263
Views
4
CrossRef citations to date
0
Altmetric
Articles

Mandates to Coordinate: The Case of the Southern Nevada Public Lands Management Act

References

  • Adler, P. S. (1995). Interdepartmental interdependence and coordination: The case of the design/manufacturing interface. Organization Science, 6(2), 147–167. doi:10.1287/orsc.6.2.147
  • Agranoff, R. (1990). Managing federalism through metropolitan human services intergovernmental bodies. Publius: The Journal of Federalism, 20(1), 1–22. doi:10.2307/3330359
  • Agranoff, R. (2001). Managing within the matrix: Do collaborative intergovernmental relations exist? Publius: The Journal of Federalism, 31(2), 31–56. doi:10.1093/oxfordjournals.pubjof.a004895
  • Agranoff, R. (2008). Enhancing performance through public sector networks: Mobilizing human capital in communities of practice. Public Performance & Management Review, 31(3), 320–347. doi:10.2753/pmr1530-9576310301
  • Agranoff, R., & Lindsay, V. A. (1983). Intergovernmental management: Perspectives from human services problem solving at the local level. Public Administration Review, 43(3), 227–237. doi:10.2307/976331
  • Amy, D. (1987). The politics of environmental mediation. Washington, DC: Columbia University Press.
  • Andrews, R., & Boyne, G. (2012). Structural change and public service performance: The impact of the reorganization process in English local government. Public Administration, 90(2), 297–312. doi:10.1111/j.1467-9299.2011.01956.x
  • Bardach, E. (1996). Turf barriers to interagency collaboration. In D. F. Kettl & H. B Milward (Eds.), The state of public management (pp. 168–192). Baltimore, MD: John Hopkins University Press.
  • Barton, A., & Quinn, C. (2001). Mandated “joined-up” working: A Pandora’s box for welfarist organisations? Public Policy and Administration, 16(2), 50–62. doi:10.1177/095207670101600204
  • Blau, P. M. (1956). Bureaucracy in modern society. New York, NY: Random House.
  • Blau, P. M. (1972). Interdependence and hierarchy in organizations. Social Science Research, 1(1), 1–24. doi:10.1016/0049-089x(72)90055-5
  • Blum, T. C., Fields, D. L., & Goodman, J. S. (1994). Organization-level determinants of women in management. Academy of Management Journal, 37(2), 241–268. doi:10.2307/256829
  • Bowen, G. A. (2009). Document analysis as a qualitative research method. Qualitative Research Journal, 9(2), 27–40. doi:10.3316/qrj0902027
  • Brehm, J., & Gates, S. (1997). Working, shirking, and sabotage. Ann Arbor, MI: University of Michigan Press.
  • Bureau of Land Management/BLM Nevada, Las Vegas Field Office SNPLMA Division. (2000). Implementation agreement. Las Vegas, NV: U.S. Government Publication Office.
  • Bureau of Land Management/BLM Nevada, Las Vegas Field Office SNPLMA Division. (2013). SNPLMA revenues and expenditures. Las Vegas, NV: U.S. Government Publication Office.
  • Chisholm, M., & Leach, S. (2008). Botched business 2006–2008: The damaging process of reorganising local government. Coleford, UK: Douglas McLean.
  • Christie, P., Lowry, K., White, A. T., Oracion, E. G., Sievanen, L., Pomeroy, R. S., & Eisma, R. L. V. (2005). Key findings from a multidisciplinary examination of integrated coastal management process sustainability. Ocean & Coastal Management, 48(3), 468–483. doi:10.1016/j.ocecoaman.2005.04.006
  • Coleman, J. (1958). Relational analysis: The study of social organizations with survey methods. Human Organization, 17(4), 28–36. doi:10.17730/humo.17.4.q5604m676260q8n7
  • Comfort, L. K. (2007). Crisis management in hindsight: Cognition, communication, coordination, and control. Public Administration Review, 67(s1), 189–197. doi:10.1111/j.1540-6210.2007.00827.x
  • Conlan, T. (2006). From cooperative to opportunistic federalism: Reflections on the half-century anniversary of the Commission on Intergovernmental Relations. Public Administration Review, 66(5), 663–676. doi:10.1111/j.1540-6210.2006.00631.x
  • Considine, M. (2002). The end of the line? Accountable governance in the age of networks, partnerships, and joined‐up services. Governance, 15(1), 21–40. doi:10.1111/1468-0491.00178
  • Culhane, P. J. (1981). Public lands politics: Interest group influence on the forest service and the bureau of land management. Baltimore, MD: John Hopkins University Press.
