Public Administration Review (PAR) is dedicated to advancing theory and practice in public administration. PAR serves a wide range of audiences globally. As the preeminent professional journal in public administration, Public Administration Review (PAR) strives to publish research that not only advances the science and theory of public administration, but also incorporates and addresses the realities of the practice of public administration.
The PAR editorial team takes pride in our rigorous review process. Although we strive for rigor, we also seek to provide quality service to our contributors. Operationally, this means we try to offer high quality, timely feedback. The standard time for full peer review is typically less than 90 days from receipt of a manuscript to an editor’s decision. If our internal editorial review concludes a manuscript is not suitable for full peer review, then we usually have a decision to authors within 14 days after submission of a manuscript.
As a professional journal, PAR encourages submissions from both scholars and practitioners. Regardless of the affiliations of our authors, our readers value research informed by practice and practice informed by research. Since its founding in 1940, PAR has regularly published articles contributed by practitioners.
{"title":"Information for Contributors","authors":"","doi":"10.1111/puar.13852","DOIUrl":"https://doi.org/10.1111/puar.13852","url":null,"abstract":"<h2> About the Journal</h2>\u0000<p><i>Public Administration Review</i> (<i>PAR</i>) is dedicated to advancing theory and practice in public administration. <i>PAR</i> serves a wide range of audiences globally. As the preeminent professional journal in public administration, <i>Public Administration Review</i> (<i>PAR</i>) strives to publish research that not only advances the science and theory of public administration, but also incorporates and addresses the realities of the practice of public administration.</p>\u0000<p>The <i>PAR</i> editorial team takes pride in our rigorous review process. Although we strive for rigor, we also seek to provide quality service to our contributors. Operationally, this means we try to offer high quality, timely feedback. The standard time for full peer review is typically less than 90 days from receipt of a manuscript to an editor’s decision. If our internal editorial review concludes a manuscript is not suitable for full peer review, then we usually have a decision to authors within 14 days after submission of a manuscript.</p>\u0000<p>As a professional journal, <i>PAR</i> encourages submissions from both scholars and practitioners. Regardless of the affiliations of our authors, our readers value research informed by practice and practice informed by research. Since its founding in 1940, <i>PAR</i> has regularly published articles contributed by practitioners.</p>","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"8 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2024-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141445063","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}
Following PRISMA guidelines, this study offers a systematic review of 78 articles on person-environment (P-E) fit in the public sector. The study reveals both an emphasis on supplementary person-organization (P-O) fit and its relationship to public service motivation (PSM). We also find evidence of both bottom-up and top-down processes that mutually adjust to determine fit over time. Building on these findings, we propose an integrative theory that models the multidimensionality of fit as mutual adjustment between the person and the environment along three major dimensions: values, needs, and skills. Integrating the temporal dynamics of the attraction-selection-attrition (ASA) model, we demonstrate how these dimensions interact and generally settle upon an equilibrium over time, which we define as P-E fit.
{"title":"A systematic review of person-environment fit in the public sector: Theorizing a multidimensional model","authors":"G. Breck Wightman, Robert K. Christensen","doi":"10.1111/puar.13843","DOIUrl":"https://doi.org/10.1111/puar.13843","url":null,"abstract":"Following PRISMA guidelines, this study offers a systematic review of 78 articles on person-environment (P-E) fit in the public sector. The study reveals both an emphasis on supplementary person-organization (P-O) fit and its relationship to public service motivation (PSM). We also find evidence of both bottom-up and top-down processes that mutually adjust to determine fit over time. Building on these findings, we propose an integrative theory that models the multidimensionality of fit as mutual adjustment between the person and the environment along three major dimensions: values, needs, and skills. Integrating the temporal dynamics of the attraction-selection-attrition (ASA) model, we demonstrate how these dimensions interact and generally settle upon an equilibrium over time, which we define as P-E fit.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"65 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2024-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141246483","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}
Rick Vogel, Dominik Vogel, Marlen Christin Liegat, David Hensel
Public administration research has recently paid increasing attention to public employees' social categorization of citizens and the consequences thereof for administrative decision-making. We advance this line of scholarship by theorizing the concept of implicit citizenship theories (ICTs) and elaborating it in four sequential empirical studies. ICTs are implicit assumptions about citizens' typical or ideal characteristics that emerge freely and associatively in the minds of public employees and guide cognitive categorization. We investigate the content and structure of these ICTs and extract a taxonomy of six distinctive, yet interrelated, prototypes of citizens that public employees bring to their jobs. As implicit theories influence attitudes and behaviors, ICTs are relevant to the quality of public services delivered to citizens. This is particularly evident where negative prototypes give rise to unequal treatment. Practical interventions to change those prototypes might target their individual beholders or the social context that makes ICTs accessible.
