Kenneth J. Meier

TL;DR: A critique of the traditional principal-agent model and a presentation of a broader theoretical framework for conceptualizing bureaucratic politics are presented in this article. But how valid are these assumptions? Can instances be found in which these assumptions do not hold? What happens when we vary these assumptions, and what happens when they vary?

TL;DR: In this article, the authors distill much of the theoretical work on management in public organizations into a formal, testable model and present the first step in a full model of managerial action.

TL;DR: In this article, a framework that specifies the conditions that affect whether passive representation results in active representation for sex and then test this framework using the case of education is presented. And they find that passive representation of women in education leads to active representation and that the institutional context affects the extent to which this link between passive and active representation occurs.

TL;DR: In this paper, the authors provide the first systematic test of a formal theory of managing government programs in a network context using data from several hundred school districts in Texas, and they create a measure of network management that reflects the time school superintendents interact with several sets of significant actors in the environment and find that network management is not only related to overall organizationalit has positive impacts even in the presence of a lagged dependent variable.

TL;DR: In this article, the authors examined the role of network and network management in the execution of public policy in more than 500 U.S. school districts using a nonlinear, interactive, contingent model of management.