  • Dawes, S. S., Cresswell, A. M., & Pardo, T. A. (2009). From “need to know” to “need to share”: Tangled problems, information boundaries, and the building of public sector knowledge networks. Public Administration Review, 69(3), 392–402. doi:10.1111/j.1540-6210.2009.01987_2.x
  • DeLeon, P., & DeLeon, L. (2002). What ever happened to policy implementation? An alternative approach. Journal of Public Administration Research and Theory, 12(4), 467–492. doi:10.1093/oxfordjournals.jpart.a003544
  • Edelman, M. (1977). Political language: Words that succeed and policies that fail. New York, NY: Elsevier.
  • Frumkin, P., & Galaskiewicz, J. (2004). Institutional isomorphism and public sector organizations. Journal of Public Administration Research and Theory, 14(3), 283– 307. doi:10.1093/jopart/muh028
  • Getha-Taylor, H. (2009). Where’s (Dwight) Waldo? Public Performance & Management Review, 32(4), 574–578. doi:10.2753/pmr1530-9576320406
  • Goldstein, K. (2002). Getting in the door: Sampling and completing elite interviews. Political Science & Politics, 35(04), 669–672. doi:10.1017/s1049096502001130
  • Gulati, R. (1995). Social structure and alliance formation patterns: A longitudinal analysis. Administrative Science Quarterly, 40(4), 619–652. doi:10.2307/2393756
  • Gupta, P. P., Dirsmith, M. W., & Fogarty, T. J. (1994). Coordination and control in a government agency: Contingency and institutional theory perspectives on GAO audits. Administrative Science Quarterly, 39(2), 264–284. doi:10.2307/2393236
  • Hall, T. E., & O’Toole, L. J. (2000). Structures for policy implementation an analysis of national legislation, 1965–1966 and 1993–1994. Administration & Society, 31(6), 667–686. doi:10.1177/00953990022019281
  • Hall, T. E., & O’Toole, L. J. (2004). Shaping formal networks through the regulatory process. Administration & Society, 36(2), 186–207. doi:10.1177/0095399704263476
  • Head, B., & Alford, J. (2015). Wicked problems: Implications for public policy and management. Administration and Society, 47(6), 711–739. doi:10.1177/0095399713481601
  • Herranz, Jr., J. (2010). Network performance and coordination: A theoretical review and framework. Public Performance & Management Review, 33(3), 311–341. doi:10.2753/pmr1530-9576330301
  • Ho, A. (2007). The governance challenges of the Government Performance and Results Act: A case study of the substance abuse and mental health administration. Public Performance & Management Review, 30(3), 369–397.
  • Huang, K., & Provan, K. G. (2007). Structural embeddedness and organizational social outcomes in a centrally governed mental health services network. Public Management Review, 9(2), 169–189. doi:10.1080/14719030701340218
  • Jennings, Jr., E. T., & Ewalt, J. A. G. (1998). Interorganizational coordination, administrative consolidation, and policy performance. Public Administration Review, 58(5), 417–428. doi:10.2307/977551
  • Jennings, Jr., E. T., & Krane, D. (1994). Coordination and welfare reform: The quest for the philosopher’s stone. Public Administration Review, 54(5), 341–348. doi:10.2307/977381
  • Kapucu, N. (2006). Interagency communication networks during emergencies boundary spanners in multiagency coordination. American Review of Public Administration, 36(2), 207–225. doi:10.1177/0275074005280605
  • Kaufman, H. (1960). The forest ranger: A study in administrative behavior. Baltimore, MD: Johns Hopkins University Press.
