000			01484pab a2200169 454500
008			180718b2003 xxu||||| |||| 00| 0 eng d
100			_aMeier, Kenneth J.
245			_aPublic management and educational performance: the impact of managerial networking
260			_c2003
300			_ap.689-99.
362			_aNov-Dec
520			_aPolicies are implemented in complex networks of organizations and target populations. Effective action often requires managers to deal with an array of actors to procure resources, build support, coproduce results, and overcome obstacles to implementation. Few large studies have examined the crucial role that networks and network management can play in the execution of public policy. This study begins to fill this gap by analyzing performance over a five-year period in more than 500 U.S. school districts using a nonlinear, interactive, contingent model of management previously developed by the authors. The core idea is that management matters in policy implementation, but its impact is often nonlinear. One way that public managers can make a difference is by leveraging resources and buffering constraints in the program context. This investigation finds empirical support for key elements of the network-management portion of the model. Implications for public management are sketched. - Reproduced.
650			_aPublic administration
700			_aO'Toole, Laurence J.,Jr.
773			_aPublic Administration Review
909			_a58633
999			_c58633 _d58633