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Multilevel governance and organizational performance: Investigating the political-bureaucratic labyrinth

Author

Listed:
  • Kenneth J. Meier

    (George Bush School of Government, Texas A&M University, College Station)

  • Laurence J. O'Toole

    (Department of Public Administration and Policy, School of Public and International Affairs, University of Georgia, Athens)

  • Sean Nicholson-Crotty

    (Department of Political Science, Texas A&M University, College Station)

Abstract

Research on governance has extensively explored the complex interactions of governmental, nongovernmental, and for-profit entities in the execution of public policy. It has consistently failed, however, to model empirically the joint effects of political and bureaucratic actors in governance systems. To address this issue, a theory of multilevel governance built upon the foundation of representative bureaucracy was developed and tested. Results from an analysis of Texas school districts suggest that Latinos at all levels of the governance system, political and managerial, influence representation at other levels. Findings also indicate that Latinos at each level of governance have positive effects, directly and indirectly, on outcomes for Latino students. The influence of both political and managerial actors at times extends beyond the immediately adjoining level; the effects of such actors cascade through the governance system. The results show that a priority for systematic research should be the identification of approaches and settings for examining the multilevel aspect of governance. © 2004 by the Association for Public Policy Analysis and Management.

Suggested Citation

  • Kenneth J. Meier & Laurence J. O'Toole & Sean Nicholson-Crotty, 2004. "Multilevel governance and organizational performance: Investigating the political-bureaucratic labyrinth," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 23(1), pages 31-47.
    • Handle: RePEc:wly:jpamgt:v:23:y:2004:i:1:p:31-47
    DOI: 10.1002/pam.10177
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    References listed on IDEAS

    as
    1. Kenneth J. Meier & Laurence J. O'Toole, 2002. "Public management and organizational performance: The effect of managerial quality," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 21(4), pages 629-643.
    2. Carolyn J. Hill & Laurence E. Lynn, 2004. "Governance and public management, an introduction," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 23(1), pages 3-11.
    3. Hanushek, E.A.omson, W., 1996. "Assessing the Effects of School Resources on Student Performance : An Update," RCER Working Papers 424, University of Rochester - Center for Economic Research (RCER).
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    Cited by:

    1. Trevor Brown & Matt Potoski, 2006. "Contracting for management: Assessing management capacity under alternative service delivery arrangements," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 25(2), pages 323-346.
    2. Melissa Williams & Timothy Baghurst, 2014. "The Management Impact of Elected Leaders," SAGE Open, , vol. 4(2), pages 21582440145, April.

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