  • Kettl, D. F. (2003). Contingent coordination: Practical and theoretical puzzles for homeland security. The American Review of Public Administration, 33(3), 253–277. doi:10.1177/0275074003254472
  • Kettl, D. F. (2006). Managing boundaries in American administration: The collaboration imperative. Public Administration Review, 66(s1), 10–19. doi:10.1111/j.1540-6210.2006.00662.x
  • Kincaid, J. (1990). From cooperative to coercive federalism. Annals of the American Academy of Political and Social Science, 509, 139–152. doi:10.1177/0002716290509001013
  • Klijn, E. H., & Koopenjan, J. (2000) Public management and policy networks. Public Management, 2(2), 135–158. doi:10.1080/14719030000000007
  • Koontz, T. M., & Bodine, J. (2008). Implementing ecosystem management in public agencies: Lessons from the U.S. Bureau of Land Management and the Forest Service. Conservation Biology, 22(1), 60–69. doi:10.1111/j.1523-1739.2007.00860.x
  • Lawrence, P., & Lorsch, J. (1967) Organization and environment. Boston, MA: Harvard Business School.
  • Lindsay, C., McQuaid, R. W., & Dutton, M. (2008). Inter‐agency cooperation and new approaches to employability. Social Policy & Administration, 42(7), 715–732. doi:10.1111/j.1467-9515.2008.00634.x
  • Lowrie, K. W., & Greenberg, M. R. (2001). Can David and Goliath get along? Federal land in local places. Environmental Management, 28(6), 703–711. doi:10.1007/s002670010255
  • Lundin, M. (2007). Explaining cooperation: How resource interdependence, goal congruence, and trust affect joint actions in policy implementation. Journal of Public Administration Research and Theory, 17(4), 651–672. doi:10.1093/jopart/mul025
  • Mandell, M., & Keast, R. (2007). Evaluating network arrangements: Toward revised performance measures. Public Performance & Management Review, 30(4), 574–597. doi:10.2753/pmr1530-9576300406
  • Mandell, M., & Steelman, T. (2003). Understanding what can be accomplished through interorganizational innovations: The importance of typologies, context and management strategies. Public Management Review, 5(2), 197–224. doi:10.1080/1461667032000066417
  • March, J. G., & Olsen, J. P. (1983). The new institutionalism: Organizational factors in political life. American Political Science Review, 78(3), 734–749. doi:10.2307/1961840
  • May, P. J. (1993). Mandate design and implementation: Enhancing implementation efforts and shaping regulatory styles. Journal of Policy Analysis and Management, 12(4), 634–663. doi:10.2307/3325344
  • May, P. J., & Burby, R. J. (1996). Coercive versus cooperative policies: Comparing intergovernmental mandate performance. Journal of Policy Analysis and Management, 15(2), 171–201. doi:10.1002/(sici)1520-6688(199621)15:2<171::aid-pam2>3.0.co;2-g
  • McCubbins, M. D., Noll, R. G., & Weingast, B. R. (1989). Structure and process, politics and policy: Administrative arrangements and the political control of agencies. Virginia Law Review, 75, 431–482. doi:10.2307/1073179
  • McGuire, M., & Silvia, C. (2009). Does leadership in networks matter? Examining the effect of leadership behaviors on managers’ perceptions of network effectiveness. Public Performance & Management Review, 33(1), 34–62. doi:10.2753/pmr1530-9576330102
  • Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363. doi:10.1086/226550
  • Meyer, J. W., Scott, W. R., & Strang D. (1987). Centralization, fragmentation, and school district complexity. Administrative Science Quarterly, 32(2), 186–201. doi:10.2307/2393125
  • Meyer, J. W., Scott, W. R., Strang, D., & Creighton, A. L. (1988). Bureaucratization without centralization: Changes in the organizational system of U.S. public education, 1940–1980. In L. G. Zucker (Ed.), Institutional patterns and organizations: Culture and environment (pp. 139–168). Cambridge, MA: Balinger.
  • Milward, H. B., Provan, K. G., Fish, A., Isett, K. R., & Huang, K. (2009). Governance and collaboration: An evolutionary study of two mental health networks. Journal of Public Administration Research and Theory, 20, i125–i141. doi:10.1093/jopart/mup038
  • Mitchell, G. E., O’Leary, R., & Gerard, C. (2015). Collaboration and performance: Perspectives from public managers and NGO leaders. Public Performance & Management Review, 38(4), 684–716. doi:10.1080/15309576.2015.1031015
  • Moe, T. M. (1984). The new economics of organization. American Journal of Political Science, 28(4), 739–777. doi:10.2307/2110997
  • Moore, M. H. (1995). Creating public value: Strategic management in government. Boston, MA: Harvard University Press.
