@article{svara_brunet_2020, title={The Importance of Social Equity to Prevent a Hollow Public Administration}, volume={50}, ISSN={0275-0740 1552-3357}, url={http://dx.doi.org/10.1177/0275074020910509}, DOI={10.1177/0275074020910509}, number={4-5}, journal={The American Review of Public Administration}, publisher={SAGE Publications}, author={Svara, James H. and Brunet, James R.}, year={2020}, month={Feb}, pages={352–357} }
 @misc{svara_2005, title={Institutional constraints and policy choice: An exploration of local governance}, volume={65}, number={4}, journal={Public Administration Review}, author={Svara, J. H.}, year={2005}, pages={500–506} }
 @misc{svara_2005, title={The  adapted city: Institutional dynamics and structural change}, volume={65}, number={4}, journal={Public Administration Review}, author={Svara, J. H.}, year={2005}, pages={500–506} }
 @article{svara_2001, title={The myth of the dichotomy: Complementarity of politics and administration in the past and future of public administration}, volume={61}, ISSN={["0033-3352"]}, DOI={10.1111/0033-3352.00020}, abstractNote={Public Administration ReviewVolume 61, Issue 2 p. 176-183 The Myth of the Dichotomy: Complementarity of Politics and Administration in the Past and Future of Public Administration James H. Svara, James H. Svara North Carolina State UniversitySearch for more papers by this author James H. Svara, James H. Svara North Carolina State UniversitySearch for more papers by this author First published: 17 December 2002 https://doi.org/10.1111/0033-3352.00020Citations: 203AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume61, Issue2March/April 2001Pages 176-183 RelatedInformation}, number={2}, journal={PUBLIC ADMINISTRATION REVIEW}, author={Svara, JH}, year={2001}, pages={176–183} }
 @article{svara_1999, title={Complementarity of politics and administration as a legitimate alternative to the dichotomy model}, volume={30}, ISSN={["0095-3997"]}, DOI={10.1177/00953999922019049}, abstractNote={Although the politics-administration dichotomy model has frequently been presented as historically important but conceptually and empirically faulty, the criticisms have missed two fundamental points. First, it is not—as commonly presumed—the founding theory of public administration in the United States but rather a poorly grounded characterization of the early literature that took hold in the late 1950s. The term dichotomy was rarely used before that time and never used by the “founders” of the field who were supposed to have invented the model. Second, there is an alternative model of complementarity that has been present in the literature from Wilson onward. It stresses interdependency, reciprocal influence, and extensive interaction between elected officials and administrators along with recognition of the need for distinct roles and political supremacy. The politics-administration complementarity model—elaborated here with references to the “old” public administration literature prior to 1960—offers a strong foundation on which we can build.}, number={6}, journal={ADMINISTRATION & SOCIETY}, author={Svara, JH}, year={1999}, month={Jan}, pages={676–705} }
 @article{svara_1999, title={The shifting boundary between elected officials and city managers in large council-manager cities}, volume={59}, ISSN={["0033-3352"]}, DOI={10.2307/977478}, abstractNote={Council-manager governments in the United States have been an important venue for observing the general relationship between politics and administration. Although the roles of the mayor and council members, on the one hand, and the city manager and staff, on the other, have sometimes been viewed as strictly separate, officials have blended democracy and professionalism in ways that maintain distinct but shared roles. It is possible, however, that changing conditions in local government may create pressures that alter official roles and the relative contributions of officials. This is particularly likely in cities about which the question has perennially been asked whether the council-manager form of government is viable. Although the council-manager form has been most commonly used in moderately small to moderately cities, only in recent decades have many cities that use council-manager government grown into large cities.(1) Now over two-fifths of cities exceeding 200,000 in population use the council-manager form. This study focuses on these 31 cities.(2) The group includes five cities at or near the million population mark--Dallas, Phoenix, San Antonio, San Diego, and San Jose. All of these as well as 23 of the other 26 are sunbelt cities. Although the sunbelt has been viewed as relatively placid and homogeneous, its cities have become ever more diverse places with intense interest group politics (Ehrenhalt, 1991; Benest, 1991). Determining whether roles are shifting presumes norms against which to measure current attitudes and behavior. As a starting point, we will presume that elected officials set broad goals and ultimately approve most policy decisions, oversee program accomplishment, and appraise the city manager's performance but refrain from direct involvement in implementation and service delivery or in specific management decisions. City managers advise the council on the city's direction, propose policies, and handle implementation and organizational management. Empirical research has shown that officials generally fill these roles in a coordinated way and, as cause and consequence of coordination, maintain a positive relationship. The question to be explored is whether these characteristics are changing and whether the conceptual model needs to be revised in cities where one finds a high level of political activity that may strain the coordination of roles and cooperative relationship among officials. Changing Roles and Relationships in Large. Council-Manager Cities It has long been presumed that the council-manager form of government faces special challenges in cities,(3) and there are several reasons to expect unique circumstances in such cities. They are more heterogeneous, and the media magnify political affairs. The problems cities face tend to more complex, more interrelated, and more difficult to handle. In general, the political environment of the city is highly charged. Some argue that the council-manager form is not well suited to manage conflict (Banfield and Wilson, 1963) and that a strong elected executive is needed in such cities (Gurwitt, 1993, versus Blodgett, 1994). As a consequence, relationships may be strained and the coordinated division of roles may break down in council-manager cities. These expectations have never been tested in systematic research on the performance of council-manager government in cities. To fill this gap, a questionnaire was distributed to the mayor and council members and to the city manager, deputy and assistant city managers, and the department heads in Finance, Public Works, and Police in the council-manager cities.(4) Initial mailings were sent in 1995 with follow-up requests in early 1996. For council members, it is possible to compare results with responses in a 1989 national survey of elected officials in cities over 200,000 in population.(5) Some important comparisons can also be made with the attitudes of council members and administrators from six moderately council-manager cities who were interviewed in 1985 (from Svara, 1990). …}, number={1}, journal={PUBLIC ADMINISTRATION REVIEW}, author={Svara, JH}, year={1999}, pages={44–53} }
 @inbook{svara_1998, title={Local government leadership}, volume={3}, booktitle={International encyclopedia of public policy and administration}, publisher={Boulder, Colo.: Westview Press}, author={Svara, J. H.}, year={1998}, pages={1305–1310} }
 @article{svara_1998, title={The evolving roles of regional councils}, volume={64}, number={1998 Spring}, journal={Popular Government}, author={Svara, J. H.}, year={1998} }
 @article{svara_1998, title={The politics-administration dichotomy model as aberration}, volume={58}, number={1}, journal={Public Administration Review}, author={Svara, J. H.}, year={1998}, pages={51–58} }
 @article{svara_1997, title={The ethical triangle: Synthesizing the bases of administrative ethics}, volume={2}, number={1997}, journal={Public Integrity Annual}, author={Svara, J. H.}, year={1997}, pages={33–41} }
 @book{svara_1994, title={Facilitative leadership in local government: Lessons from successful mayors and chairpersons (1st ed.)}, ISBN={0787900079}, publisher={San Francisco: Jossey-Bass Publishers}, author={Svara, J. H.}, year={1994} }