H Brinton Milward

Interests

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Courses

Scholarly Contributions

Books

• Milward, H. B., & Nowell, B. L. (2022). Apples to Apples: A Taxonomy of Networks in Public Management and Policy. Cambridge University Press.
• Joosse, A. P., & Milward, H. B. (2017). Health Policy Networks. doi:10.1093/OXFORDHB/9780190228217.013.27
• Popp, J., MacKean, G. L., Casebeer, A., Milward, H. B., & Lindstrom, R. R. (2014). Inter-organizational networks: A critical review of the literature to Inform practice.
• Sandfort, J. R., & Milward, H. B. (2008). Collaborative Service Provision in the Public Sector. Oxford University Press. doi:10.1093/OXFORDHB/9780199282944.003.0006
• Milward, H. B., & Provan, K. G. (2006). A manager's guide to choosing and using collaborative networks. IBM Center for the Business of Government Washington, DC.
• Milward, H. B., & Provan, K. G. (2000). How networks are governed. Georgetown University Press.
• Kettl, D. F., & Milward, H. B. (1996). The state of public management. JHU Press.
• Kettl, D. F., Milward, H. B., & Milward, H. B. (1996). The state of public management. Johns Hopkins University Press.
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  Public management stands at the intersection of theory and practice. It seeks to help scholars frame questions that will improve their understanding of how policy ideas become transformed into practice and to help government managers see past the narrow issues on their desks to the broader implications of their work. In this work, the authors bring together contributors who focus on the interdisciplinary nature of public management. Scholars from the social sciences - economics, political science, sociology and psychology - examine what traditional disciplines bring to the debate. Other analysts build on this foundation to probe the theoretical bases of, and practical solutions for public management.
• Milward, H. B., & Calantone, R. (1988). Kentucky's Automotive Supplier Industry: Trends and Implications. Center for Business and Economic Research, College of Business and Economics, University of Kentucky.
• Milward, H. B., Calantone, R., Looff, C., Ballou, P., & Fowler, D. (1986). The Estimated Economic Impact of Toyota on the State's Economy. Center for Business and Economic Research, College of Business and Economics, University of Kentucky.

Chapters

• Milward, H. B. (2018). Health Policy Networks, Chapter 26. In Oxford Handbook of Political Networks(pp 629-649). Cambridge: Cambridge University Press.
• Breiger, R. L., Breiger, R. L., Ackerman, G. A., Breiger, R. L., Asal, V., Ackerman, G. A., Melamed, D., Ackerman, G. A., Asal, V., Milward, H. B., Rethemeyer, R. K., Asal, V., Schoon, E., Melamed, D., Melamed, D., Breiger, R. L., Ackerman, G. A., Milward, H. B., Asal, V., , Milward, H. B., et al. (2011). Application of a Profile Similarity Methodology for Identifying Terrorist Groups that use Or Pursue CBRN Weapons. In Social Computing, Behavioral-Cultural Modeling, and Prediction. Springer (Lecture Notes in Computer Science 6589, edd. J. Salerno, S.J. Yang, D. Nau, and S. Chai)(pp 26-33). Berlin and Heidelberg: Springer.
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  Breiger, R.L., G.A. Ackerman, V. Asal, D. Melamed, H.B. Milward, R.K. Rethemeyer, and E. Schoon. 2011."Application of a Profile Similarity Methodology for Identifying Terrorist Groups that use Or Pursue CBRN Weapons." Pp. 26-33 in Social Computing, Behavioral-Cultural Modeling and Prediction, edited by J. Salerno, S.J. Yang, D. Nau, and S. Chai. Berlin;Heidelberg: Springer. Your Role: I formulated the modeling context, was one of two principal researchers, and wrote the major part of the paper.;Collaborative with graduate student: Yes;Collaborative with faculty member at UA: Yes;Other collaborative: Yes;Specify other collaborative: Graduate students (Sociology, UA): David Melamed, Eric Schoon.Faculty member at UA (SGPP): H. Brinton Milward.Other collaborative: Gary Ackerman (START Center, University of Maryland); Victor Asal and R. Karl Rethemeyer (University at Albany);
• Milward, H. B., & Sandfort, J. (2009). Collaborative Service Provision in the Public Sector. In The Oxford Handbook of Inter-Organizational Relations(pp 147-174). Oxford University Press. doi:10.1093/oxfordhb/9780199282944.003.0006
• Ingram, H., Milward, H. B., & Laird, W. (1992). Scientists and agenda setting: advocacy and global warming. In Risk and Society: The Interaction of Science, Technology and Public Policy(pp 33--53). Springer Netherlands.
• Milward, H. B., & Wamsley, G. L. (1985). Policy subsystems, networks and the tools of public management. In Policy implementation in federal and unitary systems(pp 105--130). Springer Netherlands.

