While the field of public management has become increasingly international, research and policy recommendations that work for one country often do not work for another. Why, for example, is managerial networking important in the United States, moderately effective in the United Kingdom, and of little consequence in the Netherlands[unk] Comparative Public Management argues that scholars must find a better way to account for political, environmental, and organizational contexts to build a more general model of public management. The volume editors propose a framework in which context influences the types of managerial actions that can be used effectively in public organizations. After introducing the innovative framework, the book offers seven empiricalchapters-cases from seven countries and a range of policy areas (health,education, taxation, and local governance)-that show how management affects performance in different contexts. Following these empirical tests, the bookexamines themes that emerge across cases and seeks to set an agenda forfuture research.
Intended for students and scholars of public administration and public policy, this book will be the first to provide a comprehensive comparative assessment of management's impact on organizational performance.

Contributions by: Laurence J. O'Toole, Kenneth J. Meier, Cameron Wimpy, Marlette Jackson, Kenneth J. Meier, Rhys Andrews, Amanda Rutherford, Claire Stieg, René Torenvlied, Agnes Akkerman, Mads Leth Jakobsen, Anne Mette Kjeldsen, Thomas Pallesen, Claudia N. Avellaneda, Ricardo Gomes, Amanda Rutherford, Amanda Rutherford, Laurence J. O'Toole, Kenneth J. Meier