{"title":"Risk and Crisis Management in the Public Sector, 3rd Edition. By Lynn T.Drennan, AdinaDudau, AllanMcConnell, and AlastairStark, London: Routledge, 2024. 292 pp. $54.95 (paperback). ISBN: 978‐1‐03‐243472‐8","authors":"Jiwon Nam‐Speers","doi":"10.1111/puar.70075","DOIUrl":"https://doi.org/10.1111/puar.70075","url":null,"abstract":"","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"24 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-12-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145808069","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Citizen Centricity in Public Policy Making: Approaches, Mechanisms, and Beyond. By NaciKarkin and VolkanGöçoğlu, Cham: Springer Cham, 2025. 172 pp. €119.99 (hardcover); €96.29 (electronic). ISBN (hardcover): 978‐3‐03‐192300‐5; ISBN (electronic): 978‐3‐03‐192301‐2","authors":"Atahan Demirkol","doi":"10.1111/puar.70073","DOIUrl":"https://doi.org/10.1111/puar.70073","url":null,"abstract":"","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"4 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145770680","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Institutional Reforms, Governance, and Services Delivery in the Global South. By Hamid E.Ali and ShahjahanBhuiyan (eds.), Switzerland: Palgrave Macmillan, 2022. 301 pp. $139.99 (hardback). ISBN: 978‐3‐030‐82256‐9","authors":"Long Tran","doi":"10.1111/puar.70070","DOIUrl":"https://doi.org/10.1111/puar.70070","url":null,"abstract":"","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"15 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145770662","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A central aim of contracting is to introduce competition into public service delivery. Public organizations are facing calls to generate more competition for their contracts, yet there is conflicting evidence about the effects of competition in practice. This research aims to explain some of those mixed findings by investigating the effects of different levels of competition on contract management. It examines two crucial elements of contract management that previous literature has shown can substantially influence performance outcomes: flexibility and monitoring. In highly contested markets, relationships are likely to be shorter and the payoffs from more restrictive styles of management are higher, thereby encouraging managers to be less flexible and monitor more. Findings, from an online survey experiment with 576 public managers, indicate that high competition does indeed lead to less flexibility and more monitoring, while low competition leads to less intense monitoring.
{"title":"Do Markets Shape Management? Experimental Evidence for the Effects of Competition on Contract Management","authors":"Alice Moore","doi":"10.1111/puar.70067","DOIUrl":"https://doi.org/10.1111/puar.70067","url":null,"abstract":"A central aim of contracting is to introduce competition into public service delivery. Public organizations are facing calls to generate more competition for their contracts, yet there is conflicting evidence about the effects of competition in practice. This research aims to explain some of those mixed findings by investigating the effects of different levels of competition on contract management. It examines two crucial elements of contract management that previous literature has shown can substantially influence performance outcomes: flexibility and monitoring. In highly contested markets, relationships are likely to be shorter and the payoffs from more restrictive styles of management are higher, thereby encouraging managers to be less flexible and monitor more. Findings, from an online survey experiment with 576 public managers, indicate that high competition does indeed lead to less flexibility and more monitoring, while low competition leads to less intense monitoring.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"152 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145765165","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Are public sector workers happier than their private sector counterparts? Recent research has found an association between public sector employment and happiness but leaves many questions unanswered. The major question that remains is why this association exists. Scholars have speculated that job-related characteristics like financial satisfaction and union status may be mediators, but this has not been established empirically. Our article provides the first empirical evidence of mediation in the relationship between public sector work and happiness. Using large sample data from the World Values Survey (n = 124,541), we find that financial satisfaction and union status both mediate the association between public sector work and happiness, with financial satisfaction being the dominant mediator in most cases. When the association between public sector work and subjective well-being is stratified by household income and country income, we find that the effects are strongest among low-income government workers in low-income countries.
{"title":"Public Sector Work and Happiness","authors":"Michael Howell-Moroney, Nevbahar Ertas","doi":"10.1111/puar.70069","DOIUrl":"https://doi.org/10.1111/puar.70069","url":null,"abstract":"Are public sector workers happier than their private sector counterparts? Recent research has found an association between public sector employment and happiness but leaves many questions unanswered. The major question that remains is <i>why</i> this association exists. Scholars have speculated that job-related characteristics like financial satisfaction and union status may be mediators, but this has not been established empirically. Our article provides the first empirical evidence of mediation in the relationship between public sector work and happiness. Using large sample data from the World Values Survey (<i>n</i> = 124,541), we find that financial satisfaction and union status both mediate the association between public sector work and happiness, with financial satisfaction being the dominant mediator in most cases. When the association between public sector work and subjective well-being is stratified by household income and country income, we find that the effects are strongest among low-income government workers in low-income countries.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"181 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145753028","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Administrative restructuring is an organizational phenomenon suggested to improve under‐represented groups' managerial representation by disrupting networks and institutions. However, extant tests of a ‘disruption hypothesis’ are collectively inconclusive. We elaborate and test it with a qualitative‐to‐quantitative study of local health agency managers and mergers across the Italian NHS from 2014 to 2020. Agency leader interviews reveal disruption indicators: number of agencies merging, staff rationalization, changes in geographical scale, and agency heterogeneity. Using administrative data, we find disruption measures have some positive associations with women's share of management, post‐merger retention, and new hires, providing modest support for the disruption hypothesis. However, there is an unexpected ‘winners‐and‐losers’ dynamic: incumbent women had higher post‐merger attrition than men, but merged agencies hired more women than non‐merging agencies. We offer three abductively developed interpretations of this finding, extending the disruption hypothesis' connections with public management theory on the informal, organizational antecedents of diversity in senior management.