Journals/Publications

• Galaskiewicz, J., Whitford, A. B., Milward, H. B., & Khademian, A. M. (2020). A Place at the Table: Organization Theory and Public Management. Perspectives on Public Management and Governance, 3(2), 77-82. doi:10.1093/ppmgov/gvaa008
• Milward, H. B., Schoon, E. W., & Joosse, A. P. (2020). Networks, Power, and the Effects of Legitimacy in Contentious Politics. Sociological Perspectives, 63(4), 670-690. doi:10.1177/0731121419896808
• Milward, H. B., Schoon, E., & Joosse, A. P. (2020). Networks, Power and the Effects of Legitimacy in Contentious Politics. Perspectives in Sociology, Published online January 7, 2020, 1-21. doi:https://journals.sagepub.com/doi/10.1177/0731121419896808
• Milward, H. B., Whitford, A., Galaskiewicz, J., & Khademian, A. (2020). “A Place at the Table: Organization Theory and Public Management.”. Perspectives on Public Management and Governance. doi:Published online, March 20, 2020. https://academic.oup.com/ppmg/advance-article/doi/10.1093/ppmgov/gvaa008/5810402?guestAccessKey=83c34ac4-1c45-4315-b127-33780b7f86e9
• Milward, H. B., & Whitford, A. (2020). Symposium on Organization Theory and Public Management. Perspectives on Public Management and Governance.
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  This is a symposium that includes an introductory essay, A Place at the Table, along with 7 papers by leading authors in organization theory and public management.
• Milward, H. B., Ventriss, C., Perry, J. L., Nabatchi, T., & Johnston, J. (2019). Democracy, Public Administration, and Public Values in an Era of Estrangement. Perspectives on Public Management and Governance, 1-8. doi:Doi:10.1093/ppmgov/gv2013.
• Ventriss, C., Perry, J. L., Nabatchi, T., Milward, H. B., & Johnston, J. M. (2019). Democracy, Public Administration, and Public Values in an Era of Estrangement. Perspectives on Public Management and Governance, 2(4), 275-282. doi:10.1093/ppmgov/gvz013
• Milward, H. B. (2017). Keith Provan Tribute. Journal of Public Administration Research and Theory.
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  The issue includes all of Keith Provan’s articles with Brint Milward and other coauthors
• Berberich, W. G., Burke, T., DeSeve, G. E., Eggers, W. D., Khademian, A. M., Milward, H. B., Moore, M. H., Posner, P., Raab, J., & Rabe, B. G. (2016). Unlocking the Power of Networks: Keys to High-Performance Government.
• Carboni, J. L., & Milward, H. B. (2016). Navigating Between the Scylla of Control and the Charybdis of Autonomy: Governance of a Highly Networked Corporation.
• Carboni, J. L., & Milward, H. B. (2016). The Substitute State: Provision and Integration of Public Programs by Private Firms in Institutional Fields Dominated by Nonprofit Providers-A Research Design.
• Huang, K., & Milward, H. B. (2016). The Evolution of Structural Embeddedness and Organizational Social Outcomes in a Centrally Governed Health and Human Services Network Keith G. Provan, Ph. D. School of Public Administration and Policy University of Arizona Tucson, AZ 85721-0108, USA.
• Isett, K. R., & Milward, H. B. (2016). Cooperation and Compromise: A Network Response to Conflicting Institutional Pressures in Community Mental Health Keith G. Provan 520-621-1950, kprovan@ bpa. arizona. edu University of Arizona.
• Milward, H. B. (2016). The state and public administration: have instruments of governance outrun governments? Introductory perspectives II. Asia Pacific Journal of Public Administration, 38, 1--6.
• Milward, H. B., & Francisco, R. A. (2016). Theo Toonen, Administrative Plurality in a Unitary State Despite variety, plurality and complexity, analysis of (inter) organisational arrangements in the mixed economy of unitary states is still dominated by the centralistic frame of reference suggested by the formal-legal characteristics of these systems. Despite a growing sense of discomfort with this situation, and a growing.
