dc.contributor.authorKim, Soojin
dc.contributor.authorSchachter, Hindy Lauer
dc.date.accessioned2017-05-04T06:19:35Z
dc.date.available2017-05-04T06:19:35Z
dc.date.copyright2013
dc.date.issued2013
dc.identifier30 p.
dc.identifier.citationKim, S., & Schachter, H. L. (2013). Citizen Participation in the Budget Process and Local Government Accountability: Case Studies of Organizational Learning from the United States and South Korea. Public Performance and Management Review, 36(3), 456-471.en_US
dc.identifier.issn1530-9576en_US
dc.identifier.urihttp://hdl.handle.net/10220/42335
dc.description.abstractCitizen participation in budgeting can be a governmental mechanism to minimize organizational learning pathologies resulting from sole reliance on an administrative accountability model. This study analyzes case studies of Los Angeles and Bukgu, South Korea, to show how participative budgeting combines exploration and refinement strategies to create processes that foster information exchange between citizens and public officials. Although the analysis finds representativeness problems in both cases, scholars, administrators, and citizen advocates should have an interest in the narratives on how cities construct and refine processes that can improve citizen-administrator information exchange.en_US
dc.format.extent17 p.en_US
dc.language.isoenen_US
dc.relation.ispartofseriesPublic Performance and Management Reviewen_US
dc.rights© 2013 M.E. Sharpe, Inc. This is the author created version of a work that has been peer reviewed and accepted for publication by Public Performance & Management Review, M.E. Sharpe. 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/10.2753/PMR1530-9576360304].en_US
dc.subjectBudget processen_US
dc.subjectCitizen involvementen_US
dc.titleCitizen Participation in the Budget Process and Local Government Accountability: Case Studies of Organizational Learning from the United States and South Koreaen_US
dc.typeJournal Article
dc.contributor.schoolSchool of Humanities and Social Sciencesen_US
dc.identifier.doihttp://dx.doi.org/10.2753/PMR1530-9576360304
dc.description.versionAccepted Version
dc.identifier.rims198887


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