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JPAM' s fourteenth year

  • Education
  • Political Science


untitled INTRODUCTION Public management is an internationally recognized field of research, teaching, and practice owing in significant measure to the leading role played by the Association for Public Policy Analysis and Management (APPAM) and its journal, the Journal of Pub- lic Policy and Management (JPAM) for over 30 years. The term “public management” had been familiar in, although not central to, the field of public administration for decades—the cognate term in public policy schools was “policy implementation.” The contribution of APPAM’s public management scholars was to add a “strategic, politi- cal” dimension to the concept of public management, in effect negating the dichotomy between “politics” and “administration,” which had dominated the older field. As Richard Elmore was to put it in his classic article (discussed below; Elmore, 1986, p. 69): As taught in the public policy schools, public management has inherited a deep skepti- cism about public intervention and an active decision-forcing attitude toward the prac- tice and teaching of public management. These attributes distinguish it from public administration. In its first decade or so, public management was investigated mainly through case studies and other experiential methods of gathering evidence on and analyzing man- agerial behavior. The emphasis was on actors, individuals in managerial roles in government, managerial decision making, processes of decision analysis and delib- eration, and political and substantive justifications for specific choices. Interest in the “new” public management diffused through schools and programs concerned with public administration and affairs, and new professional organizations and jour- nals devoted to public management research were established. One consequence was that the emphasis in research shifted toward the broader question, “Does public management make a difference?” and theoretical issues and more rigorous models and methods for gathering and evaluating evidence. The sel

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