• Schoon, E., Joosse, A., & Milward, H. B. (2016). Configuring Legitimacy: A Framework for Legitimation in Armed Conflict.
• Asal, V., Milward, H. B., & Schoon, E. W. (2015). When Terrorists Go Bad: Analyzing Terrorist Organizations’ Involvement in Drug Smuggling. International Studies Quarterly, 59, 112--123.
• Milward, H. B. (2015). The state and public administration: have instruments of governance outrun governments? Introductory perspectives. Asia Pacific Journal of Public Administration, 37, 217--223.
• Willis, C., Kernoghan, A., Riley, B., Popp, J., Best, A., & Milward, H. B. (2015). Peer Reviewed: Outcomes of Interorganizational Networks in Canada for Chronic Disease Prevention: Insights From a Concept Mapping Study, 2015. Preventing chronic disease, 12.
• Joosse, A. P., & Milward, H. B. (2014). Organizational Versus Individual Attribution: A Case Study of Jemaah Islamiyah and the Anthrax Plot. Studies in Conflict \& Terrorism, 37, 237--257.
• Milward, H. B. (2014). The increasingly hollow state: challenges and dilemmas for public administration. Asia Pacific Journal of Public Administration, 36, 70--79.
• Milward, H. B. (2014). What healthcare leaders can learn from research on dark networks. Healthcare Management Forum, 27, 136--138.
• Popp, J., MacKean, G., Casebeer, A., Milward, H., & Lindstrom, R. (2014). Inter-organizational networks. A Review of the Literature to Inform Practice. Collaborating Across Boundaries Series. Washington DC.
• Schoon, E. W., Milward, H. B., & Asal, V. (2014). When Terrorists Go Bad: Analyzing Terrorist Organizations’ Involvement in Drug Smuggling. International Studies Quarterly, 59(1), 112-123. doi:10.1111/isqu.12162
• Bakker, R. M., Raab, J., & Milward, H. B. (2012). A preliminary theory of dark network resilience. Journal of policy analysis and management, 31, 33--62.
• Carboni, J. L., & Milward, H. B. (2012). Governance, privatization, and systemic risk in the disarticulated state. Public Administration Review, 72, S36--S44.
• Milward, H. B., & Carboni, J. L. (2012). Governance, Privatization, and Systemic Risk in the Disarticulated State. Public Administration Review, 72(s1). doi:10.1111/j.1540-6210.2012.02670.x
• Buschman, G., Hascnfcld, Y., Brodkin, E. Z., Gronbjerg, K. A., Hasenfeid, Y., Minkojj, D. C., Provan, K. G., & Milward, H. B. (2010). Copyright{\copyright} 2010 by SAGE Publications, Inc. All rights reserved. Nopart of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher.* For information.
• Heinrich, C. J., Lynn, L. E., & Milward, H. B. (2010). A State of Agents? Sharpening the Debate and Evidence over the Extent and Impact of the Transformation of Governance. Journal of Public Administration Research and Theory, 20, i3--i19.
• Milward, H. B., Provan, K. G., Provan, K. G., Milward, H. B., Isett, K. R., Huang, K., & Fish, A. (2010). Governance and Collaboration: An Evolutionary Study of Two Mental Health Networks. Journal of Public Administration Research and Theory, 20(Supplement 1), i125-i141. doi:10.1093/jopart/mup038
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  As examples of a state of agents, this paper will present a comparative analysis of the evolution of two community mental health networks that both have similar contracts from the State of Arizona and operate under the same set of rules. One of these is governed by a for-profit firm that both produces services directly and buys them from a network of nonprofit agencies. The other is governed by a community based nonprofit that contracts with four separate nonprofit networks to offer services. These networks are analyzed, using social network analysis, at the beginning of the system and four years later. The mature network is compared to the new network. The for-profit governed system is compared to the nonprofit governed system. The paper discusses the evolution of structure over time and a limited comparison of the networks in terms of which produced higher quality outcomes.
