A new mayor's transition period is widely regarded as important to their overall success, yet mayoral transitions have received little research attention. This exploratory, mixed‐method study of 15 newly elected U.S. mayors combines primary survey data of time use with two waves of mayoral interviews to illuminate the nature and purposes of mayoral activities during the transition period. Analyses of the survey data suggest that mayors' activities vary significantly and are associated with a range of city and mayor characteristics. Comparison of these data with mayors' ex ante forecast time use finds that mayors‐elect underestimate demands for certain types of mayoral work during their first 100 days, such as short‐term policy work and being physically present in city hall, while overestimating the time they will spend on strategic work and community presence. Drawing on interview data, the paper conceptualizes mayoral transition work as a strategic investment in personal, relational, and organizational resources.
{"title":"An Exploratory Study of Mayoral Transition Work","authors":"Matthew Lee, Quinton Mayne, Jorrit de Jong","doi":"10.1111/puar.70016","DOIUrl":"https://doi.org/10.1111/puar.70016","url":null,"abstract":"A new mayor's transition period is widely regarded as important to their overall success, yet mayoral transitions have received little research attention. This exploratory, mixed‐method study of 15 newly elected U.S. mayors combines primary survey data of time use with two waves of mayoral interviews to illuminate the nature and purposes of mayoral activities during the transition period. Analyses of the survey data suggest that mayors' activities vary significantly and are associated with a range of city and mayor characteristics. Comparison of these data with mayors' <jats:italic>ex ante</jats:italic> forecast time use finds that mayors‐elect underestimate demands for certain types of mayoral work during their first 100 days, such as short‐term policy work and being physically present in city hall, while overestimating the time they will spend on strategic work and community presence. Drawing on interview data, the paper conceptualizes mayoral transition work as a strategic investment in personal, relational, and organizational resources.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"164 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144792285","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":"The Education and Training of Public Servants: Systems and Practices From the Nineteenth Century to the Present. By ToonKerkhoff and DenisMoschopoulos (eds.), Cham: Palgrave Macmillan, 2024. XVIII, 395 pp. £ 119.99. ISBN: 978‐3‐03‐137647‐4","authors":"Ian Cawood","doi":"10.1111/puar.70018","DOIUrl":"https://doi.org/10.1111/puar.70018","url":null,"abstract":"","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"15 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144748215","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}
Illegitimate tasks are duties that violate established role expectations, such as assigning urban planning officers to manage traffic hotlines. In the public sector, bureaucratic structures, resource constraints, and leadership limitations often contribute to the proliferation of such tasks, yet their impact on public servants' behaviors remains unclear. This study examines how and when illegitimate tasks inhibit public servants' innovative work behavior through the mediating role of cognitive flexibility and the moderating roles of different forms of trust in leaders. Hierarchical model analyses using multi‐wave data from public servants and their managers in Vietnam reveal that illegitimate tasks indirectly reduce innovative work behavior via cognitive flexibility. Additionally, relationship‐based trust amplifies the negative effect of illegitimate tasks on cognitive flexibility, whereas character‐based trust does not. These findings highlight the need to minimize illegitimate task assignments and reveal the potential drawbacks of relationship‐based trust in such adverse work conditions.