  • Moseley, A., & James, O. (2008). Central state steering of local collaboration: Assessing the impact of tools of meta-governance in homelessness services in England. Public Organization Review, 8(2), 117–136. doi:10.1007/s11115-008-0055-6
  • Moynihan, D. P., & Soss, J. (2014). Policy feedback and the politics of administration. Public Administration Review, 74(3), 320–332. doi:10.1111/puar.12200
  • Newmann, W. W. (2002). Reorganizing for national security and homeland security. Public Administration Review, 62(si), 126–137. doi:10.1111/1540-6210.62.s1.22
  • O’Sullivan, E., Rassel, G. R., Taliaferro, J. D. (2011) Practical research methods for non-profit and public administrators. Boston, MA: Longman.
  • Ostrom, E. (1998). A behavioral approach to the rational choice theory of collective action: Presidential address. American Political Science Association, 1997. American Political Science Review, 92(1), 1–22. doi:10.2307/2585925
  • O’Toole, Jr., L. J. (2007). American intergovernmental relations: Foundations, perspective and issues. Washington, DC: CQ Press.
  • O’Toole, Jr., L. J., & Montjoy, R. S. (1984). Inter-organizational policy implementation: A theoretical perspective. Public Administration Review, 44(6), 491–503. doi:10.2307/3110411
  • Pandey, S. K., & Wright, B. E. (2006). Connecting the dots in public management: Political environment, organizational goal ambiguity, and the public manager’s role ambiguity. Journal of Public Administration Research and Theory, 16(4), 511–532. doi:10.1093/jopart/muj006
  • Patton, M. Q. (2002). Two decades of developments in qualitative inquiry a personal, experiential perspective. Qualitative Social Work, 1(3), 261–283. doi:10.1177/1473325002001003636
  • Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50(3), 367–373. doi:10.2307/976618
  • Pierson, P. (1993). When effect becomes cause: Policy feedback and political change. World Politics, 45(4), 595–628. doi:10.2307/2950710
  • Pollitt, C. (2007). New Labour’s re-disorganization: Hyper-modernism and the costs of reform—A cautionary tale. Public Management Review, 9(4), 529–543. doi:10.1080/14719030701726663
  • Provan, K. G., & Kenis, P. (2008). Modes of network governance: Structure, management, and effectiveness. Journal of Public Administration Research and Theory, 18(2), 229–252. doi:10.1093/jopart/mum015
  • Rabe, B. G. (1990). Legislative incapacity: The congressional role in environmental policy-making and the case of superfund. Journal of Health Politics, Policy and Law, 15(3), 571–589. doi:10.1215/03616878-15-3-571
  • Rabe, B. G. (1996). An empirical examination of innovations in integrated environmental management: The case of the Great Lakes Basin. Public Administration Review, 56(4), 372–381. doi:10.2307/976379
  • Radin, B. A. (1992). Rural development councils: An intergovernmental coordination experiment. Publius: The Journal of Federalism, 22(3), 111–127. doi:10.2307/3330255
  • Radin, B. A. (2007). The instruments of intergovernmental management. In B. G. Peters & J. Pierre(Eds.), The handbook of public administration: Concise paperback edition (pp. 365–376). Thousand Oaks, CA: Sage.
  • Romzek, B. S., & Dubnick, M. J. (1987). Accountability in the public sector: Lessons from the Challenger tragedy. Public Administration Review, 47(3), 227–238. doi:10.2307/975901
  • Romzek, B. S., LeRoux, K., & Blackmar, J. M. (2012). A preliminary theory of informal accountability among network organizational actors. Public Administration Review, 72(3), 442–453. doi:10.1111/j.1540-6210.2011.02547.x
  • Rubin, H. J., & Rubin, I. S. (1995). Qualitative interviewing: The art of hearing data. Thousand Oaks, CA: Sage.
