PAD 711 Public Personnel Management: Supplemental Readings


Articles - selected

Bingle, B. S., Meyer, C. K., & Taylor, A. (2013). Nonprofit And Public Sector Human Resources Management: A Comparative Analysis. International Journal of Management & Information Systems (Online), 17(3), 135.

Bozzani, F. M., Mudzengi, D., Sumner, T., Gomez, G. B., Hippner, P., Cardenas, V., . . . Vassall, A. (2018). Empirical estimation of resource constraints for use in model-based economic evaluation: an example of TB services in South Africa. Cost Effectiveness and Resource Allocation, 16. doi:

Cohen, M. P. (2013). What Will The New Public Sector Look Like and Who Will Be There? Public Manager, 42(4), 66-68.

Demmke, C. (2017). Effects of Budgetary Constraints on HR Reforms in Central Public Administrations and the Importance of Institutional Context. International Journal of Public Administration, 40(13), 1129-1142. doi:10.1080/01900692.2016.1242618

George, B., Desmidt, S., Cools, E., & Prinzie, A. (2018). Cognitive styles, user acceptance and commitment to strategic plans in public organizations: an empirical analysis. Public Management Review, 20(3), 340-359. doi:10.1080/14719037.2017.1285112

Goodman, D., French, P. E., & Battaglio, R. P. (2015). Determinants of Local Government Workforce Planning. American Review of Public Administration, 45(2), 135-152. doi:10.1177/0275074013486179

French, P. E., & Goodman, D. (2012). An Assessment of the Current and Future State of Human Resource Management at the Local Government Level. Review of Public Personnel Administration, 32(1), 62. doi:

Jacobs, B. (2009). Developing performance management in a local strategic partnership: context and issues. The International Journal of Public Sector Management, 22(5), 432-444. doi:

Jacobson, W. S., Sowa, J. E., & Lambright, K. T. (2014). Do Human Resource Departments Act as Strategic Partners? Strategic Human Capital Management Adoption by County Governments. Review of Public Personnel Administration, 34(3), 289. doi:

Kash, B. A. P. F., Spaulding, A. P., Johnson, C. E. P., Gamm, L. P., & Hulefeld, M. F. (2014). Success Factors for Strategic Change Initiatives: A Qualitative Study of Healthcare Administrators' Perspectives/PRACTITIONER APPLICATION. Journal of Healthcare Management, 59(1), 65-81.

Lim, S., Wang, T. K., & Lee, S.-Y. (2017). Shedding New Light on Strategic Human Resource Management: The Impact of Human Resource Management Practices and Human Resources on the Perception of Federal Agency Mission Accomplishment. Public Personnel Management, 46(2), 91-117. doi:

Marbury, R., & Mayer, R. (2013). Connecting the Dots Among People, Budgets, and Missions. Public Manager, 42(1), 58-60.

Nicholson-Crotty, J. (2011). Nonprofit Organizations, Bureaucratic Agencies, and Policy: Exploring the Determinants of Administrative Advocacy. American Review of Public Administration, 41(1), 61-74. doi:10.1177/0275074009359681

Pink-Harper, S. A., & Rauhaus, B. (2017). EXAMINING THE IMPACT OF FEDERAL EMPLOYEE WELLNESS PROGRAMS AND EMPLOYEE RESILIENCE IN THE FEDERAL WORKPLACE. Journal of Health and Human Services Administration, 40(3), 353-387.

Robinson, R., & Shuck, B. (2019). A Penny for Your Thoughts: Exploring Experiences of Engagement, Voice, and Silence. Journal of Organizational Psychology, 19(4), 121-135.

Saša, B., & Hanlon, B. (2018). Corporate portfolio management in the public sector. The Journal of Management Development, 37(4), 333-340. doi:

Starks, G. L., & Brooks, F. E. (2009. Strategic Human Capital Planning: Recruiting and Retaining New Federal Employees.Public Manager, 38(1), 60-67.