• Milward, H. B. (2009). Beyond the Hollow State: the Substitute State?. APSA 2009 Toronto Meeting Paper.
• Milward, H. B., Provan, K. G., Fish, A., Isett, K. R., & Huang, K. (2009). Governance and collaboration: An evolutionary study of two mental health networks. Journal of Public Administration Research and Theory, mup038.
• Provan, K. G., Huang, K., & Milward, H. B. (2009). The evolution of structural embeddedness and organizational social outcomes in a centrally governed health and human services network. Journal of Public Administration Research and Theory, 19, 873--893.
• Sandfort, J., & Milward, H. B. (2008). Collaborative service provision in the public sector. Handbook of inter-organizational relations, 147--174.
• Archibald, D., Sandra, O., Callahan, R. F., Sterner, K. A., & Milward, H. B. (2007). Key Actions that Contribute to Successful Program Implementation: Lessons from the Recovery Act.
• Callahan, R. F., Archibald, D. S., Sterner, K. A., & Milward, H. B. (2007). Key actions that contribute to successful program implementation: Lessons from the recovery act.
• Brinton Milward, H., & Raab, J. (2006). Dark networks as organizational problems: elements of a theory 1. International Public Management Journal, 9, 333--360.
• Milward, H. B. (2006). Make or Buy? ES Savas. 2005. Privatization in the City: Successes, Failures, Lessons. Washington, DC: CQ Press. 335 pp.. Journal of Public Administration Research and Theory, 16, 319--322.
• Milward, H. B., Kenis, P., & Raab, J. (2006). Introduction: Towards the study of network control. International Public Management Journal, 9, 203--208.
• Milward, H., Provan, K. G., & Milward, H. B. (2006). Health services delivery networks: what do we know and where should we be headed?. HealthcarePapers, 7(2).
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  Networks of collaborating organizations have become critical mechanisms for the effective delivery of healthcare and related human services. Despite their importance, there is much about health networks that is not understood. The article by Huerta, Casebeer and VanderPlaat is an effort to discuss the importance of health services delivery networks and to point out ways in which such networks might best be studied. Their article offers a number of useful and interesting ideas for both practice and research. Many of these ideas are not, however, well organized, integrated or fully developed. This commentary provides a critique of their work, while offering some of our own suggestions about how the study of health delivery networks might be advanced.
• Provan, K. G., Milward, H. B., & Isett, K. R. (2006). 10 Network evolution and performance under public contracting for mental health services. Public service performance, 171.
• Milward, H. B., & Raab, J. (2005). Dark networks as problems revisited: Adaptation and transformation of Islamic terror organizations since 9/11. Proceedings of 8th Public Management Research Conference at the School of Policy, Planning and Development. University of Southern California. Los Angeles, California.
• Provan, K., & Milward, H. (2005). Health services delivery networks: what do we know and where should we be headed?. HealthcarePapers, 7, 32--6.
• Milward, H. B., & Provan, K. (2004). The Public Manager's Guide to Network Management.
• Milward, H. B., Provan, K. G., & Isett, K. R. (2004). Cooperation and Compromise: A Network Response to Conflicting Institutional Pressures in Community Mental Health. Nonprofit and Voluntary Sector Quarterly, 33(3), 489-514. doi:10.1177/0899764004265718