{"title":"How Illegitimate Tasks Inhibit Public Sector Employees' Innovative Work Behavior: The Roles of Cognitive Flexibility and Trust in Leaders","authors":"Nhung Nguyen, Luu Trong Tuan, Dinh Cong Khai","doi":"10.1111/puar.70015","DOIUrl":"https://doi.org/10.1111/puar.70015","url":null,"abstract":"Illegitimate tasks are duties that violate established role expectations, such as assigning urban planning officers to manage traffic hotlines. In the public sector, bureaucratic structures, resource constraints, and leadership limitations often contribute to the proliferation of such tasks, yet their impact on public servants' behaviors remains unclear. This study examines how and when illegitimate tasks inhibit public servants' innovative work behavior through the mediating role of cognitive flexibility and the moderating roles of different forms of trust in leaders. Hierarchical model analyses using multi‐wave data from public servants and their managers in Vietnam reveal that illegitimate tasks indirectly reduce innovative work behavior via cognitive flexibility. Additionally, relationship‐based trust amplifies the negative effect of illegitimate tasks on cognitive flexibility, whereas character‐based trust does not. These findings highlight the need to minimize illegitimate task assignments and reveal the potential drawbacks of relationship‐based trust in such adverse work conditions.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"52 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144737173","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":"Good Governing: The Police Power in the American States. By Daniel B.Rodriguez, Cambridge, UK: Cambridge University Press, 2024. 333 pp. $49.99 (hardcover). ISBN: 978‐1‐00‐912421‐8 (paperback)","authors":"Md Al Hasib","doi":"10.1111/puar.70019","DOIUrl":"https://doi.org/10.1111/puar.70019","url":null,"abstract":"","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"75 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144715556","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":"Ungoverning: The Attack on the Administrative State and the Politics of ChaosBy RussellMuirhead and Nancy L.Rosenblum, Princeton: Princeton University Press, 2024. 264 pp. $24.38 (hardbound). ISBN: 978‐0‐69‐125052‐6","authors":"Frank J. Thompson","doi":"10.1111/puar.70020","DOIUrl":"https://doi.org/10.1111/puar.70020","url":null,"abstract":"","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"119 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144715557","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 policy often builds on a large body of policy advice—produced by bureaucrats, advisory bodies, scientists, and consultants—that has accumulated over time about a specific policy problem and appropriate policy responses. Yet, how this body of policy advice develops and which pieces of advice influence subsequent policy recommendations is poorly understood. We seek to fill this gap by proposing a novel conceptualization and methodological approach for unpacking the influence of policy advice on other policy advice. First, we distinguish four conceptual dimensions along which the influence of policy advice varies: lasting influence, broad influence, influential followers, and influence as broker. Second, we propose citation network analysis as a methodological tool for measuring these multiple dimensions of influence. We present a set of citation network measures of influence and illustrate their usefulness by analyzing influence patterns within a large network of Norwegian advisory reports.
{"title":"Unpacking the Influence of Policy Advice Using Citation Network Analysis","authors":"Johan Christensen, Petra van den Bekerom","doi":"10.1111/puar.70014","DOIUrl":"https://doi.org/10.1111/puar.70014","url":null,"abstract":"Public policy often builds on a large body of policy advice—produced by bureaucrats, advisory bodies, scientists, and consultants—that has accumulated over time about a specific policy problem and appropriate policy responses. Yet, how this body of policy advice develops and which pieces of advice influence subsequent policy recommendations is poorly understood. We seek to fill this gap by proposing a novel conceptualization and methodological approach for unpacking the influence of policy advice on other policy advice. First, we distinguish four conceptual dimensions along which the influence of policy advice varies: lasting influence, broad influence, influential followers, and influence as broker. Second, we propose citation network analysis as a methodological tool for measuring these multiple dimensions of influence. We present a set of citation network measures of influence and illustrate their usefulness by analyzing influence patterns within a large network of Norwegian advisory reports.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"90 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144715588","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}
Governments face significant challenges in attracting and retaining younger talent, leading to a workforce increasingly skewed towards older employees. This study examines the impact of public sector fellowship programs as alternative pathways into government roles for early career professionals. Leveraging data from 17 cohorts of applicants accross four US fellowship programs over 19 years (N = 2141; 31,153 individual‐year observations), we employ a staggered difference‐in‐differences approach to compare the career trajectories of fellows and similarly motivated finalists. We find that fellowship participants are 30 percentage points more likely to pursue government careers, with a significant employment effect persisting up to 8 years after the launch of the fellowship. These findings suggest that scholarship can look beyond motivation‐based theories of who enters and stays in government to better understand how to bring new and different people into the public sector.
