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|Title:||Community commitment in special districts||Authors:||Berman, Evan M.
West, Jonathan P.
Eger III, Robert J.
|Keywords:||DRNTU::Social sciences::Political science::Public administration||Issue Date:||2013||Source:||Chen, C.-A., Berman, E. M., West, J. P., & Eger III, R. J. (2013). Community commitment in special districts. International public management journal, 16(1), 113-140.||Series/Report no.:||International public management journal||Abstract:||Special districts now constitute about 40% of all U.S. jurisdictions, yet little is known about them. Some critics are concerned that special districts and their staffs have insufficient community commitment. This study, based on a national survey of senior managers in large special districts, examines activities and programs of special district managers that foster community building and engagement, including correlates of these. Study results reveal that special districts are committed to their communities and several strategies and conditions are associated with increased community commitment, such as jobs that focus on community interactions, service type, and ethics management, as well as, to lesser extent, graduate degree qualifications and charters that specify the role of managers in promoting the public interest and in relation to the board.||URI:||https://hdl.handle.net/10356/103802
|DOI:||http://dx.doi.org/10.1080/10967494.2013.796790||Rights:||© 2013 Taylor & Francis Group, LLC. This is the author created version of a work that has been peer reviewed and accepted for publication by International Public Management Journal, Taylor & Francis Group, LLC. It incorporates referee’s comments but changes resulting from the publishing process, such as copyediting, structural formatting, may not be reflected in this document. The published version is available at: [http://dx.doi.org/10.1080/10967494.2013.796790].||Fulltext Permission:||open||Fulltext Availability:||With Fulltext|
|Appears in Collections:||HSS Journal Articles|
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