01949nam a2200217   4500999001900000008004100019100001900060245013100079260004600210300003300256520110200289650002401391650004201415650003901457700001901496700002801515773004601543906002201589942001201611952010801623  c512861d512861191224b           ||||| |||| 00| 0 eng d  aLi, Hui914829  aWhat makes neighborhood associations effective in urban governance?: Evidence from neighborhood council boards in Los Angeles   bAmerican Review of Public Administration   a49(8), Nov, 2019: p.931-943.  aThis study examines the perceived effectiveness of neighborhood councils (NCs) in Los Angeles, a government-sanctioned and financed institutional innovation in urban governance. The study considers NC boards as a dynamic and open social system that interacts with NCs’ internal and external environment. We propose that three factors—internal capacity, external networking, and attention-action congruence—are related to perceived NC effectiveness. The findings from a questionnaire survey of 80 NCs show that NC leaders perceive their organizations to be moderately effective. While internal capacity contributes to all three dimensions of effectiveness, external networking enhances NCs’ effectiveness in solving community issues and advising about city policies. Attention-action congruence, which examines the correspondence between NC board members’ issue orientation and actual actions, is positively related to NCs’ effectiveness in advising about city policies. The study concludes with considerations for enhancing the effectiveness of neighborhood associations. - Reproduced.  aNeighborhood914830  aUrban governance - Los Angeles914831  aNeighborhood Council Boards914832  aWen, Bo914833  aCooper, Terry L.914834  aAmerican Review of Public Administration   aLocal government   2ddccAR  00102ddc40709386908aIIPAbIIPAd2019-12-24h49(8), Nov, 2019: p.931-943.pAR122190r2019-12-24yAR