Public administration has evolved into an extraordinarily complex form of governance employing traditional bureaucracy, quasi-government public organizations, and collaborative networks of nongovernmental organizations. Analyzing and improving government performance—a matter of increasing concern to citizens, elected officials, and managers of the organizations themselves—has in turn become a much more fraught undertaking. Understanding the new complexities calls for new research approaches.

The Art of Governance presents a fresh palette of research based on a new framework of governance that was first developed by coeditor Laurence E. Lynn, Jr., with Carolyn J. Heinrich, and Carolyn J. Hill in their book, Improving Governance: A New Logic for Empirical Research. That book identified how the relationships among citizens, legislatures, executive and organizational structures, and stakeholders interact, in order to better diagnose and solve problems in public management.

This volume takes that relational concept into new realms of conceptualization and application as it links alternative institutional and administrative structures to program performance in different policy areas and levels of government. Collectively, the contributors begin to paint a new picture of how management matters throughout the policy process. They illuminate how, at different levels of an organization, leadership and management vary—and explore both the significance of structural systems and the importance of alternative organizational forms for the implementation of public policies.

The Art of Governance shows that effective governance is much more complex than paint-by-number. But if the variety of forms and models of governance are analyzed using advanced theories, models, methods, and data, important lessons can be applied that can lead us to more successful institutions.

The sexual abuse scandal in the Catholic Church has been exacerbated in the minds of many by the dismal response of church leadership. Uncovered along with the abuse of power were decisions that were not only made in secrecy, but which also magnified the powerlessness of the people of the church to have any say in its governance. Accordingly, many have left the church, many have withheld funding—others have vowed to work for change, as witnessed by the phenomenal growth of Voice of the Faithful. Common Calling is indeed a call—for change, for inclusion, and a place at the table for the laity when it comes to the governance of the church.

By first providing compelling historical precedents of the roles and status of the laity as it functioned during the first millennium, Common Calling compares and contrasts those to the place of the laity today. It is this crossroad—between the past and the possible future of the Catholic Church—where the distinguished contributors to this volume gather in the hope and expectation of change. They examine the distinction between laity and clergy in regard to the power of church governance, and explore the theological interpretation of clergy-laity relations and governance in the teachings of the Second Vatican Council. They look at how church officials interpret the role of the laity today and address the weaknesses in that model. Finally, they speak clearly in outlining the ways governance may be improved, and how—by emphasizing dialogue, participation, gender equality, and loyalty—the role of the laity can be enhanced.

Speaking as active believers and academic specialists, all of the contributors assert that the church must evolve in the 21st century. They represent a variety of disciplines, including systematic theology, sacramental theology, canon law, political science, moral theology, pastoral theology, and management. The book also includes an essay by James Post, cofounder of the Catholic lay movement Voice of the Faithful, the organization that was in part responsible for the resignation of Boston's Cardinal Bernard Law. Common Calling looks to a future of transparency in the Catholic Church that, with an invested laity, will help to prevent any further abuse—especially the abuse of power.

“Rule Britannia! Britannia rule the waves,” goes the popular lyric. The fact that the British built the world’s greatest empire on the basis of sea power has led many to assume that the Royal Navy’s place in British life was unchallenged. Yet, as Sarah Kinkel shows, the Navy was the subject of bitter political debate. The rise of British naval power was neither inevitable nor unquestioned: it was the outcome of fierce battles over the shape of Britain’s empire and the bonds of political authority.

Disciplining the Empire explains why the Navy became divisive within Anglo-imperial society even though it was also successful in war. The eighteenth century witnessed the global expansion of British imperial rule, the emergence of new forms of political radicalism, and the fracturing of the British Atlantic in a civil war. The Navy was at the center of these developments. Advocates of a more strictly governed, centralized empire deliberately reshaped the Navy into a disciplined and hierarchical force which they hoped would win battles but also help control imperial populations. When these newly professionalized sea officers were sent to the front lines of trade policing in North America during the 1760s, opponents saw it as an extension of executive power and military authority over civilians—and thus proof of constitutional corruption at home.

