Examines how Hamilton’s thoughts and experiences about public administration theory and practice have shaped the nation

American public administration inherited from Alexander Hamilton a distinct republican framework through which we derive many of our modern governing standards and practices. His administrative theory flowed from his republican vision, prescribing not only the how of administration but also what should be done and why. Administration and policy merged seamlessly in his mind, each conditioning the other. His Anti-Federalist detractors clearly saw this and fought his vision tooth and nail.

That conflict endures to this day because Americans still have not settled on just one vision of the American republic. That is why, Richard Green argues, Hamilton is a pivotal figure in our current reckoning. If we want to more fully understand ourselves and our ways of governing today, we must start by understanding Hamilton, and we cannot do that without exploring his administrative theory and practice in depth.

Alexander Hamilton’s Public Administration considers Hamilton both as a founder of the American republic, steeped in the currents of political philosophy and science of his day, and as its chief administrative theorist and craftsman, deeply involved in establishing the early institutions and policies that would bring his interpretation of the written Constitution to life. Accordingly, this book addresses the complex mix of classical and modern ideas that informed his vision of a modern commercial and administrative republic; the administrative ideas, institutions, and practices that flowed from that vision; and the substantive policies he deemed essential to its realization. Green’s analysis grows out of an immersion in Hamilton’s extant papers, including reports, letters, pamphlets, and essays. Readers will find a comprehensive explanation of his theoretical contributions and a richly detailed account of his ideas and practices in historical context.

A foundational classic on the organization and coordination of modern government.

This fresh publication of James W. Fesler’s classic, Area and Administration is a powerful work of intellectual history. Richly illustrating how the Great Depression and World War II shaped the thinking of scholars who helped build modern American government.

It is also an authoritative work of powerful insight. The challenges of linking the center with the front lines, or securing vertical and horizonal coordination, and of connecting area and function, have only become more important in twenty-first century government. Fesler’s path-breaking book provides an extraordinarily useful foundation for grappling with issues that have become even more important for governance.
 

Legislative member organizations (LMOs)—such as caucuses in the U.S. Congress and intergroups in the European Parliament—exist in lawmaking bodies around the world. Unlike parties and committees, LMOs play no obvious, predefined role in the legislative process. They provide legislators with opportunities to establish social networks with colleagues who share common interests. In turn, such networks offer valuable opportunities for the efficient exchange of policy-relevant—and sometimes otherwise unattainable—information between legislative offices. Building on classic insights from the study of social networks, the authors provide a comparative overview of LMOs across advanced, liberal democracies. In two nuanced case studies of LMOs in the European Parliament and the U.S. Congress, the authors rely on a mix of social network analysis, sophisticated statistical methods, and careful qualitative analysis of a large number of in-depth interviews.

A foundational guide to understanding how bureaucracies differ—and why those differences matter.

The comparative study of public policy once promised to make major contributions to our understanding of government. Much of that promise now appears unfulfilled. What accounts for this decline in intellectual fortunes and change in intellectual fashion? Comparing Public Bureaucracies seeks to understand why. One of the principal answers is that there is no readily accepted and dependent variable that would allow comparative public administration to conform to the usual canons of social research. In contrast, comparative public policy has a ready-made dependent variable in public expenditure.

Peters discusses four possible dependent variables for comparative public administration. The first is personnel—the number and type of people who work for government. Second, the number and type of organizations that form government can suggest a great deal about the structure of government. Third, the behavior of members is obviously important for understanding what actually happens in government—such as the extents to which bureaucracies approximate the budget-maximizing behavior posited by economists. Ginally, the relative power of civil servants in the policymaking process is a major factor in institutional politics in contemporary industrial societies.

An in-depth look at life in the “smart” city

Technology has fundamentally transformed urban life. But today’s “smart” cities look little like what experts had predicted. Aaron Shapiro shows us the true face of the revolution in urban technology, taking the reader on a tour of today’s smart city. Along the way, he develops a new lens for interpreting urban technologies—logistical governance—to critique an urban future based on extraction and rationalization.

