Modeling public management

Abstract This article reports on our systematic effort to measure and model the impact of management on public programs. Using a parsimonious, nonlinear model of management built by Meier and O'Toole from the extensive case study literature, empirical papers have focused on managerial networking, managerial quality, managerial stability, and personnel stability; and how they relate to overall performance. There is now a substantial body of empirical work that demonstrates that management matters for performance and that this impact is often nonlinear in form. This article recaps the research agenda and sets out a series of unanswered questions for future research.

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