The American Review of Public Administration (AM REV PUBLIC ADM)

Publisher: SAGE Publications

Journal description

The American Review of Public Administration is a peer-reviewed journal dedicated to the study of public affairs and public administration, featuring articles addressing rapidly emerging issues in public administration and public affairs. ARPA publishes articles which look beyond traditional boundaries of public administration, review or synthesize previous research in the field, and speculate and comment on current issues in public administration.

Current impact factor: 0.88

Impact Factor Rankings

2015 Impact Factor Available summer 2016
2009 Impact Factor 0.822

Additional details

5-year impact 1.39
Cited half-life 7.00
Immediacy index 0.11
Eigenfactor 0.00
Article influence 0.64
Website The American Review of Public Administration website
Other titles American review of public administration (Online), American review of public administration, ARPA
ISSN 0275-0740
OCLC 39928174
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

SAGE Publications

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Authors retain copyright
    • Pre-print on any website
    • Author's post-print on author's personal website, departmental website, institutional website or institutional repository
    • On other repositories including PubMed Central after 12 months embargo
    • Publisher copyright and source must be acknowledged
    • Publisher's version/PDF cannot be used
    • Post-print version with changes from referees comments can be used
    • "as published" final version with layout and copy-editing changes cannot be archived but can be used on secure institutional intranet
    • Must link to publisher version with DOI
    • Publisher last reviewed on 29/07/2015
  • Classification
    ​ green

