Jeffrey L. Brudney, Laurence J. O'Toole, Jr., and Hal G. Rainey are professors of political science and public administration at the University of Georgia.

• Preface Acknowledgments 1. Introduction: Public Management in an Era of Complexity and ChallengeJeffrey L. Brudney, Lawrence J. O'Toole, Jr., and Hal G. Rainey, University of Georgia Part I: A Symposium: In Government, Does Management Matter Introduction to Part ILawrence E. Lynn, Jr., University of Chicago 2. Different Public Managements? Implications of Structural Context in Hierarchies and NetworksLawrence J. O'Toole, Jr., University of Georgia 3. Is Silly Putty Manageable? Looking for the Links between Culture, Management and ContextAnne M. Khademian4. Public Management, Administrative Leadership, and Policy ChoiceThomas H. Hammond, Michigan State University, and Jack H. Knott, University of Illinois Part II: Methodological Frontiers in Understanding Public Management 5. Optimal Performance versus Risk Aversion: An Application of Substantively Weighted Analytical TechniquesKenneth J. Meier, Texas A&M University, Jeff Gill, California Polytechnic University, and George Waller, University of Wisconsin-Milwaukee 6. The Art of Partnering across Sectors: The Influence of Centrality Strategies of State R&D ProjectsGordon Kingsley, Georgia Institute of Technology, and Julia Melkers, Georgia State University 7. Stories from the Front Lines of Public Managment: Street-Level Workers as Responsible ActorsSteven Maynard-Moody, University of Kansas, and Suzanne Leland, Kansas State UniversityPart III: Reform, Reinvention, Innovation and Change 8. Making Sense of ChangeEugene B. McGregor, Jr., Indiana University 9. Local Heroes? Reinvention Labs in the Department of DefenseMark T. Green, University of Colorado at Denver, Lawrence R. Jones, Naval Postgraduate School, and Fred Thompson, Willamette University 10. Reforming State Social Services through Contracting: Linking Implementation and Organizational CultureBarbara S. Romzek and Jocelyn M. Johnston, University of Kansas 11. Quasi Markets and Strategic Change in Public OrganizationsJames R. Thompson, University of Illinois-Chicago Part IV: Models and Frameworks: New Approaches to Public Management 12. Organizational Configurations: Four Approaches to Public Sector ManagementNancy C. Roberts, Naval Postgraduate School 13. Dissecting the Black Box: Toward a Model and Measures of Government Management PerformancePatricia W. Ingraham and Amy E. Kneedler, Syracuse University 14. Concluding PerspectivesJeffrey L. Brudney, Lawrence J. O'Toole, Jr., and Hal G. Rainey, University of Georgia Biographies of Authors Bibliography Index

Jeffrey L. Brudney, Laurence J. O'Toole, Jr., and Hal G. Rainey are professors of political science and public administration at the University of Georgia.