Through ethnographic research, journalistic interviews, and his own hands-on experience, Shapiro helps us peer through cracks in the smart city’s facade. He investigates the true price New Yorkers pay for “free,” ad-funded WiFi, finding that it ultimately serves the ends of commercial media. He also builds on his experience as a bike courier for a food delivery startup to examine how promises of “flexible employment” in the gig economy in fact pave the way for strict managerial control. And he turns his eye toward hot-button debates around police violence and new patrol technologies, asking whether algorithms are really the answer to reforming our cities’ ongoing crises of criminal justice. 

Through these gripping accounts of the new technological urbanism, Design, Control, Predict makes vital contributions to conversations around data privacy and algorithmic governance. Shapiro brings much-needed empirical research to a field that has often relied on “10,000-foot views.” Timely, important, and expertly researched, Design, Control, Predict doesn’t just help us comprehend urbanism today—it advances strategies for critiquing and resisting a dystopian future that can seem inevitable.

Fabricating the People boldly proposes post-representational governance that reframes the practice of modern democracy and reinvents the role of public administration.

Since the 1960s, hostility and mistrust toward the U.S. government has risen precipitously. At the same time, the field of public administration has wrestled with its own crisis of legitimacy. What is at the root of current antigovernment sentiment? Conventionally, two explanations for this problem persist. Some see it primarily in moral terms, a deficit of Constitutional or democratic values in government. Others emphasize government’s performance failures and managerial inefficiency.

Thomas J. Catlaw departs from both explanations in this groundbreaking study and demonstrates that the current crisis of government originates in the uncritical manner in which we have accepted the idea of “the People.” He contends that this unifying, foundational concept—and the notion of political representation it entails—have failed. While illuminating some of our most pressing social and political problems, Catlaw shows how the idea of the People, far from serving to unify, relies in fact on a distinctive logic of exclusion. True political power is the power to determine what constitutes the normal, natural life of the electorate. Today, the exclusionary practices that once made up or fabricated the People are increasingly contested. In turn, government and political power now appear more invasive, less legitimate, and our shared reality appears more fragmented and disconnected.

In order to address this crisis and reinvigorate democracy, Catlaw argues, we must accept as bankrupt the premise of the People and the idea of representation itself. Fabricating the People boldly proposes post-representational governance that reframes the practice of modern democracy and reinvents the role of public administration.

Shows how the proliferation of contractors within the federal agencies is fundamentally reshaping American governance.

Much of what the federal government does today is carried out by people the public rarely sees. While debates focus on bureaucrats and political appointees, agencies increasingly rely on a vast contractor workforce to perform functions ranging from tech support to policy analysis to regulatory drafting services. This quiet transformation has altered how the government functions while simultaneously preserving the public-facing image of a bureaucracy run by civil servants. The federal government does not keep reliable data on how many contractors it employs, but many estimates suggest that contractors outnumber career bureaucrats.

In Going Private, Rachel Augustine Potter explains how this shift reshapes the everyday operation of the administrative state and coalesces power within the presidency. Easily hired and easily fired, contractors have strong incentives to please their clients, making them malleable to the president’s will. Presidents from both parties have leveraged these features and learned to rely on contractors to advance political priorities, bypass uncooperative bureaucrats, and gain increased control over agency work.

Drawing on new data and interviews, Going Private argues that outsourcing is not merely an administrative convenience. Rather, it is a defining feature of contemporary governance—one that complicates accountability, blurs the boundaries of the administrative state, and alters the exercise of presidential power.

Where values collide, politics guides the way.

Scholars of public administration have historically too often been disdainful towards politics in the field, viewing political activities and interests as opportunities for corruption, mismanagement, and skewed priorities. Supporters of this anti-political stance have become even more strident in recent years, many of them advancing scientific models for the study and practice of public administration and governance.

Michael Spicer argues that politics deserves to be defended as a vital facet of public administration on the grounds that it can promote moral conduct in government and in public administration, principally by bringing to the foreground the role of values in administrative practice. Politics can facilitate the resolution of conflicts that naturally arise from competing values, or conceptions of the good, while minimizing the use of force or violence. Drawing on the writings of Isaiah Berlin, Bernard Crick, and Stuart Hampshire, In Defense of Politics in Public Administration argues that value conflict is an integral part of our moral experience, both in making our own moral choices and in dealing with those whose values conflict with our own. This book is a spirited declaration of principles and a timely contribution to a dialogue that is redefining public administration, both in theory and in practice.

