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Public Performance & Management Review
Editor: Marc Holzer, Rutgers University--Campus at Newark (marcholzer1@gmail.com)
Managing Editor: Kaifeng Yang, School of Public Administration and Policy, Renmin University of China and School of Public Administration and Policy, Florida State University
Senior Editor: Evan Berman, National Chengchi University
Senior Editor: Arie Halachmi, Tennessee State University
Associate Editor: Montgomery Van Wart, California State University, San Bernardino
Emerging Issues Editor: Etienne Charbonneau, Ecole nationale d'administration publique
Assistant Editor: Ines Lopes, Rutgers University--Campus at Newark

View a Virtual Issue Celebrating Important Research in PPMR.

Public Performance & Management Review is a scholarly forum that addresses a broad range of factors influencing the performance of public and nonprofit organizations and agencies. Its objectives are to facilitate the development of innovative techniques and encourage a wider application of those already established; stimulate research and critical thinking about the relationship between public and private management theories; present integrated analyses of theories, concepts, strategies and techniques dealing with productivity, measurement and related questions of performance improvement; and provide a forum for practitioner-academic exchange. Continuing themes include managing for productivity, measuring and evaluating performance, improving budget strategies, managing human resources, building partnerships, and applying new technologies.

Regular features in PPMR include:

Featured Topic... examining a single topic of critical concern in a series of three to five articles, with varying perspectives and points of view, providing readers with a fully developed and rounded examination of the subject at hand.

Articles...providing public management scholars with the latest empirically based research in public administration, and practitioners with fresh and effective approaches to solving difficult problems.

Web-based learning... articles covering innovative training and education programs at all levels of government and higher education.

Case Studies... presenting and analyzing case examples from diverse public sector organizations to provide practical advice and insights on what public managers are doing, what's working and what's not.

Book Reviews and Review Notes... evaluating and discussing new literature on public administration and management in terms of its quality and relevance to the workings of the public sector.

ISI Impact Factor 2012: 0.536 (second listing)

ISI Ranking in Public Administration 2012: 33/47 (second listing)

"Given today's current political and economic climate PPMR has never been more relevant. Here practitioners can obtain state-of-the-art tools and measurement techniques that simply cannot be found in any one place as they can in PPMR which has undoubtedly become the absolute go-to-resource." - Dr. Alan R. Shark, Executive Director, Public Technology Institute

"PPMR not only presents new methods for measuring and improving performance and productivity, it helps put established techniques into practice within the field." -Antoinette A. Samuel, MPA CAE, Deputy Executive Director at National League of Cities

"Year in and year out, the articles of Public Performance & Management Review contain many of the best insights anywhere on governmental performance management and service delivery." -David N. Ammons, University of North Carolina at Chapel Hill

Abstracting and Indexing: Current Contents/Social and Behavioral Sciences, Journal Citation Reports/Social Sciences Edition, Local Government Information Network (LOGIN), PAIS International, Scopus, Social Sciences Citation Index, Wilson Business Periodicals Index, and Worldwide Political Science Abstracts.

Public Performance & Management Review is now available in the JSTOR archive as part of the Arts & Sciences IV Collection.

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ISSN:  Current volume: Frequency Per Year:
1530-9576 Vol. 37 No. 3 (March 2014 - Dec 2014) 4

