- the oxford handbooks of American Politics
- List of Figures
- List of Tables
- List of Abbreviations
- About the Contributors
- A Heritage Made Our Own
- Historical Institutionalism, Political Development, and the Study of American Bureaucracy
- The “First New Federalism” and the Development of the Administrative State, 1883–1929
- A Gendered Legacy?: The Progressive Reform Era Revisited
- Reevaluating Executive‐Centered Public Administrative Theory
- Metaphors and the Development of American Bureaucracy
- Herbert Hoover's Revenge: Politics, Policy, and Administrative Reform Movements
- Agency Theory and the Bureaucracy
- Agency Design and Evolution
- Goal Ambiguity and the Study of American Bureaucracy
- Street‐Level Bureaucracy Theory
- The Promises and Paradoxes of Performance‐Based Bureaucracy
- Leading Through Cultural Change
- Postmodernism, Bureaucracy, and Democracy
- Myths, Markets, and the <i>Visible Hand</i> of American Bureaucracy
- Networking in the Shadow of Bureaucracy
- The Promises, Performance, and Pitfalls of Government Contracting
- Reluctant Partners?: Nonprofit Collaboration, Social Entrepreneurship, and Leveraged Volunteerism
- Policy Tools, Mandates, and Intergovernmental Relations
- Promises, Perils, and Performance of Netcentric Bureaucracy
- Multilevel Methods in the Study of Bureaucracy
- Legislative Delegation of Authority to Bureaucratic Agencies
- “Presidentializing” the Bureaucracy
- Bureaucracy, Democracy, and Judicial Review
- Interest Groups, Rulemaking, and American Bureaucracy
- Policymaking, Bureaucratic Discretion, and Overhead Democracy
- Choice‐Theoretic Approaches to Bureaucratic Structure
- Has Governance Eclipsed Government?
- Revitalizing Human Resources Management
- Representative Bureaucracy
- Innovations in Budgeting and Financial Management
- The Prospects for Revitalizing Ethics in a New Governance Era
- Experimental Methods, Agency Incentives, and the Study of Bureaucratic Behavior
- Name Index
- Subject Index
Abstract and Keywords
This article reviews how students of the presidency, policy implementation, public policy, public management, and public administration have identified three sets of factors as critically affecting the success or failure of policies pursued administratively. It also shows how much literature that is relevant to the study of the administrative presidency is being ignored by those who do identify with the study of administrative strategies for advancing presidential policy agendas. It then provides an agenda for future research on the presidentializing of the federal bureaucracy in America. Surveys of federal bureaucrats have advanced the understanding appreciably of the politicization of the Senior Executive Service (SES), and they should continue to play an important role in future research.
Robert F. Durant is Professor of Public Administration and Policy at American University in Washington, DC.
William G. Resh is a Ph.D. student in the Department of Public Administration and Policy in the School of Public Affairs at American University.
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