• Preface Acknowledgments 1. Introduction: Public Management in an Era of Complexity and ChallengeJeffrey L. Brudney, Lawrence J. O'Toole, Jr., and Hal G. Rainey, University of Georgia Part I: A Symposium: In Government, Does Management Matter Introduction to Part ILawrence E. Lynn, Jr., University of Chicago 2. Different Public Managements? Implications of Structural Context in Hierarchies and NetworksLawrence J. O'Toole, Jr., University of Georgia 3. Is Silly Putty Manageable? Looking for the Links between Culture, Management and ContextAnne M. Khademian4. Public Management, Administrative Leadership, and Policy ChoiceThomas H. Hammond, Michigan State University, and Jack H. Knott, University of Illinois Part II: Methodological Frontiers in Understanding Public Management 5. Optimal Performance versus Risk Aversion: An Application of Substantively Weighted Analytical TechniquesKenneth J. Meier, Texas A&M University, Jeff Gill, California Polytechnic University, and George Waller, University of Wisconsin-Milwaukee 6. The Art of Partnering across Sectors: The Influence of Centrality Strategies of State R&D ProjectsGordon Kingsley, Georgia Institute of Technology, and Julia Melkers, Georgia State University 7. Stories from the Front Lines of Public Managment: Street-Level Workers as Responsible ActorsSteven Maynard-Moody, University of Kansas, and Suzanne Leland, Kansas State UniversityPart III: Reform, Reinvention, Innovation and Change 8. Making Sense of ChangeEugene B. McGregor, Jr., Indiana University 9. Local Heroes? Reinvention Labs in the Department of DefenseMark T. Green, University of Colorado at Denver, Lawrence R. Jones, Naval Postgraduate School, and Fred Thompson, Willamette University 10. Reforming State Social Services through Contracting: Linking Implementation and Organizational CultureBarbara S. Romzek and Jocelyn M. Johnston, University of Kansas 11. Quasi Markets and Strategic Change in Public OrganizationsJames R. Thompson, University of Illinois-Chicago Part IV: Models and Frameworks: New Approaches to Public Management 12. Organizational Configurations: Four Approaches to Public Sector ManagementNancy C. Roberts, Naval Postgraduate School 13. Dissecting the Black Box: Toward a Model and Measures of Government Management PerformancePatricia W. Ingraham and Amy E. Kneedler, Syracuse University 14. Concluding PerspectivesJeffrey L. Brudney, Lawrence J. O'Toole, Jr., and Hal G. Rainey, University of Georgia Biographies of Authors Bibliography Index

Jeffrey L. Brudney, Laurence J. O'Toole, Jr., and Hal G. Rainey are professors of political science and public administration at the University of Georgia.

• Preface Acknowledgments 1. Introduction: Public Management in an Era of Complexity and ChallengeJeffrey L. Brudney, Lawrence J. O'Toole, Jr., and Hal G. Rainey, University of Georgia Part I: A Symposium: In Government, Does Management Matter Introduction to Part ILawrence E. Lynn, Jr., University of Chicago 2. Different Public Managements? Implications of Structural Context in Hierarchies and NetworksLawrence J. O'Toole, Jr., University of Georgia 3. Is Silly Putty Manageable? Looking for the Links between Culture, Management and ContextAnne M. Khademian4. Public Management, Administrative Leadership, and Policy ChoiceThomas H. Hammond, Michigan State University, and Jack H. Knott, University of Illinois Part II: Methodological Frontiers in Understanding Public Management 5. Optimal Performance versus Risk Aversion: An Application of Substantively Weighted Analytical TechniquesKenneth J. Meier, Texas A&M University, Jeff Gill, California Polytechnic University, and George Waller, University of Wisconsin-Milwaukee 6. The Art of Partnering across Sectors: The Influence of Centrality Strategies of State R&D ProjectsGordon Kingsley, Georgia Institute of Technology, and Julia Melkers, Georgia State University 7. Stories from the Front Lines of Public Managment: Street-Level Workers as Responsible ActorsSteven Maynard-Moody, University of Kansas, and Suzanne Leland, Kansas State UniversityPart III: Reform, Reinvention, Innovation and Change 8. Making Sense of ChangeEugene B. McGregor, Jr., Indiana University 9. Local Heroes? Reinvention Labs in the Department of DefenseMark T. Green, University of Colorado at Denver, Lawrence R. Jones, Naval Postgraduate School, and Fred Thompson, Willamette University 10. Reforming State Social Services through Contracting: Linking Implementation and Organizational CultureBarbara S. Romzek and Jocelyn M. Johnston, University of Kansas 11. Quasi Markets and Strategic Change in Public OrganizationsJames R. Thompson, University of Illinois-Chicago Part IV: Models and Frameworks: New Approaches to Public Management 12. Organizational Configurations: Four Approaches to Public Sector ManagementNancy C. Roberts, Naval Postgraduate School 13. Dissecting the Black Box: Toward a Model and Measures of Government Management PerformancePatricia W. Ingraham and Amy E. Kneedler, Syracuse University 14. Concluding PerspectivesJeffrey L. Brudney, Lawrence J. O'Toole, Jr., and Hal G. Rainey, University of Georgia Biographies of Authors Bibliography Index