• Provan, K. G., Isett, K. R., & Milward, H. B. (2004). Cooperation and compromise: A network response to conflicting institutional pressures in community mental health. Nonprofit and Voluntary Sector Quarterly, 33, 489--514.
• Milward, H. B. (2003). The Journal of Public Administration Research and Theory and the Public Management Research Association. Journal of Public Administration Research and Theory, 13, 3--4.
• Milward, H. B., & Provan, K. (2003). Managing the hollow state Collaboration and contracting. Public Management Review, 5, 1--18.
• Milward, H. B., & Provan, K. G. (2003). Managing networks effectively. National Public Management Research Conference, Georgetown University, Washington, DC October.
• Raab, J., & Milward, H. B. (2003). Dark networks as problems. Journal of public administration research and theory, 13, 413--439.
• Sydow, J., & Milward, H. B. (2003). Reviewing the evaluation perspective: On criteria, occasions, procedures, and practices. Papier pr{\"a}sentiert auf der 10th International Conference on Multi-Organisational Partnerships, Alliances and Networks. University of Strathclyde, Glasgow.
• Milward, H. B., & Raab, J. (2002). Dark networks: the structure, operation, and performance of international drug, terror, and arms trafficking networks. International Conference on the Empirical Study of Governance, Management, and Performance, Barcelona, Spain.
• Provan, K. G., Milward, H. B., & Isett, K. R. (2002). Collaboration and integration of community-based health and human services in a nonprofit managed care system. Health care management review, 27, 21--32.
• Provan, K. G., & Milward, H. B. (2001). Do networks really work? A framework for evaluating public-sector organizational networks. Public administration review, 61, 414--423.
• Provan, K., Isett, K., & Milward, H. (2001). GOVERNMENT FINANCING, MANAGED CARE, AND SERVICESINTEGRATION: THE ADAPTATION AND EVOLUTION OF A MENTALHEALTH DELIVERY SYSTEM.. Academy of Management Proceedings, 2001, 1--1.
• Milward, H. B., & Provan, K. G. (2000). CHAPTER How Networks Are Governed o. Governance and Performance: New Perspectives, 238.
• Milward, H. B., & Provan, K. G. (2000). Governing the hollow state. Journal of Public Administration Research and Theory, 10, 359--380.
• Provan, K. G., Milward, H. B., Provan, K. G., & Milward, H. B. (1999). Do networks really work? A framework for evaluating public-sector organizational networks. Academy of Management Proceedings, 1999(1), A1-A6. doi:10.5465/apbpp.1999.27628083
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  Although cooperative, interorganizational networks have become a common mechanism for delivery of public services, evaluating their effectiveness is extremely complex and has generally been neglected. To help resolve this problem, we discuss the evaluation of networks of community-based, mostly publicly funded health, human service, and public welfare organizations. Consistent with pressures to perform effectively from a broad range of key stakeholders, we argue that networks must be evaluated at three levels of analysis: community, network, and organization/participant levels. While the three levels are related, each has its own set of effectiveness criteria that must be considered. The article offers a general discussion of network effectiveness, followed by arguments explaining effectiveness criteria and stakeholders at each level of analysis. Finally, the article examines how effectiveness at one level of network analysis may or may not match effectiveness criteria at another level and the extent to which integration across levels may be possible.
• Milward, H. B., & Provan, K. G. (1998). Measuring network structure. Public administration, 76, 387--407.
• Milward, H. B., & Provan, K. G. (1998). Principles for controlling agents: The political economy of network structure. Journal of Public Administration Research and Theory, 8, 203--222.