{"title":"Agency, Interrupted: Does Organizational Restructuring Improve Managerial Gender Parity? Testing a Disruption Hypothesis","authors":"Rebecca A. E. Kirley, Carlotta Varriale","doi":"10.1111/puar.70065","DOIUrl":"https://doi.org/10.1111/puar.70065","url":null,"abstract":"Administrative restructuring is an organizational phenomenon suggested to improve under‐represented groups' managerial representation by disrupting networks and institutions. However, extant tests of a ‘disruption hypothesis’ are collectively inconclusive. We elaborate and test it with a qualitative‐to‐quantitative study of local health agency managers and mergers across the Italian NHS from 2014 to 2020. Agency leader interviews reveal disruption indicators: number of agencies merging, staff rationalization, changes in geographical scale, and agency heterogeneity. Using administrative data, we find disruption measures have some positive associations with women's share of management, post‐merger retention, and new hires, providing modest support for the disruption hypothesis. However, there is an unexpected ‘winners‐and‐losers’ dynamic: incumbent women had higher post‐merger attrition than men, but merged agencies hired more women than non‐merging agencies. We offer three abductively developed interpretations of this finding, extending the disruption hypothesis' connections with public management theory on the informal, organizational antecedents of diversity in senior management.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"11 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145730669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"American Society for Public Administration Code of Ethics","authors":"","doi":"10.1111/puar.70056","DOIUrl":"https://doi.org/10.1111/puar.70056","url":null,"abstract":"Click on the article title to read more.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"148 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-12-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145728865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Although qualitative research is typically seen as working with verbal text, visual representations are frequently used in qualitative research in our field. This paper examines visualization as a research practice, aiming to encourage its reflective use and further development. We contribute to the literature on qualitative research in public administration, first, by discussing key concepts and the work visuals do. Second, we explore the way visualization can enrich the research process by shaping interactions within texts and with audiences. Third, we connect the practice of visualizing to the dialogue on methodological understandings and traditions in our field. For this, we outlined two distinct approaches to visualizing that researchers may draw upon: an iterative‐progression approach (inductive) and a pragmatic‐bricolage approach (abductive). We conclude by connecting visualization to thick description, suggesting how visuals can add layers of meaning in qualitative public administration research.
{"title":"Visualizing Qualitative Research","authors":"Merlijn van Hulst, E. Lianne Visser","doi":"10.1111/puar.70064","DOIUrl":"https://doi.org/10.1111/puar.70064","url":null,"abstract":"Although qualitative research is typically seen as working with verbal text, visual representations are frequently used in qualitative research in our field. This paper examines visualization as a research practice, aiming to encourage its reflective use and further development. We contribute to the literature on qualitative research in public administration, first, by discussing key concepts and the work visuals do. Second, we explore the way visualization can enrich the research process by shaping interactions within texts and with audiences. Third, we connect the practice of visualizing to the dialogue on methodological understandings and traditions in our field. For this, we outlined two distinct approaches to visualizing that researchers may draw upon: an iterative‐progression approach (inductive) and a pragmatic‐bricolage approach (abductive). We conclude by connecting visualization to thick description, suggesting how visuals can add layers of meaning in qualitative public administration research.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"6 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145711318","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
How people are treated in the workplace is of increasing concern, with many scholars arguing that the government, as an employer, should set the standard for equitable treatment. While attention to equity in public administration has grown in research and practice, minimal work has comparatively explored discrimination in the public and non‐public sectors. Drawing on data from the 2018 European Social Survey, this study explores possible differences in how public and non‐public employees perceive discrimination and how perceptions vary across countries. In most countries, the differences between the sectors were not significant, but the findings show that the country, administrative culture, and sociodemographic variables play a role in perceptions of discrimination. This exploratory study makes an important empirical contribution by accumulating evidence of perceptions of discrimination across countries and has practical implications for human resource management practitioners.
{"title":"Rhetoric Versus Reality? A Comparative Study of Public and Non‐Public Sector Employees' Perceptions of Discrimination","authors":"Lihi Lahat, Chen Sharony, Jessica E. Sowa","doi":"10.1111/puar.70058","DOIUrl":"https://doi.org/10.1111/puar.70058","url":null,"abstract":"How people are treated in the workplace is of increasing concern, with many scholars arguing that the government, as an employer, should set the standard for equitable treatment. While attention to equity in public administration has grown in research and practice, minimal work has comparatively explored discrimination in the public and non‐public sectors. Drawing on data from the 2018 European Social Survey, this study explores possible differences in how public and non‐public employees perceive discrimination and how perceptions vary across countries. In most countries, the differences between the sectors were not significant, but the findings show that the country, administrative culture, and sociodemographic variables play a role in perceptions of discrimination. This exploratory study makes an important empirical contribution by accumulating evidence of perceptions of discrimination across countries and has practical implications for human resource management practitioners.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"8 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145680296","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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