Pathways to Legislative Success: A Path Analytic Study of the Missouri House of Representatives

Ellickson, Mark C.

doi:10.2307/440062

Cited by 16 publications

(17 citation statements)

References 6 publications

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“…At the same time, newer members of the legislature will be more deferential to the governor and find the relationship satisfactory. Research supporting this hypothesis has found considerable evidence to suggest that more junior legislators are far more deferential not only to the governor, but to their more senior colleagues (Ellickson, 1992;Francis, 1962;Frantzich, 1979;Meyer, 1980). Thus we expect a negative relationship between service and legislator's perception, that is, the longer a legislator serves in office, the more likely he or she is to perceive an imbalance of power.…”

Section: Independent Variablesmentioning

confidence: 90%

Executive‐Legislative Relations: Where You Sit Really Does Matter^*

Bernick

2008

Social Science Quarterly

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Objectives. Do state legislators believe there is a proper balance of power between the governor and the legislature? The research uses both individual and institutional factors to explain the variation in legislators' opinions. Methods. The results of a mail survey sent to all legislators in nine states were used as the basic data source for the study. The dependent variable required the legislators to indicate if a proper balance of power existed. Hierarchical generalized linear modeling (HGLM) was performed. Results. A sizeable majority of legislators (66 percent) thought there was a proper balance of power between the governor and the legislature. HGLM found no discernable role for a number of state-level characteristics. The analysis did uncover a negative relationship between perceived balance of power and whether the governor had previously served in the legislature. Female legislators were more likely to express a lower level of satisfaction with the balance of power than their male counterparts. The partisan relationship between legislators and governors as well as the majority/minority status of the legislators proved to be most important in explaining legislators' perceptions. Conclusions. Contrary to popular opinion, the relationships between the two branches of government are not inherently contentious. Legislators from the governor's party were most likely to assess the relationship as proper.

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Section: Independent Variablesmentioning

confidence: 90%

Executive‐Legislative Relations: Where You Sit Really Does Matter^*

Bernick

2008

Social Science Quarterly

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“…2. For a recent state-level analysis, see Ellickson 1992. 3. Hibbing's measure accounted for the percentage of a member's bills that were reported from committee as well as the percentage of the bills that passed the House.…”

Section: Discussionmentioning

confidence: 99%

The Keys to Legislative Success in the U.S. House of Representatives

Anderson

Box‐Steffensmeier

Sinclair-Chapman

2003

Legislative Studies Qtrly

177

132

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Our research addresses how individual member behavior and institutional variables affect legislative success in the U.S. House of Representatives. Using new measures of activity from the 103d Congress (1993–94), a count dependent variable, and negative binomial regression, our analysis assesses member effectiveness. We find that a member's activity level encourages legislative success, but gains are limited when members speak or sponsor too frequently. Our results provide a clearer picture of the role of legislative context and the relevance of institutions in determining a member's legislative successes and failures.

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“…Because council members either approve or reject the mayor's proposals, the greater the council's partisan support for the mayor, the more likely it is that his or her proposals will succeed in the legislative agenda. Studies of the U.S. Congress and state legislatures confirm greater success in the passage of proposals among members of the majority party (ELLICKSON, 1992;MOORE;THOMAS, 1991). At the municipal level, council members' partisan support for the mayor is expected to influence approval of his or her proposals, such as the implementation of aggressive and innovative mechanisms to avoid tax evasion.…”

Section: Political Supportmentioning

confidence: 99%

Mayoral quality and municipal performance in Brazilian local governments

Avellaneda

Gomes

2017

Organ. Soc.

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W e test the influence of managerial quality on organizational performance using a panel data set on 827 (out of 853) Brazilian municipalities of the state of Minas Gerais over a six-year period (2005)(2006)(2007)(2008)(2009)(2010). The intracountry and intra-state comparison controls for potential institutional, historical, and cultural variables. Local managerial quality is assessed in terms of mayoral education and experience (public and reelection), and municipal performance is operationalized as property tax collected per capita and property tax collected as a percentage of total revenue. The study covers the four years of the 2005-2008 mayoral administration and the first two years of the 2009-2012 administration. After testing the effect of political, economic, and ideological factors and controlling for other municipal factors, we find, contrary to our expectations, that mayoral quality fails to explain variance in property tax collection. Rather, political factors (legislature support and electoral cycle) seem to be more strongly correlated with municipal property tax collection. Specifically, municipalities in which the mayor enjoys more partisan support on the city council tend to collect more property tax. Moreover, compared to the first three years of mayoral administration, in the last year of mayoral administrationthat is, during the mayoral election year -municipalities tend to reduce their property tax collection.Keywords: Performance in public organizations. Mayors. Minas Gerais. IPTU. capacidade gerencial dos prefeitos e o deseMpenho de Municípios BrasileirosResumo N ós testamos a influência da capacidade gerencial no desempenho organizacional empregando dados em painel de 827 (dentre 853) cidades brasileiras do Estado de Minas Gerais num período de seis anos (2005)(2006)(2007)(2008)(2009)(2010). A comparação dentro do país e dentro do estado é um controle para potenciais variáveis institucionais, históricas e culturais. Capacidade gerencial local é avaliada em termos do nível educacional e experiência do prefeito (experiência em cargos públicos e reeleição), o desempenho municipal é operacionalizado em termos de arrecadação de IPTU per capta e arrecadação de IPTU em relação ao total da Receita. O estudo compreende os quatro anos da administração 2005-2008 e os dois primeiros anos da administração 2009-2012. Após testar os efeitos dos fatores políticos, econômicos e ideológicos e controlando outros fatores relacionados ao município, nós descobrimos, ao contrário de nossas expectativas, que a capacidade gerencial do prefeito falha em explicar a variância da arrecadação de IPTU. Fatores políticos (suporte legislativo e ciclo eleitoral) parecem ser bem mais fortemente correlacionados com arrecadação de IPTU. Especificamente, nos municípios em que

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Pathways to Legislative Success: A Path Analytic Study of the Missouri House of Representatives

Cited by 16 publications

References 6 publications

Executive‐Legislative Relations: Where You Sit Really Does Matter^*

Executive‐Legislative Relations: Where You Sit Really Does Matter^*

The Keys to Legislative Success in the U.S. House of Representatives

Mayoral quality and municipal performance in Brazilian local governments

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Pathways to Legislative Success: A Path Analytic Study of the Missouri House of Representatives

Cited by 16 publications

References 6 publications

Executive‐Legislative Relations: Where You Sit Really Does Matter*

Executive‐Legislative Relations: Where You Sit Really Does Matter*

The Keys to Legislative Success in the U.S. House of Representatives

Mayoral quality and municipal performance in Brazilian local governments

Contact Info

Product

Resources

About

Executive‐Legislative Relations: Where You Sit Really Does Matter^*

Executive‐Legislative Relations: Where You Sit Really Does Matter^*