ÐÏࡱá>þÿ prþÿÿÿoÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿì¥ÁYà ðR¿ÓPbjbj[É[É2T9£ \9£ \ª) ÿÿÿÿÿÿ·""¥¥¥¥¥ÿÿÿÿ¹¹¹8ñl]¹(Rlyyyyy­­­ƒQ…Q…Q…Q…Q…Q…Q$”S¶JVH©Q9¥­­­­­©Q¥¥yy4âQ555­¥y¥yƒQ5­ƒQ555yÿÿÿÿ@¢¸X¹îÐÿÿÿÿË5oQøQ0(R5’Vç:’V55r3’V¥§NÈ­­5­­­­­©Q©Q!­­­(R­­­­ÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿ’V­­­­­­­­­"I k: Public Administration Review Volume 75, Issue 5, September/October 2015 1. Title: Designing and Implementing Cross-Sector Collaborations: Needed and Challenging Authors: John M. Bryson, Barbara C. Crosby and Melissa Middleton Stone Abstract: Theoretical and empirical work on collaboration has proliferated in the last decade. The authors’ 2006 article on designing and implementing cross-sector collaborations was a part of, and helped stimulate, this growth. This article reviews the authors’ and others’ important theoretical frameworks from the last decade, along with key empirical results. Research indicates how complicated and challenging collaboration can be, even though it may be needed now more than ever. The article concludes with a summary of areas in which scholarship offers reasonably settled conclusions and an extensive list of recommendations for future research. The authors favor research that takes a dynamic, multilevel systems view and makes use of both quantitative and qualitative methods, especially using longitudinal comparative case studies. 2. Title: The New Public Service Revisited Authors: Janet V. Denhardt and Robert B. Denhardt Abstract: The New Public Service describes a set of norms and practices that emphasize democracy and citizenship as the basis for public administration theory and practice. This article revisits some of the core arguments of the New Public Service and examines how they have been practiced and studied over the past 15 years. The authors conclude that neither the principles of the New Public Service nor those of the New Public Management have become a dominant paradigm, but the New Public Service, and ideas and practices consistent with its ideals, have become increasingly evident in public administration scholarship and practice. 3. Title: What Have We Learned about the Performance of Council-Manager Government? A Review and Synthesis of the Research Authors: Jered B. Carr Abstract: The 100th anniversary of the International City/County Management Association provides an excellent point to review and assess research on the performance of the council-manager form of government. The development of the council-manager form arguably has been the most important innovation in American local government over the last century, yet its impact on the performance of municipal governments is not well understood. This article reviews and assesses the empirical evidence for 10 propositions that council-manager governments perform better than mayor-council governments. This evidence indicates that although progress has been made on demonstrating differences in representation and functionality, the proposition that council-manager governments are better managed than mayor-council governments has yet to be seriously engaged in this literature. Filling this critical gap requires progress in two areas: the development of theory to explain why council-manager governments are better-managed organizations and the production of evidence assessing the major propositions of this theory. 