"Colbert has long been celebrated as Louis XIV's minister of finance, trade, and industry. More recently, he has been viewed as his minister of culture and propaganda. In this lively and persuasive book, Jake Soll has given us a third Colbert, the information manager."
---Peter Burke, University of Cambridge

"Jacob Soll gives us a road map drawn from the French state under Colbert. With a stunning attention to detail Colbert used knowledge in the service of enhancing
royal power. Jacob Soll's scholarship is impeccable and his story long
overdue and compelling."
---Margaret Jacob, University of California, Los Angeles

"Nowadays we all know that information is the key to power, and that the masters of information rule the world. Jacob Soll teaches us that Jean-Baptiste Colbert had grasped this principle three and a half centuries ago, and used it to construct a new kind of state. This imaginative, erudite, and powerfully written book re-creates the history of libraries and archives in early modern Europe, and ties them in a novel and convincing way to the new statecraft of Europe's absolute monarchs."
---Anthony Grafton, Princeton University

"Brilliantly researched, superbly told, and timely, Soll's story is crucial for the history of the modern state."
---Keith Baker, Stanford University

When Louis XIV asked his minister Jean-Baptiste Colbert---the man who was to oversee the building of Versailles and the Royal Academy of Sciences, as well as the navy, the Paris police force, and French industry---to build a large-scale administrative government, Colbert created an unprecedented information system for political power. In The Information Master, Jacob Soll shows how the legacy of Colbert's encyclopedic tradition lies at the very center of the rise of the modern state and was a precursor to industrial intelligence and Internet search engines.

Soll's innovative look at Colbert's rise to power argues that his practice of collecting knowledge originated from techniques of church scholarship and from Renaissance Italy, where merchants recognized the power to be gained from merging scholarship, finance, and library science. With his connection of interdisciplinary approaches---regarding accounting, state administration, archives, libraries, merchant techniques, ecclesiastical culture, policing, and humanist pedagogy---Soll has written an innovative book that will redefine not only the history of the reign of Louis XIV and information science but also the study of political and economic history.

Jacob Soll is Associate Professor of History at Rutgers University and the author of Publishing The Prince: History, Reading, and the Birth of Political Criticism (University of Michigan Press, 2005), and winner of the 2005 Jacques Barzun Prize from the American Philosophical Society and a 2009 Guggenheim Fellowship. Soll edited a special issue of Journal of the History of Ideas titled "The Uses of Historical Evidence in Early Modern Europe"; has cofounded the online journal Republics of Letters; and is editor, along with Anthony Grafton and Ann Blair, of the series Cultures of Knowledge in the Early Modern World.

Rethinking governance: Where democracy meets administration.

This revised and expanded third edition extends Ostrom’s analysis to account for the most resent developments in American politics, including those of the Clinton and Bush administrations.

First published in 1973, The Intellectual Crisis in American Public Administration remains one of the most influential critiques of the administrative state. Vincent Ostrom examines the intellectual roots of American public administration, questioning whether centralized bureaucratic systems align with the constitutional principles of self-governance. Through a rigorous analysis of institutional design, federalism, and public choice theory, Ostrom advocates for polycentric governance—an approach that empowers citizens and decentralizes authority. This seminal work continues to inspire debates on accountability, legitimacy, and the future of democratic administration.

Rethinking bureaucracy through the lenses of modernity, postmodernity, and administrative imagination.

Coping with the practical problems of bureaucracy is hampered by the limited self-conception and the constricted mindsets of mainstream public administration thinking. Modernist public administration theory, although valuable and capable of producing ever more remarkable results, is limiting as an explanatory and catalytic force in resolving fundamental problems about the nature, size, scope, and functioning of public bureaucracy and in transforming public bureaucracy into a more positive force.

This original study specifies a reflexive language paradigm for public administration thinking and shows how a postmodern perspective permits a revolution in the character of thinking about public bureaucracy. The author considers imagination, deconstruction, deterritorialization, and alterity. Farmer's work emphasizes the need for an expansion in the character and scope of public administration's disciplinary concerns and shows clearly how the study and practice of public administration can be reinvigorated.
 

A foundational exploration of social equity, public service, and the transformation of modern government.

