Skip Navigation

This Article
Right arrow Full Text (PDF)
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to My Personal Archive
Right arrow Download to citation manager
Right arrowRequest Permissions
Google Scholar
Right arrow Articles by Ferris, J. M.
Right arrow Articles by Tang, S.-Y.
Right arrow Search for Related Content
Social Bookmarking
 Add to CiteULike   Add to Connotea   Add to Del.icio.us  
What's this?

Journal of Public Administration Research and Theory, Vol. 3, No. 1: 4-10 (1993)
© 1993 Public Management Research Association


research-article

A SERIES ON THE NEW INSTITUTIONALISM AND PUBLIC ADMINISTRATION

The New Institutionalism And Public Administration: An Overview

James M. Ferris and Shui-Yan Tang

University of Southern California

Several significant developments in the social sciences have taken place in the last two decades with potentially far-reaching implications for the study of public administration. Foremost among these developments is the increasing interest in and analysis of institutions. The concern about how institutions affect social interactions and outcomes has drawn attention in political science, sociology, economics, and anthropology as well as in public administration.


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us    What's this?


This article has been cited by other articles:


Home page
International Review of Administrative SciencesHome page
H. S. Chan and D. H. Rosenbloom
Legal Control of Public Administration: A Principal-Agent Perspective
International Review of Administrative Sciences, December 1, 1994; 60(4): 559 - 574.



Home page
International Review of Administrative SciencesHome page
S.-Y. Tang, J. L. Perry, and W.-F. Lam
The Politics of Structural Reform in Hong Kong: An Institutional Perspective
International Review of Administrative Sciences, September 1, 1994; 60(3): 447 - 464.




Disclaimer: Please note that abstracts for content published before 1996 were created through digital scanning and may therefore not exactly replicate the text of the original print issues. All efforts have been made to ensure accuracy, but the Publisher will not be held responsible for any remaining inaccuracies. If you require any further clarification, please contact our Customer Services Department.