Teo, S. T. T., & Rodwell, J. J. (2007). To be strategic in the new public sector, HR must remember its operational activities. Human Resource Management, 46(2), 265.

Waterhouse, J., & Keast, R. (2012). Strategizing Public Sector Human Resource Management: The Implications of Working in Networks. International Journal of Public Administration, 35(8), 562-576. doi:10.1080/01900692.2012.662782

Berry, F. S., & Brower, R. S. (2005/09//). INTERGOVERNMENTAL AND INTERSECTORAL MANAGEMENT: Weaving Networking, Contracting Out, and Management Roles into Third Party Government. Public Performance & Management Review. Sep2005, Vol. 29 Issue 1, p7-17.

Bradbury, M., & Kellough, J. E. (2011). Representative Bureaucracy: Assessing the Evidence on Active Representation. American Review of Public Administration, 41(2), 157-167. doi:10.1177/0275074010367823

Bright, L. (2008). Does Public Service Motivation Really Make a Difference on the Job Satisfaction and Turnover Intentions of Public Employees? American Review of Public Administration, 38(2), 149-166. doi:10.1177/0275074008317248

Colley, L. (2014). Understanding Ageing Public Sector Workforces: Demographic challenge or a consequence of public employment policy design? Public Management Review, 16(7), 1030-1052. doi:10.1080/14719037.2013.771697

Collins, B. K. (2008). What's the Problem in Public Sector Workforce Recruitment? A Multi-Sector Comparative Analysis of Managerial Perceptions. International Journal of Public Administration, 31(14), 1592-1608. doi:10.1080/01900690802434214

Demmke, C. (2017). Effects of Budgetary Constraints on HR Reforms in Central Public Administrations and the Importance of Institutional Context. International Journal of Public Administration, 40(13), 1129-1142. doi:10.1080/01900692.2016.1242618

Ebbers, W. E., & van Dijk, J. A. G. M. (2007). Resistance and support to electronic government, building a model of innovation. Government Information Quarterly, 24(3), 554-575. doi:10.1016/j.giq.2006.09.008

Goodman, D., French, P. E., & Battaglio, R. P. (2015). Determinants of Local Government Workforce Planning. American Review of Public Administration, 45(2), 135-152. doi:10.1177/0275074013486179

Macfarlane, F., Duberley, J., Fewtrell, C., & Powell, M. (2012). Talent management for NHS managers: human resources or resourceful humans? Public Money & Management, 32(6), 445-452. doi:10.1080/09540962.2012.728786

Rhys, A., Boyne, G. A., & Walker, R. M. (2006). Workforce diversity in the public sector: an evaluation of the performance of English local authorities. Policy & Politics, 34(2), 287-306. doi:10.1332/030557306776315868

Selden, S. C., Ingraham, P. W., & Jacobson, W. (2001). Human Resource Practices in State Government: Findings from a National Survey. Public Administration Review, 61(5), 598-607. doi:10.1111/0033-3352.00130

Simaika, A. (2005). The Value of Information: Alternatives to Liability in Influencing Corporate Behavior Overseas. Columbia Journal of Law & Social Problems, 38(3), 321-363.

Wynen, J., Verhoest, K., Ongaro, E., van Thiel, S., & in cooperation with the, C. n. (2014). Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation? Public Management Review, 16(1), 45-66. doi:10.1080/14719037.2013.790273

Barrett, P. (2019). New development: Reviews of public sector performance—groundhog day? Public Money & Management, 39(7), 521-527. doi:10.1080/09540962.2019.1579441

Baumgartner, J., & Case, R. (2009). Constitutional Design of the Executive: Vice Presidencies in Comparative Perspective. Congress & the Presidency, 36(2), 148-163. doi:10.1080/07343460902948105

Brogaard, L. (2017). The impact of innovation training on successful outcomes in public–private partnerships. Public Management Review, 19(8), 1184-1205. doi:10.1080/14719037.2016.1272710

Bryson, J. M., Edwards, L. H., & Van Slyke, D. M. (2018). Getting strategic about strategic planning research. Public Management Review, 20(3), 317-339. doi:10.1080/14719037.2017.1285111

