This Article Full Text (PDF) All Versions of this Article: 1065912907313207v1 62/1/158    most recent References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Vaughn, J. S. Articles by Villalobos, J. D. Search for Related Content Social Bookmarking                         What's this?

The Managing of the Presidency

Applying Theory-Driven Empirical Models to the Study of White House Bureaucratic Performance

Cleveland State University, Cleveland, Ohio, J.S.VAUGHN{at}csuohio.edu

José D. Villalobos

Texas A&M University, College Station, Texas, jvillalobos{at}polisci.tamu.edu

We argue that scholars of the presidency should begin to apply their rich descriptive understanding of White House organization and personnel to questions of causality. To help guide this effort, we offer a theory-driven empirical model that explains organizational performance. Importing theory from the public management literature, we show how scholars can use the Meier-O'Toole (MO) model to explain performance outcomes and dynamics for key political and policy functions within the institutional presidency. We introduce the MO model and discuss its potential impact on the field of presidency studies.

Key Words: presidency • public management • bureaucratic performance

This version was published on March 1, 2009

Political Research Quarterly, Vol. 62, No. 1, 158-163 (2009)
DOI: 10.1177/1065912907313207


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?