{"title":"Getting Your Foot in the Door: The Impact of Public Sector Fellowships on Career Trajectories","authors":"Brenda Sciepura, Alec Wall, Elizabeth Linos","doi":"10.1111/puar.13958","DOIUrl":"https://doi.org/10.1111/puar.13958","url":null,"abstract":"Governments face significant challenges in attracting and retaining younger talent, leading to a workforce increasingly skewed towards older employees. This study examines the impact of public sector fellowship programs as alternative pathways into government roles for early career professionals. Leveraging data from 17 cohorts of applicants accross four US fellowship programs over 19 years (<jats:italic>N</jats:italic> = 2141; 31,153 individual‐year observations), we employ a staggered difference‐in‐differences approach to compare the career trajectories of fellows and similarly motivated finalists. We find that fellowship participants are 30 percentage points more likely to pursue government careers, with a significant employment effect persisting up to 8 years after the launch of the fellowship. These findings suggest that scholarship can look beyond motivation‐based theories of who enters and stays in government to better understand how to bring new and different people into the public sector.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"25 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144701486","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}
Representative bureaucracy theory posits that policy outcomes made by bureaucrats will reflect the interests of groups with whom they share social identities. However, the question remains whether each bureaucrat consistently acts on behalf of its constituents across a series of street‐level interactions. Considering the sequential nature of state‐citizen encounters, this study incorporates both social identity theory and identity theory into representative bureaucracy and examines whether Black and Hispanic officers' previous issuance of traffic citations affects their current issuance of citations toward same race/ethnic drivers. Tracking traffic citation practices of individual officers from Florida reveals that racial/ethnic congruence between officers and citizens results in fewer citations. However, officers who issued citations in their preceding encounters are more likely to cite the same race/ethnic drivers in current encounters. These results indicate that bureaucrats' previous interactional contexts may limit their current provision of substantive representation, overwhelming the influence of shared social identities.
{"title":"Recurring Street‐Level Encounters: How Bureaucratic Representation Changes Through Citizen Interactions","authors":"Ahrum Chang","doi":"10.1111/puar.70010","DOIUrl":"https://doi.org/10.1111/puar.70010","url":null,"abstract":"Representative bureaucracy theory posits that policy outcomes made by bureaucrats will reflect the interests of groups with whom they share social identities. However, the question remains whether each bureaucrat consistently acts on behalf of its constituents across a series of street‐level interactions. Considering the sequential nature of state‐citizen encounters, this study incorporates both social identity theory and identity theory into representative bureaucracy and examines whether Black and Hispanic officers' previous issuance of traffic citations affects their current issuance of citations toward same race/ethnic drivers. Tracking traffic citation practices of individual officers from Florida reveals that racial/ethnic congruence between officers and citizens results in fewer citations. However, officers who issued citations in their preceding encounters are more likely to cite the same race/ethnic drivers in current encounters. These results indicate that bureaucrats' previous interactional contexts may limit their current provision of substantive representation, overwhelming the influence of shared social identities.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"33 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144669840","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 managers at all levels of the political‐administrative hierarchy take on a dual role as both principal and agent simultaneously. Because of this dual role, it is relevant for public managers to maintain credibility with their agents and remain loyal to their principals. This article develops a theory arguing that public managers can approach their dual role in a given situation utilizing a strategy based on one of four ideal types: Squires prioritize loyalty, Chieftains prioritize credibility, Mavericks prioritize neither, while Diplomats prioritize both. The relative distribution of preferences and information among public managers, and their principals and agents determines the viability of utilizing each strategy in that situation. The article contributes with a theoretical framework that allows us to better understand and analyze the dual role of public managers. It also promotes a research agenda by outlining relevant situations to examine and potential implications of the theory.
{"title":"When the Servant Is Also Master: A Theory on the Dual Role of Public Managers","authors":"Mads Pieter van Luttervelt","doi":"10.1111/puar.70012","DOIUrl":"https://doi.org/10.1111/puar.70012","url":null,"abstract":"Public managers at all levels of the political‐administrative hierarchy take on a dual role as both principal and agent simultaneously. Because of this dual role, it is relevant for public managers to maintain credibility with their agents and remain loyal to their principals. This article develops a theory arguing that public managers can approach their dual role in a given situation utilizing a strategy based on one of four ideal types: Squires prioritize loyalty, Chieftains prioritize credibility, Mavericks prioritize neither, while Diplomats prioritize both. The relative distribution of preferences and information among public managers, and their principals and agents determines the viability of utilizing each strategy in that situation. The article contributes with a theoretical framework that allows us to better understand and analyze the dual role of public managers. It also promotes a research agenda by outlining relevant situations to examine and potential implications of the theory.","PeriodicalId":48431,"journal":{"name":"Public Administration Review","volume":"112 1","pages":""},"PeriodicalIF":8.3,"publicationDate":"2025-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144669822","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：