The Navy was one among many battlefields where eighteenth-century British subjects struggled to reconcile their debates over liberty and anarchy, and determine whether the empire would be ruled from Parliament down or the people up.

Drawing on recent advances in the social sciences, this volume shows how rigorous, theory-based empirical research can help improve the management of public policies and programs—and how better governance can lead to better performance.

These original essays demonstrate how better data and improved statistical techniques have allowed researchers to construct more complex models of governance processes and thereby assess the effects of many variables on policy and program outcomes. They present useful research results that illuminate such issues as automatic grade advancement in public schools, management of federally-funded job-training programs, reducing welfare caseloads, and management of welfare-to-work programs.

Illustrating a range of theoretical and methodological possibilities, this book shows how more sophisticated research in public management can help improve government performance.

With the rush of calamitous events in recent years—the September 11 terror attacks, the Iraq imbroglio, and hurricanes Katrina and Rita—Americans feel themselves to be living in dark times. Trust in one another and in the government is at low ebb. People in public service face profound challenges to the meaning and efficacy of their work. Where can a public servant turn for a public philosophy to sustain practice?

Inspired by Hannah Arendt and several other philosophers, Governance in Dark Times is the first book to explore the philosophical and value underpinnings needed to guide public servants in these times. Featuring down-to-earth discussions of such issues as terrorism, torture, and homeland security, it suggests ways for people in government to think more deeply, judge more wisely, and act more meaningfully. Camilla Stivers argues that the most urgent requirement in dark times is re-kindling what Arendt called "the light of the public," and offers practical steps for public servants to create spaces for citizen dialogue and engagement in public life. Ideas like "governance of the common ground" and "public service as social hope" will spark discussion and encourage renewed dedication to the work of governing.

Grounded in the author's more than thirty years of teaching and administrative practice, Governance in Dark Times urges public servants in clear, jargon-free prose to reflect, to understand the world we live in, and to act responsibly, both individually and with fellow citizens.

This collection examines the forces, both external and internal, that lead corporations to behave efficiently and to create wealth. Corporations vest control rights in shareholders, the author argues, because they are the constituency that bear business risk and therefore have the appropriate incentives to maximize corporate value. Assigning control to any other group would be tantamount to allowing that group to play poker with someone else's money, and would create inefficiencies. The implicit denial of this proposition is the fallacy of the so-called stakeholder theory of the corporation, which argues that corporations should be run in the interests of all stakeholders. This theory offers no account of how conflicts between different stakeholders are to be resolved, and gives managers no principle on which to base decisions, except to follow their own preferences.

In practice, shareholders delegate their control rights to a board of directors, who hire, fire, and set the compensation of the chief officers of the firm. However, because agents have different incentives than the principals they represent, they can destroy corporate value unless closely monitored. This happened in the 1960s and led to hostile takeovers in the market for corporate control in the 1970s and 1980s. The author argues that the takeover movement generated increases in corporate efficiency that exceeded $1.5 trillion and helped to lay the foundation for the great economic boom of the 1990s.

Success in war ultimately depends on the consolidation of political order. Nadia Schadlow argues that the steps needed to consolidate a new political order are not separate from war. They are instead an essential component of war and victory.

The challenge of governance operations did not start with the wars in Iraq and Afghanistan. The US Army’s involvement in the political and economic reconstruction of states has been central to all its armed conflicts from large-scale conventional wars to so-called irregular or counterinsurgency wars. Yet, US policymakers and military leaders have failed to institutionalize lessons on how to consolidate combat gains into desired political outcomes. War and the Art of Governance examines fifteen historical cases of US Army military interventions, from the Mexican War through the wars in Iraq and Afghanistan. Improving future outcomes will require US policymakers and military leaders to accept that plans, timelines, and resources must be shaped to reflect this reality before they intervene in a conflict, not after things go wrong.

Schadlow provides clear lessons for students and scholars of security studies and military history, as well as for policymakers and the military personnel who will be involved in the next foreign intervention.