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Editorial Board
David Ammons, University of North Carolina at Chapel Hill; Maria P. Aristigueta, University of Delaware; Fran Berry, Florida State University; Rajade M. Berry-James, North Carolina State University--Raleigh; Geert Bouckaert, Catholic University of Leuven, Belgium; Barry Bozeman, Georgia Technological Institute; Thomas A. Bryer, University of Central Florida; John Bryson, University of Minnesota; Donald J. Calista, Marist College; Tony Carrizales, Marist College; Sharon Caudle, Government Accountability Office; Hon Chan, City University of Hong Kong; Charlie Coe, North Carolina State University; Glen Hahn Cope, University of Missouri--St. Louis; Ruth DeHoog, University of North Carolina; Patria de Lancer Julnes, University of Baltimore; Robert Denhardt, Arizona State University; George Frederickson, University of Kansas; Gerald Gabris, Northern Illinois University; Jerry A. Gianakis, Suffolk University; Chao Guo, Indiana University--Purdue University Indianapolis; Mary Guy, University of Colorado--Denver; Jeremy L. Hall, University of Texas at Dallas; Ralph Hambrick, Virginia Commonwealth University; Harry P. Hatry, Urban Institute; Steve Hays, University of South Carolina; W. Bartley Hildreth, Georgia State University; Alfred Ho, University of Kansas; Van Johnston, University of Denver; Naim Kapucu, University of Central Florida; Janet Kelly, University of Louisville; Younhee Kim, East Carolina University; Cheryl Simrell King, The Evergreen State College; Eleanor Laudicina, Kean College of New Jersey; Keon-Hyung Lee, Florida State University; Seok-Hwan Lee, Kookmin University; Allen C. Lomax, Community Indicators Consortium; David S.T. Matkin, University at Albany, State University of New York; Cliff McCue, Florida Atlantic University; Ines Mergel, Syracuse University; Gerald J. Miller, Arizona State University, Phoenix; Shlomo Mizrahi, Ben-Gurion University of the Negev, Israel; M. Jae Moon, Yonsei University; Donald Moynihan, University of Wisconsin; Meredith Newman, Florida International University; Ronald Nyhan, Florida Atlantic University; Rosemary O'Leary, Syracuse University; Steven Ott, University of Utah; Susan Paddock, University of Wisconsin; Sanjay Pandey,, Rutgers University--Campus at Newark; Theodore H. Poister, Georgia State University; Joan Pynes, University of South Florida; Jeffrey Raffel, University of Delaware; Hal G. Rainey, University of Georgia; Norma Riccucci, Rutgers University--Campus at Newark; Wilbur C. Rich, Wellesley College; David Rosenbloom, American University; Richard Schwester, John Jay College of Criminal Justice; Amy E. Smith, University of Massachusetts Boston; James Thompson, University of Illinois at Chicago; Steven Van de Walle, Erasmus University Rotterdam; Wouter Van Dooren, University of Antwerp; Gregg Van Ryzin, Rutgers University--Campus at Newark; Richard M. Walker, City University of Hong Kong; XiaoHu (Shawn) Wang, City University of Hong Kong; Bart Wechsler, University of Missouri; Ethel Williams, University of Nebraska; Blue Wooldridge, Virginia Commonwealth University; Bradley E. Wright, Andrew Young School of Policy Studies; Menzhong Zhang, University of Maryland, College Park

Table of Contents
March 2014
Vol. 37 No. 03

Sustainability Leadership in a Local Government Context: The Administrator's Role in the Process
XiaoHu Wang, Montgomery Van Wart, and Nick Lebredo 339
The Use of ICT for Open Government in U.S. Municipalities: Perceptions of Chief Administrative Officers
Sukumar Ganapati and Christopher G. Reddick 365
Public Meetings for Efficient Administrative Performance in the United States
Jongkon Lee 388
The Influence of Executive Selection Factors on the Performance of Public Sector Organizations in Korea
Sanghee Park and Yoon Jik Cho 412
Bringing Participatory Tools to a Different Level: A Case Study of Local Participatory Practices in Kyrgyzstan
Jyldyz T. Kasymova and Hindy Lauer Schachter 441
Testing the Effect of Person-Environment Fit on Employee Perceptions of Organizational Goal Ambiguity
Rusi Sun, Shuyang Peng, and Sanjay K. Pandey 465
Decentralization in Public Sector Organizations: Do Organizational Autonomy and Result Control Lead to Decentralizations Toward Lower Hierarchical Levels?
Jan Wynen, Koen Verhoest, and Kristin Rübecksen 496


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