Burke, B. F., & Costello, B. C. (2005). THE HUMAN SIDE OF MANAGING FOR RESULTS. American Review of Public Administration, 35(3), 270-286. doi:10.1177/0275074005276349

Busetti, S., & Dente, B. (2018). Designing multi-actor implementation: A mechanism-based approach. Public Policy & Administration, 33(1), 46-65. doi:10.1177/0952076716681207

Corte-Real, I. (2008). Public management reform in Portugal: successes and failures. International Journal of Public Sector Management, 21(2), 205-229. doi:10.1108/09513550810855663

Dull, M., & Roberts, P. S. (2009). Continuity, Competence, and the Succession of Senate-Confirmed Agency Appointees, 1989-2009. Presidential Studies Quarterly, 39(3), 432-453. doi:10.1111/j.1741-5705.2009.03699.x

Elbanna, S., Andrews, R., & Pollanen, R. (2016). Strategic Planning and Implementation Success in Public Service Organizations: Evidence from Canada. Public Management Review, 18(7), 1017-1042. doi:10.1080/14719037.2015.1051576

Fredericksen, E. (2010). When the Music Stops: Succession Is More Than Filling Seats. State & Local Government Review, 42(1), 50-60. doi:10.1177/0160323X10368518

Holley, L. M., Dufner, D., & Reed, B. J. (2004). STRATEGIC INFORMATION SYSTEMS PLANNING IN U.S. COUNTY GOVERNMENTS. Public Performance & Management Review, 27(3), 102-126.

Irish, A. (2017). Assessing Local Government Capacity for Implementing Sustainable Transportation: The Role of Political Culture. International Journal of Public Administration, 40(5), 375-384. doi:10.1080/01900692.2015.1122037

Johnson, C. (2009). The 2008-2009 Presidential Transition: Preparing Federal Agencies. Presidential Studies Quarterly, 39(4), 819-822. doi:10.1111/j.1741-5705.2009.03709.x

Kelman, S., & Myers, J. (2011). Successfully Achieving Ambitious Goals in Government: An Empirical Analysis. American Review of Public Administration, 41(3), 235-262. doi:10.1177/0275074010380450

Kumar, M. J. (2009). The 2008-2009 Presidential Transition Through the Voices of Its Participants. Presidential Studies Quarterly, 39(4), 823-858. doi:10.1111/j.1741-5705.2009.03710.x

Mitchell, D., Larson, S. E., Colantonio, C., & Nguyen, C. (2018). Planning for Change. State & Local Government Review, 50(2), 110-118. doi:10.1177/0160323X18785695

Oliveira, V., & Pinho, P. (2010). Measuring success in planning: Developing and testing a methodology for planning evaluation. TPR: Town Planning Review, 81(3), 307-332. doi:10.3828/tpr.2010.7

Perlman, B. J. (2010). Introduction: New Rules and Approaches for Succession Planning. State & Local Government Review, 42(1), 48-49. doi:10.1177/0160323X10368034

Reeves, T. Z. (2010). Mentoring Programs in Succession Planning. State & Local Government Review, 42(1), 61-66. doi:10.1177/0160323X10368036

Rezvani, S., & Pick, S. (2008). The Program Manager's View. Public Manager, 37(4), 94-97.

Schmalzried, H., & Fallon Jr, L. F. (2007). SUCCESSION PLANNING FOR LOCAL HEALTH DEPARTMENT TOP EXECUTIVES: REDUCING RISK TO COMMUNITIES. Journal of Community Health, 32(3), 169-180. doi:10.1007/s10900-006-9044-2

Wenbo, S. (2002). THE CONTRIBUTION OF ORGANIZATION FACTORS IN THE SUCCESS OF ELECTRONIC GOVERNMENT COMMERCE. International Journal of Public Administration, 25(5), 629. doi:10.1081/PAD-120003293