4. Title: Public Service Motivation Research: Achievements, Challenges, and Future Directions Authors: James L. Perry and Wouter Vandenabeele Abstract: This article takes stock of public service motivation research to identify achievements, challenges, and an agenda for research to build on progress made since 1990. After enumerating achievements and challenges, the authors take stock of progress on extant proposals to strengthen research. In addition, several new proposals are offered, among them conducting more research on the disaggregated construct, developing grounded theory of public service motivation to understand contextual variations across cultures and political institutions, and improving current measures to better capture loyalty to governance regime as an institutional dimension of the public service motivation construct. 5. Title: Public Service Motivation Concepts and Theory: A Critique Authors: Barry Bozeman and Xuhong Su Abstract: With its growth in popularity, public service motivation (PSM) research has been subjected to increasing critical scrutiny, but with more focus on measurement and models than on concepts. The authors examine PSM against standard criteria for judging the strength of concepts (e.g., resonance, parsimony, differentiation, and depth). After providing a critique of PSM concepts, they conclude with suggestions for research programs that could improve the explanatory power of PSM theory. 6. Title: A Meta-Analysis of the Relationship between Public Service Motivation and Job Satisfaction Authors: Fabian Homberg, Dermot McCarthy and Vurain Tabvuma Abstract: In recent years, much research has been conducted on the relationship between public service motivation (PSM) and various outcomes, including job satisfaction. This article presents a meta-analysis aggregating the effects of PSM on job satisfaction. Meta-regression analysis is used to assess the impact of numerous study characteristics and to identify potential issues of publication bias. The findings, based on 28 separate studies, show no evidence of publication bias and support the positive relationship between PSM and job satisfaction. Furthermore, the results support the importance of providing individuals with the opportunity to serve the public within this relationship. Given the organizational benefits that can be derived from improved job satisfaction and the focus of PSM research on its implications for job satisfaction, these findings are of interest to both academics and practitioners in the field of public administration. 7. Title: A Job Demands–Resources Approach to Public Service Motivation Authors: Arnold B. Bakke Abstract: This article uses job demands–resources theory to build a model of public service motivation (PSM). Public service motivation determines how employees in the public sector deal with their daily job demands and resources. Highly motivated public servants are able to deal with their job demands and prevent exhaustion. Additionally, because of their sense of calling, they are motivated to mobilize their job resources to stay engaged and perform well. However, if job demands are consistently high and job resources are consistently low, highly motivated public servants will lose their psychological resources, resulting in lower PSM. Reduced PSM, as a consequence, may strengthen the loss cycle of job demands and exhaustion and weaken the gain cycle of job resources and engagement. Public service managers and employees may use this model to optimize their work environment on a day-to-day basis. 