• Provan, K. G., Milward, H. B., & Roussin, K. (1998). Network evolution to a system of managed care for adults with serious mental illness: A case study of the Tucson experiment. Research in Community and Mental Health, 9, 89--114.
• Brudney, J. L., Kettle, D., & Milward, H. (1996). Designing and implementing volunteer programs. The state of public management, 193--211.
• Bryson, J. M., Ackerman, F., Eden, C., Finn, C. B., Kettl, D., & Milward, H. (1996). Critical incidents and emergent issues in managing large-scale change. The state of public management, 267--285.
• Milward, H. B. (1996). Conclusion: What is public management. The state of public management, 307--12.
• Milward, H. B. (1996). The changing character of the public sector. Handbook of public administration, 2, 193--95.
• Milward, H. B. (1996). [Introduction]. Journal of Public Administration Research and Theory: J-PART, 6, 193--195.
• Milward, H. B., & Snyder, L. O. (1996). Electronic government: Linking citizens to public organizations through technology. Journal of Public Administration Research and Theory, 6, 261--276.
• Milward, H. B., Provan, K. G., & Sebastian, J. G. (1996). Interorganizational Cooperation in Community Mental Health: A Resource-Based Explanation of Referrals and Case Coordination. Medical Care Research and Review, 53(1), 94-119. doi:10.1177/107755879605300105
• Peters, B. G. (1996). Models of Governance for the 1990s. The state of public management, 15--44.
• Provan, K. G., Sebastian, J. G., & Milward, H. B. (1996). Interorganizational cooperation in community mental health: a resource-based explanation of referrals and case coordination. Medical Care Research and Review, 53, 94--119.
• Thompson, J. R., Ingraham, P., Kettle, D., & Milward, H. (1996). Organizational redesign in the public sector. The state of public management, 286--306.
• Provan, K. G., & Milward, H. B. (1995). A preliminary theory of interorganizational network effectiveness: A comparative study of four community mental health systems. Administrative science quarterly, 1--33.
• Milward, H. B. (1994). Implications of contracting out: New roles for the hollow state. New paradigms for government: Issues for the changing public service, 41--62.
• Milward, H. B. (1994). Implications of. Leadership Trapeze: Strategies for Leadership in Term-Based Organizations (6 X 9"), 41.
• Milward, H. B., Provan, K. G., & Smith, L. J. (1994). Human service contracting and coordination: The market for mental health services. Research in Public Administration, 3, 231--279.
• Provan, K. G., & Milward, H. B. (1994). A COMPARATIVE ANALYSIS OF THE EFFECTIVENESS OF MENTAL HEALTH DELIVERY SYSTEMS: AN ORGANIZATIONAL AND NETWORK PERSPECTIVE.. Academy of Management Proceedings, 1994, 106--110.
• Provan, K. G., & Milward, H. B. (1994). Integration of Community-Based Services for the Severely Mentally III and the Structure of Public Funding: A Comparison of Four Systems. Journal of Health Politics, Policy and Law, 19, 865--894.
• Wolch, J., Smith, S. R., Milward, H. B., Lipsky, M., & Bernstein, S. R. (1994). Nonprofit Contracting and the Hollow State Managing Contracted Services in the Nonprofit Economy@@@Nonprofits for Hire: The Welfare State in the Age of Contracting@@@The Shadow State: Government and the Voluntary Sector in Transition. Public Administration Review, 54(1), 73. doi:10.2307/976501
• Milward, H. B., & Provan, K. G. (1993). 10. The Hollow State: Private Provision of Public Services. Public policy for democracy, 222.
• Milward, H. B., Provan, K. G., & Else, B. A. (1993). What does the hollow state look like. Public management: The state of the art, 309--322.
• Provan, K. G., & Milward, H. B. (1991). Institutional-level norms and organizational involvement in a service-implementation network. Journal of Public Administration Research and Theory, 1, 391--418.