{"title":"From social categorization to implicit citizenship theories: Advancing the socio-cognitive foundations of state–citizen interactions","authors":"Rick Vogel, Dominik Vogel, Marlen Christin Liegat, David Hensel","doi":"10.1111/puar.13844","DOIUrl":"https://doi.org/10.1111/puar.13844","url":null,"abstract":"Public administration research has recently paid increasing attention to public employees' social categorization of citizens and the consequences thereof for administrative decision-making. We advance this line of scholarship by theorizing the concept of implicit citizenship theories (ICTs) and elaborating it in four sequential empirical studies. ICTs are implicit assumptions about citizens' typical or ideal characteristics that emerge freely and associatively in the minds of public employees and guide cognitive categorization. We investigate the content and structure of these ICTs and extract a taxonomy of six distinctive, yet interrelated, prototypes of citizens that public employees bring to their jobs. As implicit theories influence attitudes and behaviors, ICTs are relevant to the quality of public services delivered to citizens. This is particularly evident where negative prototypes give rise to unequal treatment. Practical interventions to change those prototypes might target their individual beholders or the social context that makes ICTs accessible.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"28 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2024-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141236104","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}
Understanding collaboration between the government and community leaders or organizations is essential for effectively delivering services and creating public value. Interorganizational collaboration is particularly salient in communities of color when considering how historic exclusions of marginalized voices have inhibited equity. This study draws upon 88 in-depth, semistructured interviews on collaboration (and its limits) between the police and community in Hartford, Connecticut, US. Using this context, the findings highlight the limits of collaborative community policing with regard to resources, reach, expectations, implementation, and power balances. Moreover, even after overcoming challenges, the translation of collaborative actions (e.g., community policing) into social outcomes (e.g., police–community relations) is fragile. For instance, leadership or critical incidents can influence whether community policing activities actually lead to gains in police–community relations. Taken as a whole, this study demonstrates how collaboration unfolds with community organizations, how it impacts police–community relations in communities of color, and the limitations thereof.
{"title":"Exploring the limits of collaboration and the fragility of its outcomes: The case of community policing","authors":"Andrea M. Headley, Vaiva Kalesnikaite","doi":"10.1111/puar.13836","DOIUrl":"https://doi.org/10.1111/puar.13836","url":null,"abstract":"Understanding collaboration between the government and community leaders or organizations is essential for effectively delivering services and creating public value. Interorganizational collaboration is particularly salient in communities of color when considering how historic exclusions of marginalized voices have inhibited equity. This study draws upon 88 in-depth, semistructured interviews on collaboration (and its limits) between the police and community in Hartford, Connecticut, US. Using this context, the findings highlight the limits of collaborative community policing with regard to resources, reach, expectations, implementation, and power balances. Moreover, even after overcoming challenges, the translation of collaborative actions (e.g., community policing) into social outcomes (e.g., police–community relations) is fragile. For instance, leadership or critical incidents can influence whether community policing activities actually lead to gains in police–community relations. Taken as a whole, this study demonstrates how collaboration unfolds with community organizations, how it impacts police–community relations in communities of color, and the limitations thereof.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"60 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2024-05-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141156585","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}
The emergence of the administrative burden literature has generated new theoretical, conceptual, and empirical knowledge. However, the accumulation of comparable knowledge is limited by the lack of validated measurement of core concepts. This article validates a four-item scale of burden tolerance, that is, people's acceptance of state actions that impose administrative burdens on citizens and residents interacting with government, using data from seven countries and 12 surveys. We illustrate the usefulness of the scale by examining its correlates. Burden tolerance varies substantially across the countries examined, but is generally higher for males, young adults, less well educated, those with good health, those who trust state actors more, and ideological conservatives. We demonstrate how the scale can be adapted to specific policy areas and that our generic scale correlates highly with the tolerance for burdens in such diverse domains as income supports, health insurance, passport renewals, and small business licensing.
