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Are There Managerial Practices Associated with Service Delivery Collaboration Success?: Evidence from British Crime and Disorder Reduction Partnerships
(John F. Kennedy School of Government, Harvard University, 2011)
Little empirical work exists measuring if interagency collaborations delivering public services produce better outcomes, and none looking inside the black box at collaboration management practices. We examine whether there ...
Leadership, Membership, and Voice: Civic Associations That Work
(University of Chicago Press, 2010)
Why are some civic associations more effective than others? The authors introduce a multidimensional framework for analyzing the effectiveness of civic associations in terms of public recognition, member engagement, and ...
When Performance Trumps Gender Bias: Joint Versus Separate Evaluation
(INFORMS, 2012)
We examine a new intervention to overcome gender biases in hiring, promotion, and job assignments: an “evaluation nudge,” in which people are evaluated jointly rather than separately regarding their future performance. ...
Gasoline Taxes and Consumer Behavior
(John F. Kennedy School of Government, 2012)
Gasoline taxes can be employed to correct externalities associated with automobile use, to reduce dependency on foreign oil, and to raise government revenue. Our understanding of the optimal gasoline tax and the efficacy ...
The Global Health System: Actors, Norms, and Expectations in Transition
(Public Library of Science, 2010)
The article discusses the changing quality of global health institutions. It cites the factors that affect the change including variety of civil society, nongovernmental organizations, and private firms, changing relationships ...
The Disgust-Promotes-Disposal Effect
(Springer, 2012)
Individuals tend toward status quo bias: preferring existing options over
new ones. There is a countervailing phenomenon: Humans naturally dispose of
objects that disgust them, such as foul-smelling food. But what if the ...
The Methodology of Positive Policy Analysis
(John F. Kennedy School of Government, Harvard University, 2010)
Policy analyses frequently clash. Their disagreements stem from many sources, such as models, empirical estimates, values, who should have standing, and weighting of different criteria. We provide a simple taxonomy of ...
Successfully Executing Ambitious Strategies in Government: An Empirical Analysis
(John F. Kennedy School of Government, Harvard University, 2009)
How are senior government executives who attempt to execute an ambitious vision requiring significant strategic change in their organizations able to succeed? How do they go about formulating a strategy in the first place? ...
Networks, Hierarchies, and Markets: Aggregating Collective Problem Solving in Social Systems
(John F. Kennedy School of Government, Harvard University, 2009)
How do decentralized systems collectively solve problems? Here we explore the interplay among three canonical forms of collective organization—markets, networks, and hierarchies—in aggregating decentralized problem solving. ...
Variable Temptations and Black Mark Reputations
(John F. Kennedy School of Government, Harvard University, 2011)
In a world of imperfect information, reputations often guide the sequential decisions to trust and to reward trust. We consider two-player situations, where one player – the truster – decides whether to trust, and the other ...