Yvonne Lederer, A., & Richard, J. G. (2011). Identification of appropriate responsibilities and positions for business process management success: Seeking a valid and reliable framework. Business Process Management Journal, 17(1), 127-146. doi:10.1108/14637151111105616

Birnir, J. K., & Waguespack, D. M. (2011). Ethnic inclusion and economic growth. Party Politics, 17(2), 243-260. doi:10.1177/1354068810391149

Charron, N. (2009). Government Quality and Vertical Power-Sharing in Fractionalized States. Publius: The Journal of Federalism, 39(4), 585-605. doi:10.1093/publius/pjp015

Edwards, L. H., Holmes, M. H., & Sowa, J. E. (2019). Including women in public affairs departments: Diversity is not enough. Journal of Public Affairs Education, 25(2), 163-184. doi:10.1080/15236803.2018.1565051

Evans, M. D. (2018). Gender representation in MPA ethics courses. Journal of Public Affairs Education, 24(3), 342-360. doi:10.1080/15236803.2018.1426427

Hero, R. E., & Tolbert, C. J. (2004). Minority Voices and Citizen Attitudes about Government Responsiveness in the American States: Do Social and Institutional Context Matter? British Journal of Political Science, 34(1), 109-121. doi:10.1017/S0007123403000371

Johnson Iii, R. G., & Rivera, M. A. (2007). Refocusing Graduate Public Affairs Education: A Need for Diversity Competencies in Human Resource Management. Journal of Public Affairs Education, 13(1), 15-27. doi:10.1080/15236803.2007.12001464

Moon, K.-K. (2018). How does a diversity climate shape the relationship between demographic diversity and organizational social capital in the U.S. federal government? Public Management Review, 20(8), 1246-1264. doi:10.1080/14719037.2017.1400582

Ramos, M. (2004/04/14/2004 Annual Meeting, Chicago, IL). The Institutionalization of theEqual Employment Opportunity Commission. Midwestern Political Science Association. 2004 Annual Meeting, Chicago, IL, p1-40

Smith, R. A. (2009). Queer Inclusions, Continental Divisions: Public Recognition of Sexual Diversity in Canada and the United States. Political Science Quarterly (Academy of Political Science), 124(1), 193-194. doi:10.1002/j.1538-165X.2009.tb01857.x

Andrews, R., Beynon, M. J., & McDermott, A. (2019). Configurations of New Public Management reforms and the efficiency, effectiveness and equity of public healthcare systems: a fuzzy-set Qualitative Comparative Analysis. Public Management Review, 21(8), 1236-1260. doi:10.1080/14719037.2018.1561927

Bauwens, R., Audenaert, M., & Decramer, A. (2019). Fostering societal impact and job satisfaction: the role of performance management and leader–member exchange. Public Management Review, 21(10), 1486-1515. doi:10.1080/14719037.2018.1561928

Beeri, I., Uster, A., & Vigoda-Gadot, E. (2019). Does Performance Management Relate to Good Governance? A Study of Its Relationship with Citizens' Satisfaction with and Trust in Israeli Local Government. Public Performance & Management Review, 42(2), 241-279. doi:10.1080/15309576.2018.1436074

Birdsall, C. (2018). Performance Management in Public Higher Education: Unintended Consequences and the Implications of Organizational Diversity. Public Performance & Management Review, 41(4), 669-695. doi:10.1080/15309576.2018.1481116

Birdsall, C. (2019). Policy Adoption, Innovation, and Performance Management: The Case of Performance-funding Policies in State Postsecondary Education. State & Local Government Review, 51(1), 34-45. doi:10.1177/0160323X19861425

Calciolari, S., Prenestini, A., & Lega, F. (2018). An organizational culture for all seasons? How cultural type dominance and strength influence different performance goals. Public Management Review, 20(9), 1400-1422. doi:10.1080/14719037.2017.1383784

Capaldo, G., Costantino, N., & Pellegrino, R. (2017). The Effect of More Demanding Public Services Quality Standards on the Organization of Service Providers. International Journal of Public Administration, 40(10), 847-859. doi:10.1080/01900692.2017.1295263

