| First Author | Title of Abstract | Session Name |
|---|---|---|
| Mohammad Rahman | Challenges of Public Policy Implementation in the South Pacific: Case Study of Fiji | Open Track 8 – Policy Formulation, Implementation and Evaluation |
| Julie Rayner | Public Service Ethos: Developing aGeneric Measure | Open Track 1 – Public ManagementReform, Innovation and Change |
| Patty Renfrow | Revisiting the Senior ExecutiveService | Open Track 14 – Public Service Leadership |
| Mary Lee Rhodes | How Public Management is Different: systemic objectives and roles of public sector organisations in Ireland | Panel Track 8 – Public Management in Practice |
| Patricia Rowe | Innovation Ready Learning Culturesfor Sustainable Economic Development | Open Track 1 – Public ManagementReform, Innovation and Change |
| Suzanne Ryan | Collegial Entrepreneurialism: Australian graduate schools of business. | Open Track 13 – Managing EducationalInstitutions |
| First Author | Title of Abstract | Session Name |
|---|---|---|
| Cláudia Sarrico | Measuring and comparing the performance of Portuguese secondary schools: a confrontation between metric and practice benchmarking | Open Track 13 – Managing EducationalInstitutions |
| Angel Saz-Carranza | Public private interaction in the local delivery of social services in Spain: the problem of institutional trust | Panel Track 2 – Public Private Partnerships |
| Jelmer Schalk | Network Embeddedness and Organizational Performance: The strength of strong ties in Dutch HigherEducation | Panel Track 15 – Public Management Research Association |
| Saundra Schneider | Why Did the Governmental Response to Katrina Fail? Public Mismanagement and Bureaucratic Meltdowns | Panel Track 15 – Public Management Research Association |
| Tino Schuppan | Skill Requirements for E-Government | Panel Track 12 – eGovernment and Institutional Change |
| Tino Schuppan | Structural Change Through E-Government: Local Experiences From Germany | Panel Track 12 – eGovernment and Institutional Change |
| Rod Sheaff | Privately owned but publicly managed? Public governance of primary medical care in England. | Open Track 8 – Policy Formulation, Implementation and Evaluation |
| Chris Skelcher | The limits to self governance in Public Private Partnerships | Panel Track 2 – Public Private Partnerships |
| Eva Sorenson | Democratic Anchorage of the Femern Belt Project | Panel Track 3 – Public Participation and Democratic Legitimacy of Public Infrastructure Projects |
| Alessandro Spano | Rewarding Performance in the PublicSector: the EU Performance Reserve Mechanism | Open Track 5 – Performance Outcomes in Public Sector Organisations |
| Bram Steijn | The Impactof Network Management in Governance networks: Exploring the influence of network management strategies and managers on perceived outcomes in governance networks on environmental problems |
Panel Track 15 – Public Management ResearchAssociation |
| Anne Stevens | Representative Bureaucracy- why and how? | Panel Track 7 – Managing Diversity in Public Management |
| Jenny Stewart | Value conflict, strategy formationand public management | Panel Track 8 – Public Management in Practice |
| Christopher Stoney | Renewing Canada’s infrastructure: Can the Gas Tax Agreement reconcile national priorities with local autonomy? | Panel Track 3 – Public Participation and Democratic Legitimacy of Public Infrastructure Projects |
| Alessandra Storlazzi | The role of different levels of government in managing Italian national parks | Panel Track 10 – New forms ofTerritorial Governance |
| Helen Sullivan | The variable reach of politicians in‘arms’ length’ government | Panel Track 13 – Government at Arms Length |
| First Author | Title of Abstract | Session Name |
|---|---|---|
| Jeannette Taylor | Graduate Recruitment in theAustralian Public Sector: the Role of Management | Panel Track 6 – Human ResourceManagement and the Public Sector |
| Julian Teicher | Realising the promise of eGoverance in Bangladesh through an eGoverance architecture | Panel Track 12 – eGovernment and Institutional Change |
| Tim Tenbensel | The role of evidence in policy: how the mix matters | Panel Track 4 – Evidence Based Policy |
| Stephen Teo | Path Relationships of HR Department’sRole Effectiveness on Strategic Alignment in Australian Local Councils | Open Track 2 – Local GovernmentManagement and Local Governance |
| Katrien Termeer | Barriers For New Modes Of Horizontal Governance | Open Track 11 – Governance, Networksand Inter-organisational Arrangements in the Public Sector |
| Robert Thompson | Building change-capable public organisations | Open Track 1 – Public Management Reform, Innovation and Change |
| Ian Thynne | Ownership in the Public Sphere: TheSignificance of Community and Organisational Form | Panel Track 11 – Ownership in the Public Sphere |
| Mary Tschirhart | Self-regulation at the State Level byNonprofits: The Membership AssociationForm as a Self-regulatory Vehicle | Panel Track 5 – Third Sector |
| Ichiro Tsuakmoto | Institutionalization,Commercialization and Hybridization of Non-profit Organizations under PublicService Reforms in Japan | Open Track 3 – Government, Businessand the non-profit sector in Partnership |
| Tony Tucker | Government at Arms Length: thependulum shift in Australia? | Panel Track 13 – Government at ArmsLength |
| Lars Tummers | Policy alienation of professionals - the effects | Open Track 8 – Policy Formulation, Implementation and Evaluation |
| Stephane Tywoniak | Shifting the emphasis from knowledgeto knowing: The hybrid public-private alliance as collaborative membrane | Open Track 11 – Governance, Networksand Inter-organisational Arrangements in the Public Sector |
| Jarmo Vakkuri | Searching for Order in Public Financial Management - Interpretive Schemes in Modeling Public SectorPerformance | Open Track 6 – Financial Managementand Accountability of Public Sector Organisations |
| Charlotte van Ooijen | Territorialising eGovernment - TheUse of Location Aware Technologies in Public Administration | Panel Track 12 – eGovernment andInstitutional Change |
| Sandra van Thiel | The ‘empty nest’ syndrome: Dutch ministries after the separation of policy and administration | Panel Track 13 – Government at ArmsLength |
