Reinventing government : city manager attitudes and actions
By: KEANEY, Richard C
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Contributor(s): FELDMAN, Barry M | SCAVO, Carmine P.F.
Material type: 
ArticlePublisher: Malden, MA : Blackwell Publishers, nov./dec.2000Public Administration Review: PAR 60, 6, p. 535-548Abstract: With the aim of helping move research from rhetoric to empirical reality, this article reports results of a national survey of city managers on attitudes towards and actions taken to implement principles of reinventing government. A large majority of managers support key principles of reinvention. A smaller proportion of managers has taken actions to recommend adoption of reinvention programs in their budget proposals to council. Managers' action-taking is influenced by certain characteristics of city managers, their communities, and their governments, including managers' attitudes and experiences, slack resources, and region.
With the aim of helping move research from rhetoric to empirical reality, this article reports results of a national survey of city managers on attitudes towards and actions taken to implement principles of reinventing government. A large majority of managers support key principles of reinvention. A smaller proportion of managers has taken actions to recommend adoption of reinvention programs in their budget proposals to council. Managers' action-taking is influenced by certain characteristics of city managers, their communities, and their governments, including managers' attitudes and experiences, slack resources, and region.
Public Administration Review PAR
November/December 2000 Volume 60 Number 6
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