Choi, I., & Moynihan, D. (2019). How to foster collaborative performance management? Key factors in the US federal agencies. Public Management Review, 21(10), 1538-1559. doi:10.1080/14719037.2019.1571275

Deschamps, C., & Mattijs, J. (2018). How Organizational Learning Is Supported by Performance Management Systems: Evidence from a Longitudinal Case Study. Public Performance & Management Review, 41(3), 469-496. doi:10.1080/15309576.2018.1462213

Drew, J. (2018). Playing for keeps: local government distortion of depreciation accruals in response to high-stakes public policy-making. Public Money & Management, 38(1), 57-64. doi:10.1080/09540962.2017.1389542

Grönroos, C. (2019). Reforming public services: does service logic have anything to offer? Public Management Review, 21(5), 775-788. doi:10.1080/14719037.2018.1529879

Hall, J. L. (2017). Evidence-Based Practice: Challenging the Rational Wisdom. International Journal of Public Administration, 40(9), 730-743. doi:10.1080/01900692.2016.1187167

Holzer, M., Ballard, A., Kim, M., Peng, S., & Deat, F. (2019). Obstacles and Opportunities for Sustaining Performance Management Systems. International Journal of Public Administration, 42(2), 132-143. doi:10.1080/01900692.2017.1405445

Johansen, M., Kim, T., & Zhu, L. (2018). Managing for Results Differently: Examining Managers’ Purposeful Performance Information Use in Public, Nonprofit, and Private Organizations. American Review of Public Administration, 48(2), 133-147. doi:10.1177/0275074016676574

Kasdin, S., Barnow, B., & Newcomer, K. (2018). Getting Performance from Performance Management: A Framework for Strategic Management Choices. International Journal of Public Administration, 41(15), 1228-1242. doi:10.1080/01900692.2017.1384489

Lewis, J. M. (2019). Performance indicators and democracy: citizens' views on the purposes of government websites. Public Money & Management, 39(1), 18-25. doi:10.1080/09540962.2019.1537703

Mizrahi, S., & Minchuk, Y. (2019). Accountability and performance management: citizens' willingness to monitor public officials. Public Management Review, 21(3), 334-353. doi:10.1080/14719037.2018.1473478

Molina, A. L. (2018). Strategic Responsiveness and the Minority Public Manager. Public Performance & Management Review, 41(4), 790-814. doi:10.1080/15309576.2018.1502738

Negoita, M. (2018). Beyond Performance Management: A Networked Production Model of Public Service Delivery. Public Performance & Management Review, 41(2), 253-276. doi:10.1080/15309576.2017.1408473

Opstrup, N., & Pihl-Thingvad, S. (2018). Does Setting Goals and Incentivizing Results Matter for the Psychosocial Work Environment? Public Performance & Management Review, 41(4), 815-834. doi:10.1080/15309576.2018.1481117

Pasha, O., & Poister, T. H. (2019). The Impact of Performance Management Under Environmental Turbulence. American Review of Public Administration, 49(4), 441-453. doi:10.1177/0275074018814245

Patrick, B., Plagens, G. K., Rollins, A., & Evans, E. (2018). The Ethical Implications of Altering Public Sector Accountability Models: The Case of the Atlanta Cheating Scandal. Public Performance & Management Review, 41(3), 544-571. doi:10.1080/15309576.2018.1438295

Pfiffner, R. (2019). Why Performance Information Use Requires a Managerial Identity: Evidence from the Field of Human Services. Public Performance & Management Review, 42(2), 405-431. doi:10.1080/15309576.2018.1464936

Rana, T., Wickramasinghe, D., & Bracci, E. (2019). New development: Integrating risk management in management control systems—lessons for public sector managers. Public Money & Management, 39(2), 148-151. doi:10.1080/09540962.2019.1580921

Rivenbark, W. C., Fasiello, R., Roenigk, D. J., & Adamo, S. (2017). Exploring the Relationship between Operational and Financial Indicators: The Case of Water and Sewer Utilities. International Journal of Public Administration, 40(10), 888-895. doi:10.1080/01900692.2017.1281297