8. Title: Activating the Forces of Public Service Motivation: Evidence from a Low-Intensity Randomized Survey Experiment Authors: Mogens Jin Pedersen Abstract: Employees with higher public service motivation (PSM) are likely to perform better in public service jobs. However, research on how practitioners may capitalize on this knowledge is sparse. This article expands the understanding of how to activate employee PSM, which is understood as a human resource that is present in the work environment. Using a randomized survey experiment with 528 law students, this article shows how low-intensity treatments may activate PSM and how the effect of PSM activation efforts compares with efforts to activate another, less self-determined type of motivation (relating to the need for feelings of self-importance). The findings are robust and suggest that low-intensity efforts to activate PSM have a positive effect on an individual's behavioral inclinations. However, efforts toward the activation of motivation relating to feelings of self-importance appear to engender an effect of similar size. 9. Title: High-Performance Human Resource Practices and Employee Outcomes: The Mediating Role of Public Service Motivation Authors: Ahmed Mohammed Sayed Mostafa, Julian Seymour Gould-Williams and Paul Bottomley Abstract: This article responds to recent calls for research examining the mechanisms through which high-performance human resource practices (HPHRPs) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employees’ affective commitment and organizational citizenship behaviors in public sector organizations. A sample of professionals in the Egyptian health and higher education sectors was used to test a partial mediation model using structural equation modeling. Findings show that public service motivation partially mediated the relationship between HPHRPs and employees’ affective commitment and organizational citizenship behaviors. Similar results were achieved when the system of HPHRPs was disaggregated to consider the individual effects of five human resource practices. 10. Title: Evaluating Transformational Leaders: The Challenging Case of Eric Shinseki and the U.S. Department of Veterans Affairs Authors: Montgomery Van Wart Abstract: Evaluating less than fully successful transformational leaders is difficult. One common method of assessing leadership is to focus on a single temporal narrative. A second approach uses a particular theory, such as transformational leadership, to frame the analysis. The latter, less common strategy is used with the example of Eric Shinseki, who served as both chief of staff of the U.S. Army and as secretary of the U.S. Department of Veterans Affairs (VA). The analytic framework used here has six major elements that are specified by 22 factors. Using those factors to evaluate Shinseki's tenure at the VA, he is found to be very poor in only 2 factors but poor in 11, adequate in 6, good in 1, and excellent in only 2. While using a list of factors does not eliminate subjectivity or the challenges of reaching a single assessment, it does clarify the elements of judgment and weighting. åN N/ffNÄ‹ 11. Title: Book Review: Exploring Value-Based Leadership in Public Careers Authors: Yousef Alraqhas Abstract: The article reviews the book “Value-Based Leadership in Public Professions” by Tor Busch and Alex Murdock. 12. Title: Book Review: Understanding and Meeting the Needs of Those Whom They Lead Authors: Kyujin Jung and Jesus N. Valero Abstract: The article reviews the book “Leadership: Theory and Practice” by Peter G. Northouse. 