{"title":"Burden tolerance: Developing a validated measurement instrument across seven countries","authors":"Martin Baekgaard, Aske Halling, Donald Moynihan","doi":"10.1111/puar.13835","DOIUrl":"https://doi.org/10.1111/puar.13835","url":null,"abstract":"The emergence of the administrative burden literature has generated new theoretical, conceptual, and empirical knowledge. However, the accumulation of comparable knowledge is limited by the lack of validated measurement of core concepts. This article validates a four-item scale of <i>burden tolerance</i>, that is, people's acceptance of state actions that impose administrative burdens on citizens and residents interacting with government, using data from seven countries and 12 surveys. We illustrate the usefulness of the scale by examining its correlates. Burden tolerance varies substantially across the countries examined, but is generally higher for males, young adults, less well educated, those with good health, those who trust state actors more, and ideological conservatives. We demonstrate how the scale can be adapted to specific policy areas and that our generic scale correlates highly with the tolerance for burdens in such diverse domains as income supports, health insurance, passport renewals, and small business licensing.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"42 3 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2024-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141092197","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}
This study analyzes public administrators' trust in citizens' capacities to participate in governance, their collaborative tendency, and the association between these factors and public administrators' willingness to implement citizen involvement efforts. The purpose of the study is to examine whether public administrators' trust in citizens' participatory capacities predicts a willingness to implement citizen participation efforts within the central administration of a Nordic welfare country. The central administration of Finland presents a counter case to previous studies, which have mostly focused on the United States. A unique survey of administrators, operationalized similarly to previous studies, was conducted, and analysis of the data provides both confirmatory and novel insights. The analysis finds that administrators' trust in citizens' participatory capacities strongly predicts their willingness to implement citizen participation initiatives. However, this relation can significantly decrease or increase depending on the degree to which administrators value the procedural legitimacy of collaborative governance.
{"title":"Trust, collaboration, and participation in governance: A Nordic perspective on public administrators' perceptions of citizen involvement","authors":"Isak Vento","doi":"10.1111/puar.13833","DOIUrl":"https://doi.org/10.1111/puar.13833","url":null,"abstract":"This study analyzes public administrators' trust in citizens' capacities to participate in governance, their collaborative tendency, and the association between these factors and public administrators' willingness to implement citizen involvement efforts. The purpose of the study is to examine whether public administrators' trust in citizens' participatory capacities predicts a willingness to implement citizen participation efforts within the central administration of a Nordic welfare country. The central administration of Finland presents a counter case to previous studies, which have mostly focused on the United States. A unique survey of administrators, operationalized similarly to previous studies, was conducted, and analysis of the data provides both confirmatory and novel insights. The analysis finds that administrators' trust in citizens' participatory capacities strongly predicts their willingness to implement citizen participation initiatives. However, this relation can significantly decrease or increase depending on the degree to which administrators value the procedural legitimacy of collaborative governance.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"39 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2024-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141069434","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}
Public administration scholars have largely ignored American Indians and Alaska Natives in their studies of racial disparities in the federal service, despite strong reasons to believe they face discrimination. Using three large federal data sets (the American Community Survey, federal personnel records, and the Federal Employee Viewpoint Survey), we compare the status of American Indians and Alaska Natives in the federal service to both Whites and other minorities. We find that, largely due to Indian Preference, American Indians and Alaska Natives are much more likely than Blacks, Whites, Latinos, and Asians to hold federal jobs, but they are highly concentrated in the Bureau of Indian Affairs and the Indian Health Service, agencies with which they have a sordid and fraught history. This concentration allows them to work in positions that may advance the interests of their communities and increases their probabilities of being supervisors, but it does not prevent them from being among the poorest-paid and least-satisfied employees in the federal service.