• Milward, H. B., & Newman, H. H. (1990). A Rejoinder to Jon A. Ritter. Economic Development Quarterly, 4(2), 157-157. doi:10.1177/089124249000400209
• Milward, H. B., & Newman, H. H. (1990). A Rejoinder to Jon A. Ritter. Economic Development Quarterly, 4, 157--157.
• Milward, H. B., & Newman, H. H. (1990). THE LOCATIONAL DECISION. The Politics of Industrial Recruitment: Japanese Automobile Investment and Economic Development in the American States, 104, 23.
• Milward, H. B., & Newman, H. H. (1989). State Incentive Packages and the Industrial Location Decision. Economic Development Quarterly, 3(3), 203-222. doi:10.1177/089124248900300303
• Milward, H. B., & Newman, H. H. (1989). State incentive packages and the industrial location decision. Economic Development Quarterly, 3, 203--222.
• Work, T., Loury, G. C., Quotas, G. A., Romzek, B. S., Hendricks, J. S., Both, C. W., Sigelman, L., Milward, H. B., Jon, M., Grounds' Revisited, B., & others, . (1988). SUGGESTED READINGS. Public Administration Debated, 9, 134.
• Milward, H. B. (1984). Uncle Sam's Private, Profitseeking Corporations. By Musolf Lloyd.(Lexington, Mass.: DC Heath, 1982. Pp. vii+ 126. $18.95.). American Political Science Review, 78, 233--234.
• Sigelman, L., Milward, H. B., Shepard, J. M., & Dumler, M. (1984). Organizational Responses to Affirmative Action" Elephant Burial Grounds" Revisited. Administration \& Society, 16, 27--40.
• MILWARD, H. B. (1983). HAL G. RAINEY H. BRINTON MILWARD. Organizational theory and public policy, 63, 133.
• Milward, H. B., & Francisco, R. A. (1983). Subsystem politics and corporatism in the United States. Policy \& Politics, 11, 273--293.
• Milward, H. B., & Rainey, H. G. (1983). Don't Blame the Bureaucracy!. Journal of Public Policy, 3, 149--168.
• Milward, H. B., Denhardt, K. G., Rucker, R. E., & Thomas, T. L. (1983). Implementing Affirmative Action and Organizational Compliance The Case of Universities. Administration \& Society, 15, 363--384.
• Rainey, H. G., & Milward, H. B. (1983). Public organizations: Policy networks and environments. Organizational theory and public policy, 133--146.
• Milward, H. B. (1982). Inter organizational policy systems and research on public organizations. Administration \& Society, 13, 457--478.
• Sigelman, L., Milward, H. B., & Shepard, J. M. (1982). The Salary Differential between Male and Female Administrators: Equal Pay for Equal Work? 1. Academy of Management Journal, 25, 664--671.
• Milward, H. B. (1980). Policy entrepreneurship and bureaucratic demand creation. Why policies succeed or fail, 255--77.
• Milward, H. B. (1979). Cathartic Effect. Public Administration Review, 39, 199--200.
• Milward, H. B., & Swanson, C. (1979). Organizationl Response To Environmental Pressures The Policy of Affirmative Action. Administration \& Society, 11, 123--143.
• Milward, H. B., & Swanson, C. (1978). Testing a Theory of Organizational Discrimination. The American Review of Public Administration, 12, 125--127.
• Milward, H. B., & Swanson, C. (1978). The impact of affirmative action on organizational behavior. Policy Studies Journal, 7, 201--207.
• Thompson, F. J., Stahl, O. G., Shafritz, J. M., Nigro, L. G., Nigro, F. A., Milward, H. B., Golembiewski, R. T., Crouch, W. W., Cohen, M., & Arnold, D. S. (1978). Politics, Personnel and Public Policy@@@Personnel Policy in the City: The Politics of Jobs in Oakland@@@Public Personnel Management: The Heritage of Civil Service Reform@@@The Bureaucrat, Vol. 4, #4, January, 1976, "The Federal Personnel Crisis"@@@The New Public Personnel Administration@@@People in Public Service: A Reader in Public Personnel Administration@@@A New World: Readings on Modern Public Personnel Management@@@Local Government Personnel Administration@@@Public Personnel Administration. Public Administration Review, 38(4), 391. doi:10.2307/975826