  • Sabatier, P. A. (1986). Top-down and bottom-up approaches to implementation research: A critical analysis and suggested synthesis. Journal of Public Policy, 6(1), 21–48. doi:10.1017/s0143814x00003846
  • Schlossberg, M. (2004). Coordination as a strategy for serving the transportation disadvantaged a comparative framework of local and state roles. Public Works Management & Policy, 9(2), 132–144. doi:10.1177/1087724x04268562
  • Schneider, A. L., & Ingram, H. M. (1997). Policy design for democracy. Lawrence, KS: University Press of Kansas.
  • Schram, S. F. (1992). Post-positivistic policy analysis & the Family Support Act of 1988: Symbols at the expense of substance. Polity, 24(4), 633–655. doi:10.2307/3235053
  • Scott, W. R. (2007). Institutions and organizations: Ideas and interests. Thousand Oaks, CA: Sage Publications.
  • Seidman, H. (1970). Politics, position, and power: The dynamics of federal organization. New York, NY: Oxford University Press.
  • Seldon, A., & Pappworth, J. (1983). By word of mouth:“Élite”oral history. New York, NY: Taylor & Francis.
  • Sørensen, E., & Torfing, J. (2009). Making governance networks effective and democratic through metagovernance. Public Administration, 87(2), 234–258. doi:10.1111/j.1467-9299.2009.01753.x
  • Southern Nevada Public Lands Management Act, Pub. L. No. 105–263, 31 USC 6901 (1998). https://www.gpo.gov/fdsys/pkg/STATUTE-112/pdf/STATUTE-112-Pg2343.pdf
  • Steelman, T. A. (2010). Implementing innovation: Fostering enduring change in environmental and natural resource governance. Washington, DC: Georgetown University Press.
  • Strauss, A. L., & Corbin, J. M. (1990). Basics of qualitative research (Vol. 15). Newbury Park, CA: Sage.
  • Thomas, C. W. (1997). Public management as interagency cooperation: Testing epistemic community theory at the domestic level. Journal of Public Administration Research and Theory, 7(2), 221–246. doi:10.1093/oxfordjournals.jpart.a024347
  • Van de Ven, A. H., Delbecq, A. L., & Koenig, Jr., R. (1976). Determinants of coordination modes within organizations. American Sociological Review, 41(2), 322–338. doi:10.2307/2094477
  • Van Horn, C. E., & Van Meter, D. S. (1977). The implementation of intergovernmental policy. In S. S. Nagel (Ed.), Policy studies review annual (Vol. 1, pp. 96–120). Beverly Hills, CA: Sage.
  • Walker, P. A., & Hurley, P. T. (2004). Collaboration derailed: The politics of “community-based” resource management in Nevada County. Society and Natural Resources, 17, 735–751. doi:10.1080/08941920490480723
  • Weber, M. (1922). Bureaucracy. In J. Shafritz, J. S. Otts, & Y. S. Jang (Eds.), Classics of organization theory (pp. 78–83). Boston, MA: Cenage Learning.
  • Weiss, J. A. (1981). Substance vs. symbol in administrative reform: The case of human services coordination. Policy Analysis, 7(1), 21–45.
  • Weissert, C. S. (2001). Reluctant partners: The role of preferences, incentives, and monitoring in program compliance. Journal of Public Administration Research and Theory, 11(4), 435–453. doi:10.1093/oxfordjournals.jpart.a003510
  • Whitford, A. B. (2002). Bureaucratic discretion, agency structure, and democratic responsiveness: The case of the United States attorneys. Journal of Public Administration Research and Theory, 12(1), 3–27. doi:10.1093/oxfordjournals.jpart.a003523
  • Wilson, J. Q. (1989). Bureaucracy: What government agencies do and why they do it. New York, NY: Basic Books.
  • Wise, C. R. (2002). Organizing for homeland security. Public Administration Review, 62(2), 131–144. doi:10.1111/0033-3352.00164
  • Yang, K. (2007). Responsiveness in network governance: Revisiting a fundamental concept: Symposium introduction. Public Performance & Management Review, 31(2), 131–143. doi:10.2753/pmr1530-9576310200
  • Yanow, D., & Schwartz-Shea, P. (2006). Interpretation and method: Empirical research methods and the interpretive turn. Armonk, NY: Sharpe
  • Yin, R. K. (2003). Case study research: Design and methods (3rd ed.). Thousand Oaks, CA: Sage.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.