13. Title: Book Review: Treating Global Governance Seriously Authors: $&./1GHIKT¢£«¬ÑÒéíÜʹʹʧ“‹~pbTpIb>bhÂHØ5OJQJ^Jh~ˆ5OJQJ^Jh}0»h}0»5OJQJ^JhÂHØhÂHØ5OJQJ^JhÌ"èhU<¬5OJQJ^Jh·uD5OJQJ^Jo(hÌ"èhÌ"èo(&hÌ"èhÌ"è5CJOJQJ^JaJo(#h6onh6on5CJOJQJ^JaJ h6on5CJOJQJ^JaJo(#hÌ"èhÌ"è5CJOJQJ^JaJ h}0»5CJOJQJ^JaJo(#h6onh6on5CJOJQJ^JaJHIJ£ê5 6 a “ ¤ûüZŠMN’·¨÷÷òíèíããÞÞÞãÙÙÙãÔÔÔÏÊÊÏgdÐpsgd)w¤gd$?ÃgdToŸgdßl$gd%j,gd}0»gdU<¬gdÌ"è$a$gdt4éêóô3 4 5 6 7 9 ? @ ` a i j  € ’ “ œ  óåØËÁ´©œåŽœ€pŽœ€e€pŽWJ@hçföOJQJ^Jh>Vh>VOJQJ^JhíB’hßl$OJQJ^Jo(h>V5OJQJ^JhvI¼hßl$5OJQJ^Jo(h>Vh>V5OJQJ^Jhßl$hßl$5OJQJ^Jhßl$5OJQJ^Jo(hjŒ5OJQJo(híB’ht4OJQJ^Jh~ˆOJQJ^JhÂHØhÂHØOJQJ^JhíB’hjŒOJQJ^JhÌ"èhU<¬5OJQJ^Jht45OJQJ^Jo(Œ•–£¤­®ùúûüýÿñæÙËĶ٨˜¶Ù¨˜¶Š}sfæYK=h$?Ãh$?Ã5OJQJ^JhÌ"èh%j,5OJQJ^Jhs/Ê5OJQJ^Jo(híB’haNOJQJ^JhçföOJQJ^JhfšhfšOJQJ^JhíB’hToŸOJQJ^Jo(hvI¼hToŸ5OJQJ^Jo(hfšhfš5OJQJ^JhToŸhToŸ5OJQJ^J hToŸhToŸhÌ"èhÒ`Œ5OJQJ^JhToŸ5OJQJ^Jo(h%j,5OJQJo(híB’hU<¬OJQJ^Jo(YZbc‰Š“”KLMNOQWX‘’š›¶·óåÕÇóåÕǹ¬¢”‰|n`|åR`|åBhvI¼h)w¤5OJQJ^Jo(hvI¼hÐps5OJQJ^JhÐpshÐps5OJQJ^JhÌ"èh)w¤5OJQJ^JhÐps5OJQJ^Jo(h)w¤5OJQJo(híB’h%j,OJQJ^Jo(h´BOJQJ^JhÜ$hÜ$OJQJ^JhíB’h$?ÃOJQJ^Jo(h$?Ãh$?Ã5OJQJ^JhvI¼h$?Ã5OJQJ^Jo(hÜ$hÜ$5OJQJ^Jh$?Ã5OJQJ^Jo(·ÀÁ¦§¨©ª¬²³ IJST    ñãÖÌãÁ´¦˜´Š|˜nŠ^ñãÖÌãÁQ¦CQh|ÿh|ÿ5OJQJ^Jh|ÿ5OJQJ^Jo(hvI¼h)w¤5OJQJ^Jo(hvI¼hvI¼5OJQJ^JhvI¼hr7A5OJQJ^JhÜ$hÜ$5OJQJ^Jhr7Ahr7A5OJQJ^JhÌ"èh)w¤5OJQJ^Jhr7A5OJQJ^Jo(h)w¤5OJQJo(h´BOJQJ^JhÜ$hÜ$OJQJ^JhíB’h)w¤OJQJ^Jo(h$?Ãh)w¤5OJQJ^J¨©J  Rkû!ü!u"’"F&G&Â&'µ*¶*8+U+º/¼/È/Ê/00I0úõõúúððúúëëúúææúúááúúÜú××gdóSågd[gdÿ_gdLz¥gd)ggd|ÿgdr7Agd)w¤QR[jktuù!ú!û!ü!ý!ÿ!""t"u"}"~"‘"’"›"œ"D&E&F&G&ñãÕñÅ·©œ’©‡zl^zñP^zñÅ·©œ’©‡hvI¼h)g5OJQJ^Jh)gh)g5OJQJ^JhÌ"èh)w¤5OJQJ^Jh)g5OJQJ^Jo(h)w¤5OJQJo(h´BOJQJ^JhˆhˆOJQJ^JhíB’h)w¤OJQJ^Jo(h$?Ãh)w¤5OJQJ^JhvI¼h)w¤5OJQJ^Jo(h|ÿh|ÿ5OJQJ^JhvI¼h|ÿ5OJQJ^Jhˆhˆ5OJQJ^JG&H&J&P&Q&Á&Â&Ë&''#'$'³*´*µ*¶*¸*º*À*Á*7+8+óå×ʼ®×¼ž‚uk‚`óåRE¼7hvI¼hÿ_5OJQJ^Jhÿ_5OJQJ^Jo(hÿ_hÿ_5OJQJ^Jh)w¤5OJQJo(hÜ+oOJQJ^JhˆhˆOJQJ^JhíB’h)w¤OJQJ^Jo(h$?Ãh)w¤5OJQJ^JhvI¼h)w¤5OJQJ^Jo(hvI¼hLz¥5OJQJ^Jhˆhˆ5OJQJ^JhLz¥5OJQJ^Jo(hLz¥hLz¥5OJQJ^JhÌ"èh)w¤5OJQJ^JhR5OJQJ^Jo(8+A+T+U+^+_+¶/¸/º/¼/È/Ê/Î/Ò/Þ/à/ú//0ñãÓÅ·ª ·’‡|oaSoE7h3>wh3>w5OJQJ^Jhd=òhd=ò5OJQJ^JhóSåhóSå5OJQJ^JhÌ"èh)w¤5OJQJ^JhóSå5OJQJ^Jo(h)w¤5OJQJo(h[5OJQJo(hvI¼hv¶OJQJ^Jo(hÜ+oOJQJ^JhˆhˆOJQJ^JhíB’h)w¤OJQJ^Jo(h$?Ãh)w¤5OJQJ^JhvI¼h)w¤5OJQJ^Jo(hˆhˆ5OJQJ^Jhÿ_hÿ_5OJQJ^J/0008090H0I0R0S0o0q0|00¡0¢0¼0¾0ñãÕÇ·©œvbKv7K7'hd=òB*OJQJ^JaJmH phsH -h3>wh3>wB*OJQJ^JaJmH phsH 'h3>wB*OJQJ^JaJmH phsH -h½#¥híB’B*OJQJ^JaJmH phsH h½#¥híB’OJQJ^JaJh)w¤5OJQJ^Jo(h$?Ãh)w¤5OJQJ^Jh[h)w¤5OJQJ^Jo(h3>wh3>w5OJQJ^Jh[h[5OJQJ^JhóSåhóSå5OJQJ^Jh[hóSå5OJQJ^JI0¿0À01=1ž1Ÿ1Ü1%PÄPÅPÇPÈPÊPËPÍPÎPÐPÑPÒPÓPúúõõúúõõúúðîðîðîðîîúgd°gdóSågd)w¤¾0¿0À0Â0Ä0Ê0Ë0Ø01111<1=1F1G1c1e1ñæÙ˽ٯ¡“½…¡ugZK4-h½#¥híB’B*OJQJ^JaJmH phsH h½#¥híB’OJQJ^JaJh)w¤5OJQJ^Jo(h$?Ãh)w¤5OJQJ^Jh[h)w¤5OJQJ^Jo(hd=òh[5OJQJ^Jh[hóSå5OJQJ^Jh׳h׳5OJQJ^Jhd=òhd=ò5OJQJ^JhóSåhóSå5OJQJ^JhÌ"èh)w¤5OJQJ^JhóSå5OJQJ^Jo(h)w¤5OJQJo(h[h)w¤OJQJ^Jo(e1p1s1„1ˆ1‰1›11ž1Ÿ1¡1£1©1ª1·1êÖ½¦’{’mbUG9U+hd=òhd=ò5OJQJ^JhóSåhóSå5OJQJ^JhÌ"èh)w¤5OJQJ^JhóSå5OJQJ^Jo(hÐ~œ5OJQJo(h[h)w¤OJQJ^Jo(-h׳h׳B*OJQJ^JaJmH phsH 'hd=òB*OJQJ^JaJmH phsH -h½#¥híB’B*OJQJ^JaJmH phsH 0h׳h׳B*OJQJ^JaJmH o(phsH 'h׳B*OJQJ^JaJmH phsH *h׳B*OJQJ^JaJmH o(phsH ·1Û1Ü1å1P$P%P.P/PKPMP†PŠP‹PÁPÃPÄPÅPÆPÈPñãÕÓñõ¨™‚k‚WkWI>62hÊ ŒjhÊ ŒUh)w¤5OJQJo(h[h)w¤OJQJ^Jo('hd=òB*OJQJ^JaJmH phsH -h׳h׳B*OJQJ^JaJmH phsH -h½#¥híB’B*OJQJ^JaJmH phsH h½#¥híB’OJQJ^JaJh)w¤5OJQJ^Jo(h$?Ãh)w¤5OJQJ^Jh[h)w¤5OJQJ^Jo(UhóSåhóSå5OJQJ^Jh[hóSå5OJQJ^Jh׳h׳5OJQJ^JJavier Solana and Angel Saz-Carranza Abstract: The article reviews the book “Public Administration in the Context of Global Governance” by Soonhee Kim, Shena Ashley, and W. Henry Lambright, eds.     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