Publications in this journal

  • The American Review of Public Administration 09/2015; 45(5):629-631. DOI:10.1177/0275074015575573
  • The American Review of Public Administration 08/2015; DOI:10.1177/0275074015598392
  • The American Review of Public Administration 08/2015; DOI:10.1177/0275074015598576
  • The American Review of Public Administration 07/2015; 45(4):494-495. DOI:10.1177/0275074015572462
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    ABSTRACT: Recent headlines suggest that state revenue volatility has important consequences regarding public administration and the choices state governments make. This work explores the connection between fiscal limits—specifically, tax and expenditure limitations (TELs), balanced-budget rules (BBRs), and super-majority voting requirements (SMRs)—and state revenue volatility. While growth is the most common measure for judging the impact of fiscal constraints, there is a growing literature that argues that volatility, or risk, of state revenue streams is equally important. This work looks at 48 states (Alaska and Nebraska are dropped) over a 37-year period (1969-2005) to assess how fiscal constraints are associated with the volatility of state revenue streams. The evidence suggests that states with strict BBRs and SMRs tend to have lower levels of revenue volatility, while strict TELs tend to be associated with higher levels of revenue volatility. However, given that states often have adopted more than one of these limits, the evidence suggests that strong BBRs have a very strong moderating effect on the impact of TELs. States with super-majority rules tend to start at lower levels of volatility; however, they have little influence on the impact of the other limits.
    The American Review of Public Administration 06/2015; DOI:10.1177/0275074015589341
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    ABSTRACT: This study analyzes the diffusion of public sector pension reforms across the American states between 1999 and 2012, a policy area notable for its fiscal implications as much as its recent political polarization. Previous enactment in other, non-contiguous states was the largest and most consistent driver of reform. Otherwise, empirical findings suggest that reform antecedents varied by reform type. Existing funding levels reduced the likelihood that states would cut benefits, change pension governance, or reduce cost of living allowances, but had no effect otherwise. Evidence for partisan legislative influence is weak, although Republican control had partial, positive effects on the enactment of pension governance reforms and increases to the retirement age. Across the board, other relevant factors such as constitutional pension protections, collective bargaining rights, and union membership density had no effect. That external contagion pressures have a more robust influence than endogenous conditions raises questions about the future efficacy of pension reform.
    The American Review of Public Administration 06/2015; DOI:10.1177/0275074015589342
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    ABSTRACT: This article examines whether the racial context within local communities influences the assignment of disciplinary policies in public schools. First, we consider whether different policies may be assigned to similar target groups across varying racial contexts. Then, we consider whether the racial context moderates the transition from passive representation to active representation among bureaucrats. We draw from two theories of intergroup relations—group contact theory and group threat theory—to help explain the passive-to-active representation link. Using a sample of Georgia public schools, we find that schools rely more on more punitive disciplinary measures in school districts characterized by greater segregation and that this occurs especially among schools with sizable African American student populations. We also find that active representation appears to occur more often in segregated environments, perhaps because of the greater salience of race within these communities.
    The American Review of Public Administration 06/2015; DOI:10.1177/0275074015589126
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    ABSTRACT: Reducing employee turnover in the U.S. federal government has been an ongoing goal of policymakers in Washington, D.C. A large literature emerging during the last three decades has identified a range of antecedents of turnover intention and actual turnover, including individual characteristics, employee attitudes, organizational conditions, and managerial practices. Little research has been done, however, on the impact of employee empowerment as a multifaceted managerial approach on turnover options in the public sector. This study proposes a theoretical model of the direct and indirect effects of employee empowerment on turnover intention in the U.S. federal bureaucracy. The model is tested using structural equation modeling (SEM) and data from the U.S. Federal Employee Viewpoint Survey (FEVS). The empirical results support the hypothesized model. Employee empowerment has negative direct and indirect effects on turnover intention. In addition, the negative effect is greater on the likelihood of intention to leave to another federal agency and intention to leave the federal government than on the intention to retire.
    The American Review of Public Administration 05/2015; DOI:10.1177/0275074015583712
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    ABSTRACT: Given the complexity of their work, street-level bureaucrats rely on their professional networks to access implementation resources and information. Despite the acknowledged importance of these networks, little research exists on how network structure and composition influence frontline performance. This study analyzes a unique data set that includes the professional networks of more than 420 teachers in 21 public schools along with 3 years of administrative data on student test scores and student demographics. Using value-added models derived from the student test data, objective measures of teacher performance were calculated. The results suggest that street-level performance is influenced by both network structure and composition. Thus, the actions of street-level workers are not independent responses to individual dilemmas, but rather are developed and shaped by specific features of the social structure in which the individual bureaucrat is embedded.
    The American Review of Public Administration 03/2015; DOI:10.1177/0275074015577110
  • The American Review of Public Administration 03/2015; DOI:10.1177/0275074015575353
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    ABSTRACT: The implementation of organizational change is a considerable challenge for public organizations. Recent studies have highlighted the importance of leadership in change processes in public organizations, but limited empirical evidence exists. Moreover, the contribution of change leadership in organizational change is likely to be dependent on the particular characteristics of public organizations. This study concerns the relationship between direct supervisors’ change leadership and the commitment to change of change recipients, and examines to what extent this relationship is related to the bureaucratic features that often characterize public organizations. The findings indicate that change leadership contributes to change recipients’ commitment to change by providing high-quality change communication and stimulating employee participation in the implementation of change. However, the findings also indicate that red tape perceptions of change recipients and a low reliance on a transformational leadership style impede the potential of change leadership to bring about employee participation in the implementation of change.
    The American Review of Public Administration 03/2015; DOI:10.1177/0275074015574769
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    ABSTRACT: Public encounters, the micro-level relational process of face-to-face contact between public professionals and community members, are argued to have a meaningful effect on the outcomes of governance activities. In turn, the specific characteristics of these encounters are constrained by institutionalized macro-level structures, yet the variety of contexts and associated relational styles have not been carefully explored. Therefore, in this article, public encounters are considered in light of a particular governance typology to (a) clearly differentiate macro-level contexts, (b) clearly differentiate the associated styles of relating in each type of public encounter, (c) describe the ways in which these interactions hinder or foster productive processes and outcomes, and (d) identify a preferred approach for potentially more fruitful results. In this way, the article provides a theoretical platform for future analysis of empirical cases. This theoretical analysis reveals the pathological dynamics in public encounters produced by typical approaches to governance and offers an alternative approach that may produce more effective public encounters. Specifically, using the method of integration described by Progressive Era scholar Mary Follett, we argue fruitful public encounters entail a relational disposition, a cooperative style of relating, a collaborative mode of association, and a method for achieving integration that enables constructive conflict through disintegration of a priori positions; collaborative discovery of facts and values; revaluation of desires and methods through dialogue; creative and integrative determinations; collective responsibility; and experientially founded commitment.
    The American Review of Public Administration 03/2015; DOI:10.1177/0275074015576953
  • The American Review of Public Administration 03/2015; DOI:10.1177/0275074015573281
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    ABSTRACT: Nonprofit enterprises may play an important role in revenue diversification from a government perspective, especially when local governments suffer from revenue shortages. This study attempts to examine whether an increasing number of nonprofit enterprises influence revenue diversification, as measured by the Herfindahl-Hirschman Index (HHI), as well as volatility using a panel data set from 2007 to 2012. The results indicate that local governments can secure more diversified and increased income sources as more nonprofit enterprises are created throughout the county. Moreover, nonprofit enterprises with stable business categories contribute more and therefore actively improve revenue conditions of local governments.
    The American Review of Public Administration 02/2015; DOI:10.1177/0275074015573832