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Interest in experimental research in public management is on the rise, yet the field still lacks a broad understanding of its role in producing substantive findings and theoretical advances. Written by a team of leading international researchers, this book sets out the advantages of experiments in public management and showcases their rapidly developing contribution to research and practice. The book offers a comprehensive overview of the relationship between experiments and public management theory, and the benefits for examining causal effects. It will appeal to researchers and…mehr
Interest in experimental research in public management is on the rise, yet the field still lacks a broad understanding of its role in producing substantive findings and theoretical advances. Written by a team of leading international researchers, this book sets out the advantages of experiments in public management and showcases their rapidly developing contribution to research and practice. The book offers a comprehensive overview of the relationship between experiments and public management theory, and the benefits for examining causal effects. It will appeal to researchers and graduate-level students in public administration, public management, government, politics and policy studies. The key topics addressed are the distinct logic of experimental methods in the laboratory, in the field, and in survey experiments; how leading researchers are using different kinds of experiment to build knowledge about theory and practice across many areas of public management; and the research agendas for experimental work in public management.
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1. Introduction. Experiments in public management research Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin; 2. A systematic review of experimental studies in public management journals Huafang Li and Gregg G. Van Ryzin; 3. Experiments and the classical roots of public administration: comments on the potential utility of experiments for contemporary public management Kenneth Meier and Kendall Funk; 4. Causal inference and the design and analysis of experiments Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin; 5. Field experiments in public management Oliver James, Peter John and Alice Moseley; 6. Survey experiments for public management research Sebastian R. Jilke and Gregg G. Van Ryzin; 7. Laboratory experiments: their potential for public management research Markus Tepe and Christine Prokop; 8. Work motivation Nicola Belle and Paola Cantarelli; 9. Experimenting with leadership in public organisations Lotte Andersen, Louise Bro, Anne Bøllingtoft and Jacob Ladenburg; 10. Prospects for experimental approaches to research on bureaucratic red tape Sanjay Pandey, Sheela Pandey and Gregg G. Van Ryzin; 11. Managerial use of performance data by bureaucrats and politicians Donald Moynihan, Poul Nielsen and Alexander Kroll; 12. Citizens and public performance measures: making sense of performance information Oliver James and Asmus Olsen; 13. Public sector transparency Stephan Grimmelikhuijsen, Ulrike Weske, Robin Bouwman and Lars Tummers; 14. Representative bureaucracy: an experimental approach Gregg G. Van Ryzin and Norma Riccucci; 15. Coproduction of public services Simon Andersen, Morten Jakobsen, Søren Serritzlew and Mette Thomsen; 16. Expectations and satisfaction with public services Jue Young Mok, Oliver James and Gregg G. Van Ryzin; 17. Citizen and users' responses to public service failure: experimentation about blame, exit and voice Oliver James and Sebastian R. Jilke; 18. Assessing public support for government policy: comparing experimental and attitudinal approaches Scott Robinson, James Stoutenborough and Arnold Vedlitz; 19. Legislative oversight of the bureaucracy: insights from formal modeling and experimental testing Susumu Shikano, Michael Stoffel and Markus Tepe; 20. Experimental research for nonprofit management: charitable giving and fundraising Mirae Kim, Dyana Mason and Huafang Li; 21. Replication of experimental research: implications for the study of public management Richard Walker, M. Jin Lee and Oliver James; 22. The experimental turn in public management: how methodological preferences drive substantive choices Steven Van de Walle; 23. Changing how government works: the transformative potential of an experimental public management Peter John; 24. Conclusions. Towards an experimental public management? Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin.
1. Introduction. Experiments in public management research Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin; 2. A systematic review of experimental studies in public management journals Huafang Li and Gregg G. Van Ryzin; 3. Experiments and the classical roots of public administration: comments on the potential utility of experiments for contemporary public management Kenneth Meier and Kendall Funk; 4. Causal inference and the design and analysis of experiments Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin; 5. Field experiments in public management Oliver James, Peter John and Alice Moseley; 6. Survey experiments for public management research Sebastian R. Jilke and Gregg G. Van Ryzin; 7. Laboratory experiments: their potential for public management research Markus Tepe and Christine Prokop; 8. Work motivation Nicola Belle and Paola Cantarelli; 9. Experimenting with leadership in public organisations Lotte Andersen, Louise Bro, Anne Bøllingtoft and Jacob Ladenburg; 10. Prospects for experimental approaches to research on bureaucratic red tape Sanjay Pandey, Sheela Pandey and Gregg G. Van Ryzin; 11. Managerial use of performance data by bureaucrats and politicians Donald Moynihan, Poul Nielsen and Alexander Kroll; 12. Citizens and public performance measures: making sense of performance information Oliver James and Asmus Olsen; 13. Public sector transparency Stephan Grimmelikhuijsen, Ulrike Weske, Robin Bouwman and Lars Tummers; 14. Representative bureaucracy: an experimental approach Gregg G. Van Ryzin and Norma Riccucci; 15. Coproduction of public services Simon Andersen, Morten Jakobsen, Søren Serritzlew and Mette Thomsen; 16. Expectations and satisfaction with public services Jue Young Mok, Oliver James and Gregg G. Van Ryzin; 17. Citizen and users' responses to public service failure: experimentation about blame, exit and voice Oliver James and Sebastian R. Jilke; 18. Assessing public support for government policy: comparing experimental and attitudinal approaches Scott Robinson, James Stoutenborough and Arnold Vedlitz; 19. Legislative oversight of the bureaucracy: insights from formal modeling and experimental testing Susumu Shikano, Michael Stoffel and Markus Tepe; 20. Experimental research for nonprofit management: charitable giving and fundraising Mirae Kim, Dyana Mason and Huafang Li; 21. Replication of experimental research: implications for the study of public management Richard Walker, M. Jin Lee and Oliver James; 22. The experimental turn in public management: how methodological preferences drive substantive choices Steven Van de Walle; 23. Changing how government works: the transformative potential of an experimental public management Peter John; 24. Conclusions. Towards an experimental public management? Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin.
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