{"title":"Indian Preference and the status of American Indians and Alaska Natives in the federal service: Employment, earnings, authority, and perceptions of fairness","authors":"Gregory B. Lewis, Jack F. Williams","doi":"10.1111/puar.13832","DOIUrl":"https://doi.org/10.1111/puar.13832","url":null,"abstract":"Public administration scholars have largely ignored American Indians and Alaska Natives in their studies of racial disparities in the federal service, despite strong reasons to believe they face discrimination. Using three large federal data sets (the American Community Survey, federal personnel records, and the Federal Employee Viewpoint Survey), we compare the status of American Indians and Alaska Natives in the federal service to both Whites and other minorities. We find that, largely due to Indian Preference, American Indians and Alaska Natives are much more likely than Blacks, Whites, Latinos, and Asians to hold federal jobs, but they are highly concentrated in the Bureau of Indian Affairs and the Indian Health Service, agencies with which they have a sordid and fraught history. This concentration allows them to work in positions that may advance the interests of their communities and increases their probabilities of being supervisors, but it does not prevent them from being among the poorest-paid and least-satisfied employees in the federal service.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"50 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2024-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140961544","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}
It is not easy to secure and sustain efficient interorganizational collaboration in hierarchically demarcated and functionally specialized public sectors. This article investigates whether and how public leaders can motivate and catalyze their own employees to engage in behaviors that foster and support collaboration across organizational jurisdictions. Using survey data from 555 occupational therapists in Danish municipalities, we employed an innovative scenario‐based research design including video vignettes and a centipede game to mimic real‐life collaboration. We show that clear and collaboration‐focused leadership has a positive and substantial effect on employees' engagement in an interorganizational collaboration with a regionally employed nurse. Further, the effects are stronger for respondents with higher public service motivation, higher collaborative self‐efficacy, more tenure, and at a younger age. The findings contribute to understanding public leadership and employee engagement in interorganizational collaboration and emphasize that leaders should carefully consider their context and communication when engaging their employees.
{"title":"Bridge over troubled waters? Experimental evidence into the influence of leadership on employees' collaborative engagement","authors":"Anders Barslund Grøn","doi":"10.1111/puar.13834","DOIUrl":"https://doi.org/10.1111/puar.13834","url":null,"abstract":"It is not easy to secure and sustain efficient interorganizational collaboration in hierarchically demarcated and functionally specialized public sectors. This article investigates whether and how public leaders can motivate and catalyze their own employees to engage in behaviors that foster and support collaboration across organizational jurisdictions. Using survey data from 555 occupational therapists in Danish municipalities, we employed an innovative scenario‐based research design including video vignettes and a centipede game to mimic real‐life collaboration. We show that clear and collaboration‐focused leadership has a positive and substantial effect on employees' engagement in an interorganizational collaboration with a regionally employed nurse. Further, the effects are stronger for respondents with higher public service motivation, higher collaborative self‐efficacy, more tenure, and at a younger age. The findings contribute to understanding public leadership and employee engagement in interorganizational collaboration and emphasize that leaders should carefully consider their context and communication when engaging their employees.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"78 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2024-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140919868","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}
This paper serves as a renewed call for public management scholars and public leaders in liberal democracies to be the champions of accountability standards that are explicitly and implicitly inherent to liberal democratic forms of governance. This call is particularly salient amid increasing populism, polarization, and democratic backsliding. Drawing from the historical and contemporary political and legal philosophies of small‐l liberalism and democracy advanced throughout the ages, we define a set of seven liberal democratic accountability standards focusing on matters of authority, rights, tolerance, truth claims, and professional deference. We then consider how these standards relate to some of public administration and management's ongoing considerations of the politics‐administration dichotomy, citizen engagement, and network governance, and make the case for more explicit focus on liberal democratic accountability standards in public management scholarship.
{"title":"Liberal democratic accountability standards and public administration","authors":"Christopher Koliba","doi":"10.1111/puar.13831","DOIUrl":"https://doi.org/10.1111/puar.13831","url":null,"abstract":"This paper serves as a renewed call for public management scholars and public leaders in liberal democracies to be the champions of accountability standards that are explicitly and implicitly inherent to liberal democratic forms of governance. This call is particularly salient amid increasing populism, polarization, and democratic backsliding. Drawing from the historical and contemporary political and legal philosophies of small‐<jats:italic>l</jats:italic> liberalism and democracy advanced throughout the ages, we define a set of seven liberal democratic accountability standards focusing on matters of authority, rights, tolerance, truth claims, and professional deference. We then consider how these standards relate to some of public administration and management's ongoing considerations of the politics‐administration dichotomy, citizen engagement, and network governance, and make the case for more explicit focus on liberal democratic accountability standards in public management scholarship.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"26 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2024-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140820023","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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