Proceedings Publications

• Breiger, R. L., Ackerman, G. A., Asal, V., Melamed, D., Milward, H. B., Rethemeyer, R. K., & Schoon, E. (2011). Application of a Profile Similarity Methodology for Identifying Terrorist Groups That Use or Pursue CBRN Weapons.. In SBP.

Presentations

• Milward, H. B. (2017, June). Toward a Theory of Structure and Process in Organizational Networks. Public Management Research Association. American University, Washington, D.C.: Public Management Research Association.
• Milward, H. B. (2018, April). When do Studies of Networks in Public Management Begin? The European Roots of Network Studies in Public Policy and Administration. International Research Symposium on Public Management. University of Edinburgh, Scotland: International Research Symposium on Public Management.
• Milward, H. B., Breiger, R. L., & Nardin, S. (2015, 2015-02-18). Agency in a Multi-Nodal World: Conflict Entrepreneurs. International Studies Association Annual Meeting. New Orleans, LA: International Studies Association.
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  This paper begins by reviewing a theoretical framework capable of integrating game-theoretic and multi-nodal network analysis of individuals, corporate actors and their interests by means of case studies that are very well documented from a variety of credible sources. The goal of the larger project is to develop a theory capable of being tested in increasingly sophisticated analytical environments. In brief, we wish to unite networks, ecologies of games, and narratives of conflict in ways that will advance basic social science research and which will lead to policy relevant analytic methods that respond to calls for a national defense strategy appropriate for a multi-nodal world.We then turn to a focus on one particularly consequential aspect of a multi-nodal world - Diasporas, and specifically the role that they play in conflicts in their “imagined” homelands.We bring together four aspects of social life in the context of the ecology of diasporas mobilized for conflict. The ecology of diasporas includes (1) actors spanning the roles of conflict entrepreneurs, gangsters, and exile politicians, and the games they play; (2) the institutions that these actors create, such as banks, political lobbies, publications, churches, and cultural organizations; (3) the culture that these actors and actors before them have created that constitutes the unique milieu of a diaspora, featuring elements including identity, narratives of events, religion, and ties to the old country that together create the bonds of a diaspora; (4)events that may activate Diasporas to mobilize for conflict. In this paper these events center on the wars resulting from the breakup of Yugoslavia in the 1990s.Our proposed articulation of a multi-nodal (MN) approach attempts to strike a balance between capturing the rich complexity of state and non-state relations while simultaneously providing a coherent and generalizable conceptual framework. A three-pronged empirical and theoretical approach is vital to best capture this balance, with each approach addressing weaknesses in the others. Case studies provide important institutional and structural detail while actor-focused network analysis situates the actors as strategizing within a global context, and the ecology of games suggests a theoretical formalization of our approach.
• Breiger, R. L., Milward, H. B., Breiger, R. L., Milward, H. B., Breiger, R. L., & Milward, H. B. (2014, September). Network Modeling for a Multi-Nodal World. MURI AFOSR Project Meeting. Information Sciences Institute, University of Southern California.
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  We discuss four modeling techniques that we have developed for modeling a multi-nodal world (see attachment).
• Milward, H. B., & Breiger, R. L. (2014, March). A Multi-Nodal World: Networks, Games, and Narratives. International Studies Association (ISA) Annual Meeting. Toronto, CA: International Studies Association.
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  This paper introduces a theoretical framework capable of integrating game-theoretic and multi- nodal network analysis of individuals, corporate actors and their interests by means of case studies that are very well documented from a variety of credible sources. The goal will be to develop a theory capable of being tested in increasingly sophisticated analytical environments. Thus, we wish to unite networks, ecologies of games, and narratives of conflict in ways that will advance basic social science research and which will lead to policy relevant analytic methods that respond to calls for a national defense strategy appropriate for a multi-nodal world. Our proposed articulation of a multi-nodal (MN) approach attempts to strike a balance between capturing the rich complexity of state and non-state relations while simultaneously providing a coherent and generalizable conceptual framework. A multi-pronged empirical and theoretical approach is vital to best capture this balance, with each approach addressing weaknesses in the others. Case studies provide important institutional and structural detail while actor-focused network analysis situates the actors as strategizing within a global context, and the ecology of games suggests a theoretical formalization of our approach.

Others

• Marshall, G., Lynn, L. E., Kettl, D. F., & Milward, H. B. (1998). In search of commensurability: Writings in Public Management in an Era of Governmental Reform.
• MILWARD, H. (1994). MANAGING CONTRACTED SERVICES IN THE NONPROFIT ECONOMY-BERNSTEIN, SR.
• MILWARD, H. (1994). THE SHADOW STATE-GOVERNMENT AND THE VOLUNTARY SECTOR IN TRANSITION-WOLCH, J.
• Milward, H. B., Bernstein, S. R., Smith, S. R., Lipsky, M., & Wolch, J. (1994). Nonprofit contracting and the hollow state.
• Milward, H. B. (1987). CURRENT ACADEMIC APPOINTMENTS.
• MILWARD, H. (1978). NEW PUBLIC PERSONNEL-ADMINISTRATION-NIGRO, FA, NIGRO, LG.
• MILWARD, H. (1978). NEW WORLD-READINGS ON MODERN PUBLIC PERSONNEL-MANAGEMENT-SHAFRITZ, JM.
• MILWARD, H. (1978). PERSONNEL POLICY IN CITY-POLITICS OF JOBS IN OAKLAND-THOMPSON, FJ.
• MILWARD, H. (1978). PUBLIC PERSONNEL-MANAGEMENT-HERITAGE OF CIVIL-SERVICE REFORM-SHAFRITZ, JM.
• Milward, H. B., Thompson, F. J., Shafritz, J. M., Nigro, F. A., Nigro, L. G., Golembiewski, R. T., Cohen, M., Shafritz, J. M., Crouch, W. W., Arnold, D. S., & others, . (1978). Politics, personnel and public policy.