Sandfort, J., Ong, S. J., & McKay, C. (2019). Performance Management Regimes in Practice: Examining the Local Agencies Implementing Temporary Assistance for Needy Families. American Review of Public Administration, 49(2), 145-158. doi:10.1177/0275074018809202

Tammel, K. (2017). Shared Services and Cost Reduction Motive in the Public Sector. International Journal of Public Administration, 40(9), 792-804. doi:10.1080/01900692.2016.1204617

Tantardini, M. (2019). Routine and nonroutine performance information: an assessment about substitution and complementarity. Public Management Review, 21(5), 755-774. doi:10.1080/14719037.2018.1523452

Verhoest, K., & Wynen, J. (2018). Why Do Autonomous Public Agencies Use Performance Management Techniques? Revisiting the Role of Basic Organizational Characteristics. International Public Management Journal, 21(4), 619-649. doi:10.1080/10967494.2016.1199448

Vogel, R., & Hattke, F. (2018). How is the Use of Performance Information Related to Performance of Public Sector Professionals? Evidence from the Field of Academic Research. Public Performance & Management Review, 41(2), 390-414. doi:10.1080/15309576.2017.1400986

Andrew, S. A., & Hawkins, C. V. (2013). Regional Cooperation and Multilateral Agreements in the Provision of Public Safety. American Review of Public Administration, 43(4), 460-475. doi:10.1177/0275074012447676

Andrulis, D. P., Siddiqui, N. J., & Gantner, J. L. (2007). Preparing Racially And Ethnically Diverse Communities For Public Health Emergencies. Health Affairs, 26(5), 1269-1279. doi:10.1377/hlthaff.26.5.1269

Basolo, V., Steinberg, L. J., Burby, R. J., Levine, J., Cruz, A. M., & Chihyen, H. (2009). The Effects of Confidence in Government and Information on Perceived and Actual Preparedness for Disasters. Environment & Behavior, 41(3), 338-364. doi:10.1177/0013916508317222

Berke, P. R., & Campanella, T. J. (2006). Planning for Postdisaster Resiliency. Annals of the American Academy of Political & Social Science, 604, 192-207. doi:10.1177/0002716205285533

Brudney, J. L., & Gazley, B. (2009). PLANNING TO BE PREPARED: An Empirical Examination of the Role of Voluntary Organizations in County government Emergency Planning. Public Performance & Management Review, 32(3), 372-399. doi:10.2753/PMR1530-9576320302

Caruson, K., & MacManus, S. A. (2008). Disaster Vulnerabilities: How Strong a Push Toward Regionalism and Intergovernmental Cooperation? American Review of Public Administration, 38(3), 286-306. doi:10.1177/0275074007309152

Comfort, L. K. (2012). Designing Disaster Resilience and Public Policy: Comparative Perspectives, Part II. Journal of Comparative Policy Analysis, 14(3), 199-201. doi:10.1080/13876988.2012.696440

Cullen, A. C., Corrales, M. A., Kramer, C. B., & Faustman, E. M. (2008). The Application of Genetic Information for Regulatory Standard Setting Under the Clean Air Act: A Decision-Analytic Approach. Risk Analysis: An International Journal, 28(4), 877-890. doi:10.1111/j.1539-6924.2008.01084.x

Cutter, S. L., & Emrich, C. T. (2006). Moral Hazard, Social Catastrophe: The Changing Face of Vulnerability along the Hurricane Coasts. Annals of the American Academy of Political & Social Science, 604, 102-112. doi:10.1177/0002716205285515

Drevs, F., & Müller, M. (2015). Public Service Motivation as Driver of Social Support to Apply for Safety-Critical Organizations? An Empirical Study in the Context of German Military Service. Journal of Nonprofit & Public Sector Marketing, 27(2), 135-154. doi:10.1080/10495142.2014.985561

