchase orders for goods and services. Individual purchase orders were sampled over a four-year period (2016−2019) that endured continuing resolutions of different lengths. The analysis examines the impact of continuing resolutions on the number of purchase orders initiated, the duration of their review period, and the dollar amount per request. The results depict multiple impacts that appear to concentrate on requests for services rather than commodities. These findings help quantify the magnitude of the disruptions caused by federal budgetary dysfunction.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"25 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85257172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-21DOI: 10.1177/02750740231164414
Henry Flatt, Nhat-Dang Do
We argue that “analytic” bureaucratic agencies are essential actors in the policy process because of their role acting as both information processing organizations and policy design specialists. Analytic agencies can exert unique influence over lawmaking activities because legislators consider them expert informational sources in a multitude of areas. Rather than assume policy advice falls rigidly into either “political” or “technical” forms of information, we show that an analytic office can produce both types of content. Whereas previous policy process scholarship almost exclusively examines elected officials and federal agencies, this article tests our theory using a state agency, California's Department of Finance (DOF). Our findings demonstrate how the Governor delegates partisan legislative signaling duties and neutral expert budgetary advice to the same trusted analytic personnel. The data include every introduced bill in six recently completed legislative sessions and show how DOF recommendations are strongly associated with bill passage and the Governor's veto.
{"title":"Analytic Bureaucracy and the Policy Process: Evidence from California","authors":"Henry Flatt, Nhat-Dang Do","doi":"10.1177/02750740231164414","DOIUrl":"https://doi.org/10.1177/02750740231164414","url":null,"abstract":"We argue that “analytic” bureaucratic agencies are essential actors in the policy process because of their role acting as both information processing organizations and policy design specialists. Analytic agencies can exert unique influence over lawmaking activities because legislators consider them expert informational sources in a multitude of areas. Rather than assume policy advice falls rigidly into either “political” or “technical” forms of information, we show that an analytic office can produce both types of content. Whereas previous policy process scholarship almost exclusively examines elected officials and federal agencies, this article tests our theory using a state agency, California's Department of Finance (DOF). Our findings demonstrate how the Governor delegates partisan legislative signaling duties and neutral expert budgetary advice to the same trusted analytic personnel. The data include every introduced bill in six recently completed legislative sessions and show how DOF recommendations are strongly associated with bill passage and the Governor's veto.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"82 1","pages":"243 - 257"},"PeriodicalIF":0.0,"publicationDate":"2023-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89647614","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-16DOI: 10.1177/02750740231162346
Federica Fusi, Fengxiu Zhang, E. Welch
This article develops and tests a set of hypotheses examining how contracting out of public services affects intra-organizational communication in public agencies (i.e., the principal organization). We draw from two competing perspectives: contracting scholarship argues that outsourcing reduces an organization's structural complexity and enhances intra-organizational communication, while organizational communication studies suggest that outsourcing might lead to fragmented communication pathways and a loss of information. In order to reconcile these perspectives, we examine how different characteristics of an organization's contracting network affect both the internal gathering and dissemination of information. Using survey and contractual relationship data from approximately 200 US transit agencies, we find that contracting out a large portion of services improves intra-organizational communication but this positive effect decreases as the number of contractors grows. Long and stable relationships with contractors negatively affect intra-organizational communication, especially when occurring with private—as compared to public—contractors. Our results suggest the need to further investigate intra-organizational communication in contracting networks and better understand how it may affect organizational performance and contract management.
{"title":"Intra-Organizational Communication in Public Agencies: The Effects of Contracting Out Core Services","authors":"Federica Fusi, Fengxiu Zhang, E. Welch","doi":"10.1177/02750740231162346","DOIUrl":"https://doi.org/10.1177/02750740231162346","url":null,"abstract":"This article develops and tests a set of hypotheses examining how contracting out of public services affects intra-organizational communication in public agencies (i.e., the principal organization). We draw from two competing perspectives: contracting scholarship argues that outsourcing reduces an organization's structural complexity and enhances intra-organizational communication, while organizational communication studies suggest that outsourcing might lead to fragmented communication pathways and a loss of information. In order to reconcile these perspectives, we examine how different characteristics of an organization's contracting network affect both the internal gathering and dissemination of information. Using survey and contractual relationship data from approximately 200 US transit agencies, we find that contracting out a large portion of services improves intra-organizational communication but this positive effect decreases as the number of contractors grows. Long and stable relationships with contractors negatively affect intra-organizational communication, especially when occurring with private—as compared to public—contractors. Our results suggest the need to further investigate intra-organizational communication in contracting networks and better understand how it may affect organizational performance and contract management.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"19 1","pages":"224 - 242"},"PeriodicalIF":0.0,"publicationDate":"2023-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86443560","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-02DOI: 10.1177/02750740231155410
Y. Cheng, J. Brudney, Lucas Meijs
Since the New Public Management Movement, privatization has become a popular approach for delivering public services. However, few studies empirically assess the relationship between privatization of public service delivery and citizen participation in coproduction. Taking advantage of a national survey of U.S. local government chief administrators, this study aims to contribute to the literature by exploring the link between these two important mechanisms of public service provision. Our findings indicate that local governments are more likely to involve citizens in coproduction when a larger proportion of service delivery is privatized. Regarding various types of coproduction, privatization in public service delivery is positively associated with the likelihood of citizen involvement in co-planning, co-design, and co-assessment, but not in co-delivery. Finally, compared to for-profit service providers, involving nonprofit organizations in public service delivery is likely to create more opportunities for citizens to be involved in the coproduction of public services.
{"title":"Exploring the Relationship Between Privatization in Public Service Delivery and Coproduction: Evidence from U.S. Local Governments","authors":"Y. Cheng, J. Brudney, Lucas Meijs","doi":"10.1177/02750740231155410","DOIUrl":"https://doi.org/10.1177/02750740231155410","url":null,"abstract":"Since the New Public Management Movement, privatization has become a popular approach for delivering public services. However, few studies empirically assess the relationship between privatization of public service delivery and citizen participation in coproduction. Taking advantage of a national survey of U.S. local government chief administrators, this study aims to contribute to the literature by exploring the link between these two important mechanisms of public service provision. Our findings indicate that local governments are more likely to involve citizens in coproduction when a larger proportion of service delivery is privatized. Regarding various types of coproduction, privatization in public service delivery is positively associated with the likelihood of citizen involvement in co-planning, co-design, and co-assessment, but not in co-delivery. Finally, compared to for-profit service providers, involving nonprofit organizations in public service delivery is likely to create more opportunities for citizens to be involved in the coproduction of public services.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"CE-24 1","pages":"195 - 208"},"PeriodicalIF":0.0,"publicationDate":"2023-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84563037","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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