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Managing Upward, Downward, and Outward: Networks, Hierarchical Relationships and Performance
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| | Unformatted Document Text:
Managing Upward, Downward, and Outward:
Networks, Hierarchical Relationships and Performance
Laurence J. O’Toole, Jr.
Department of Public Administration and Policy
School of Public and International Affairs
University of Georgia
Athens, GA 30602
## email not listed ##
Kenneth J. Meier
Department of Political Science
and Bush School of Government
Texas A&M University
College Station, TX 77845
## email not listed ##
Sean Nicholson-Crotty
Department of Political Science
Texas A&M University
College Station, TX 77845
## email not listed ##
Paper presented at the 2003 Annual Meeting of the American Political Science Association, Philadelphia, PA, August 28-31, 2003.
*
This paper is part of an ongoing research agenda on the role of public management in complex
policy settings. We have benefitted from the helpful comments of Stuart Bretschneider, Amy Kneedler Donahue, H. George Frederickson, Carolyn Heinrich, Patricia Ingraham, J. Edward Kellough, Laurence E. Lynn, Jr., H. Brinton Milward, David Peterson, Hal G. Rainey, and Bob Stein on various aspects of this research program. Needless to say, this paper is the responsibility
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| | Authors: O'Toole, Laurence., Meier, Kenneth. and Nicholson-Crotty, Sean. |
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Managing Upward, Downward, and Outward:
Networks, Hierarchical Relationships and Performance
Laurence J. O’Toole, Jr.
Department of Public Administration and Policy
School of Public and International Affairs
University of Georgia
Athens, GA 30602
## email not listed ##
Kenneth J. Meier
Department of Political Science
and Bush School of Government
Texas A&M University
College Station, TX 77845
## email not listed ##
Sean Nicholson-Crotty
Department of Political Science
Texas A&M University
College Station, TX 77845
## email not listed ##
Paper presented at the 2003 Annual Meeting of the American Political Science Association,
Philadelphia, PA, August 28-31, 2003.
*
This paper is part of an ongoing research agenda on the role of public management in complex
policy settings. We have benefitted from the helpful comments of Stuart Bretschneider, Amy
Kneedler Donahue, H. George Frederickson, Carolyn Heinrich, Patricia Ingraham, J. Edward
Kellough, Laurence E. Lynn, Jr., H. Brinton Milward, David Peterson, Hal G. Rainey, and Bob
Stein on various aspects of this research program. Needless to say, this paper is the responsibility
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