In New Public Administration, H. George Frederickson presents a landmark examination of one of the most influential movements in modern public administration. Challenging traditional bureaucratic models, Frederickson explores how public institutions can become more responsive, equitable, and accountable to the citizens they serve. Emphasizing social equity, ethical governance, and the relationship between public organizations and society, this classic work continues to shape contemporary discussions of public service, government reform, and administrative leadership. This book will appeal to students and scholars of public administration, political science, public policy, government management, and practitioners seeking a deeper understanding of effective and equitable public service.

A foundational examination of how research, theory, and innovation shape effective public management and democratic governance.

The subject of reform in the public sector is not new; indeed, its latest rubric, reinventing government, has become good politics. Still, as the contributors ask in this volume, is good politics necessarily good government?

Given the growing desire to reinvent government, there are hard questions to be asked: Is the private sector market model suitable and effective when applied to reforming public and governmental organizations? What are the major political forces affecting reform efforts in public management? How is public management reform accomplished in a constitutional democratic government? How do the values of responsiveness, professionalism, and managerial excellence shape current public management reforms? In this volume, editors H. George Frederickson and Jocelyn M. Johnston bring together scholars with a shared interest in empirical research to confront head-on the toughest questions public managers face in their efforts to meet the demands of reform and innovation.

Throughout the book, the authors consider the bureaucratic resistance that results when downsizing and reinvention are undertaken simultaneously, the dilemma public managers face when elected executives set a reform agenda that runs counter to the law, and the mistaken belief that improved management can remedy flawed policy.


 

The State You See uncovers a racial gap in the way the American government appears in people’s lives. It makes it clear that public policy changes over the last fifty years have driven all Americans to distrust the government that they see in their lives, even though Americans of different races are not seeing the same kind of government.

For white people, these policy changes have involved a rising number of generous benefits submerged within America’s tax code, which taken together cost the government more than Social Security and Medicare combined. Political attention focused on this has helped make welfare and taxes more visible representations of government for white Americans. As a result, white people are left with the misperception that government does nothing for them, apart from take their tax money to spend on welfare. Distrust of government is the result. For people of color, distrust is also rampant but for different reasons. Over the last fifty years, America has witnessed increasingly overbearing policing and swelling incarceration numbers. These changes have disproportionately impacted communities of color, helping to make the criminal legal system a unique visible manifestation of government in these communities.

While distrust of government emerges in both cases, these different roots lead to different consequences. White people are mobilized into politics by their distrust, feeling that they must speak up in order to reclaim their misspent tax dollars. In contrast, people of color are pushed away from government due to a belief that engaging in American elections will yield the same kind of unresponsiveness and violence that comes from interactions with the police. The result is a perpetuation of the same kind of racial inequality that has always been present in American democracy. The State You See is essential reading for anyone interested in understanding how the American government engages in subtle forms of discrimination and how it continues to uphold racial inequality in the present day.

A Scholarly Exploration of How Relationships Shape Moral Understanding.

Whenever Two or More Are Gathered focuses on the critical role of ethics and moral responsibility in the field of public administration. Michael M. Harmon and O. C. McSwite posit that administrative ethics, as presently conceived and practiced, is largely a failure, incapable of delivering on its original promise of effectively regulating official conduct in order to promote the public interest. They argue that administrative ethics is compromised at its very foundations by two core assumptions: that human beings act rationally and that language is capable of conveying clear, stable, and unambiguous principles of ethical conduct.

The result is the illusion that values, principles, and rules of ethical conduct can be specified in workably clear ways, in particular, through their formalization in official codes of ethics; that people are capable of comprehending and responding to them as they are intended; and that the rewards and punishments attached to them will be effective in structuring daily behavior.

In a series of essays that draw on both fiction and film, as well as the disciplines of pragmatism, organizational theory, psychoanalysis, structural linguistics, and economics, Harmon and McSwite make their case for human relationship as the proper foundation of administrative ethics. “Exercising responsible ethical practice requires attaining a special kind of relationship with other people. Relationship is how the pure freedom that resides in the human psyche—for ethical choice, creativity, or original action of any type—can be brought into the structured world of human social relations without damaging or destroying it.” Furthermore, they make the case for dropping the term “ethics” in favor of the term “responsibility,” as “responsibility accentuates the social [relational] nature of moral action.”