Farmbry, K., & Krauskopf, J. (2013). Review of Crisis, Disaster, and Risk: Institutional Response and Emergence. Journal of Public Affairs Education, 19(3), 581-583. doi:10.1080/15236803.2013.12001752

Gerber, B. J. (2015). Local Governments and Climate Change in the United States: Assessing Administrators’ Perspectives on Hazard Management Challenges and Responses. State & Local Government Review, 47(1), 48-56. doi:10.1177/0160323X15575077

Harrald, J. R. (2006). Agility and Discipline: Critical Success Factors for Disaster Response. Annals of the American Academy of Political & Social Science, 604, 256-272. doi:10.1177/0002716205285404

Hopkins, A. (2007). Beyond Compliance Monitoring: New Strategies for Safety Regulators. Law & Policy, 29(2), 210-225. doi:10.1111/j.1467-9930.2007.00253.x

Hunt, B. (2010). Risk and Crisis Management in the Public Sector. Public Management Review, 12(5), 747-751. doi:10.1080/14719037.2010.512202

Johnson, G. F. (2005). Taking Stock: The Normative Foundations of Positivist and Non-Positivist Policy Analysis and Ethical Implications of the Emergent Risk Society. Journal of Comparative Policy Analysis, 7(2), 137-153. doi:10.1080/13876980500116246

Justice, J. B., & Simon, S. (2002). Municipal Bond Insurance: Trends and Prospects. Public Budgeting & Finance, 22(4), 114-137. doi:10.1111/1540-5850.00092

Kouzmin, A. (2008). CRISIS MANAGEMENT IN CRISIS? Administrative Theory & Praxis (Administrative Theory & Praxis), 30(2), 155-183. doi:10.1080/10841806.2008.11029631

Kunreuther, H. (2006). Disaster Mitigation and Insurance: Learning from Katrina. Annals of the American Academy of Political & Social Science, 604, 208-227. doi:10.1177/0002716205285685

Nicholson, W. C. (2007). Emergency Planning and Potential Liabilities for State and Local Governments. State & Local Government Review, 39(1), 44-56. doi:10.1177/0160323X0703900105

Raymond, L., & Olive, A. (2009). Ideas, Discourse, and Rhetoric in Political Choice*. Polity, 41(2), 189-210. doi:10.1057/pol.2008.31

Roberts, P. S., & Wernstedt, K. (2019). Decision Biases and Heuristics Among Emergency Managers: Just Like the Public They Manage For? American Review of Public Administration, 49(3), 292-308. doi:10.1177/0275074018799490

Roe, E., & Schulman, P. R. (2012). Toward a Comparative Framework for Measuring Resilience in Critical Infrastructure Systems. Journal of Comparative Policy Analysis, 14(2), 114-125. doi:10.1080/13876988.2012.664687

Rosenthal, U. (2003). SEPTEMBER 11: PUBLIC ADMINISTRATION AND THE STUDY OF CRISES AND CRISIS MANAGEMENT. Administration & Society, 35(2), 129. doi:10.1177/0095399703035002001

Suddle, S. (2009). The Risk Management of Third Parties During Construction in Multifunctional Urban Locations. Risk Analysis: An International Journal, 29(7), 1024-1040. doi:10.1111/j.1539-6924.2009.01213.x

Susan, L. S. (2007). Developing a Bioterrorism Preparedness Campaign for Veterans: Using Focus Groups to Inform Materials Development. Health Promotion Practice, 8(1), 31-40. doi:10.1177/1524839906289075

Willis, H., Lester, G., & Treverton, G. (2009). Information Sharing for Infrastructure Risk Management: Barriers and Solutions. Intelligence & National Security, 24(3), 339-365. doi:10.1080/02684520903036925

Yuen, A. (2009). Target Concessions in the Shadow of Intervention. Journal of Conflict Resolution, 53(5), 745-773. doi:10.1177/0022002709339046

Books and Government Dodcuments - selected

  • Dubois, D. D. (2019). Competency-based human resource management. Palo Alto, Calif: Davies-Black Pub. (coming soon)

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