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66 Pub. Admin. Rev. [i] (2006)

handle is hein.journals/pbcamnstn66 and id is 1 raw text is: PAR Public the premier journal ofpublic administration Administration January I February 2006 Review Volume 66 Number 1 Editorial 1 Richard J. Stillman II Jos C. N. Raadschelders Why PAR? Times have changed significantly since the first issue ofPAR appeared in 1940, only a year after the American Society for Public Administration was founded. Some question, is PAR necessary? Does PAR, a generalist public administration journal, still have a legitimate role in an age of instantaneous communication, unceasing technological change, narrow career specialization, and intense hostility toward government? We believe it does. Exchange T HIS issue of PAR inaugurates a series that will explore the intellectual foundations of our field through an exchange between prominent administrative scholars-one senior and one junior. Here, New York University professor Paul C. Light reflects on where we are today with seminal ideas concerning government reform. Based on his conceptual framework of four tides of reform, Light marshals current empirical evidence that points to important new trends, as well as critical new dilemmas. In his reply, Yale University's Jonathan Koppell sug- gests there may be several problems-as well as pluses-inherent in Light's theoretical model. 6 Paul C. Light The Tides of Reform Revisited: Patterns in Making Government Work, 1945-2002 20 Jonathan Koppell Reform in Lieu of Change: Tastes Great, Less Filling Organizational THIS issue centers on the methodologies, tools, and techniques for improving organi- Performance zational performance and explores the promises and pitfalls of their application. These analyses cross organizational boundaries and address critical questions of how-and how not-to increase performance in nonprofit and government units at all levels. 24 Kenneth J. Meier Laurence J. O'Toole, Jr. Holly T. Goerdel Management Activity and Program Performance: Gender as Management Capital Is there a relationship between gender and the performance of organizations? The research reported in this article suggests the answer is yes, depending on the function within which managerial capacity is exercised. 37 Sanjay K. Pandey James L. Garnett Exploring Public Sector Communication Performance: Testing a Model and Drawing Implications The performance ofgovernment agencies-or at least the perception of their performance-is significantly influenced by communication. The impediments of bureaucratic red tape to efective internal communication can be overcome when key capacities are present, but external communi- cation-with the public and other important stakeholders-presents a different set of challenges. 52 Rhys Andrews George A. Boyne Richard M. Walker Strategy Content and Organizational Performance: An Empirical Analysis What kinds of organizations perform best? Innovative ones, conservative ones, or reactive ones? How does each strategy relate to organizational efectiveness? This study of the service-delivery performance of 119 British local governments argues that inno- vators perform best, particularly when they seek new markets for the services they offer.

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