Professor, School of Public Affairs, Watts College of Public Service and Community Solutions
School of Public Affairs
Arizona State University, Downtown Phoenix campus
411 N. Central Avenue, Ste. 450
Phoenix, AZ 85004-0687
- Senior Global Futures Scientist, Julie Ann Wrigley Global Futures Laboratory
- Professor, School of Public Affairs, Watts College of Public Service and Community Solutions
Mary Feeney is professor and Lincoln Professor of Ethics in Public Affairs. She is the editor of the Journal of Public Administration Research & Theory, associate Director of the Center for Science, Technology and Environmental Policy Studies (C-STEPS), and director of the doctoral program at the School of Public Affairs. She is a Fellow of the National Academy of Public Administration.
Feeney's research focuses on public and nonprofit management, sector comparisons, and science and technology policy. She is currently working on an NSF-funded project investigating materials sharing among academic scientists and a project investigating technology use in municipal governments.
Feeney serves on the editorial boards for Government Information Quarterly, Perspectives on Public Management & Governance, and Journal of Behavioral Public Administration. She was previously on the editorial boards of American Review of Public Administration, International Public Management Journal, Journal of Public Administration Research & Theory, Public Administration Review, Public Integrity, and Public Performance & Management Review.
She has published more than 50 peer reviewed journal articles in public administration, higher education, and science and technology policy. Feeney has two books: "Nonprofit Organizations & Civil Society in the United States" with Kelly LeRoux (Routledge, 2014) and "Rules and Red Tape: A Prism for Public Administration Theory and Research" with Barry Bozeman (ME Sharpe, 2011).
Feeney, M. K., F. Fusi, L. Camarena and F. Zhang. 2020. Towards more digital cities? Change in technology use and perceptions across small and medium-sized US cities. Local Government Studies 46(5):820-845. DOI: 10.1080/03003930.2019.1690993. (link )
Zhang, F. and M. K. Feeney. 2020. Engaging through technology: the role of administrative culture and mandates. Public Management Review 22(10):1423-1442. DOI: 10.1080/14719037.2019.1630475. (link )
Feeney, M. K. and L. Camarena. 2019. Gender, race, and diversity values among local government leaders. Review of Public Personnel Administration 1-27. DOI: 10.1177/0734371X19865009. (link )
Feeney, M. K. and J. M. Stritch. 2019. Family-friendly policies, gender, and work-life balance in the public sector. Review of Public Personnel Administration 39(3):422-448. DOI: 10.1177/0734371X17733789. (link )
Langer, J., M. K. Feeney and S. Lee. 2019. Employee fit and job satisfaction in bureaucratic and entrepreneurial work environments. Review of Public Personnnel Administration 39(1):125-155. DOI: 10.1177/0734371X17693056. (link )
Wallmeier, F., B. Helmig and M. K. Feeney. 2019. Knowledge construction in public administration: A discourse analysis of public value. Public Administration Review 79(4):488-499. DOI: 10.1111/puar.13005. (link )
Welch, E. W., G. Taggart, M. K. Feeney and M. Siciliano. 2019. Navigating the labyrinth: Academic scientists’ responses to new regulatory controls on biological material inputs to research. Environmental Science & Policy 101(Nov):136-146. DOI: 10.1016/j.envsci.2019.08.001. (link )
Feeney, M. K., L. Carson and H. Dickinson. 2018. Power in editorial positions: A feminist critique of public administration. Public Administration Review 79(1):46-55. DOI: 10.1111/puar.12950. (link )
Fusi, F. and M. K. Feeney. 2018. Electronic monitoring in public organizations: Evidence from US local governments. Public Management Review 20(10):1465-1489. DOI: 10.1080/14719037.2017.1400584. (link )
Fusi, F. and M. K. Feeney. 2018. Social media in the workplace: Information exchange, productivity, or waste?. The American Review of Public Administration 48(5):395-412. DOI: 10.1177/0275074016675722. (link )
Kaufmann, W., R. Hooghiemstra and M. K. Feeney. 2018. Formal institutions, informal institutions, and red tape: A comparative study. Public Administration Review 96(2):386-403. DOI: 10.1111/padm.12397. (link )
Miao, Q., M. K. Feeney, F. Zhang, E. W. Welch and P. S. Sriraj. 2018. Through the storm: Transit agency management in response to climate change. Transportation Research Part D: Transport and Environment 63(Aug):421-432. DOI: 10.1016/j.trd.2018.06.005. (link )
Siciliano, M., E. W. Welch and M. K. Feeney. 2018. Network exploration and exploitation: Professional network churn and scientific production. Social Networks 52(Jan):167-179. DOI: 10.1016/j.socnet.2017.07.003. (link )
Singia, A., J. M. Stritch and M. K. Feeney. 2018. Constrained or creative? Changes in financial condition and entrepreneurial orientation in public organizations. Public Administration 96(4):769-786. DOI: 10.1111/padm.12540. (link )
Feeney, M. K. and A. Brown. 2017. Are small cities online? Content, ranking, and variation of U.S. municipal websites. Government Information Quarterly 34(1):62-74. DOI: 10.1016/j.giq.2016.10.005. (link )
Grimmelikhuijsen, S. G. and M. K. Feeney. 2017. Developing and testing an integrative framework for open government adoption in local governments. Piublic Administration Review 77(4):579-590. DOI: 10.1111/puar.12689. (link )
Hayter, C. S. and M. K. Feeney. 2017. Determinants of external patenting behavior among university scientists. Science and Public Policy 44(1):111-120. DOI: 10.1093/scipol/scw037. (link )
Zhang, F. and M. K. Feeney. 2017. Managerial ambivalence and electronic civic engagement: The role of public manager beliefs and perceived needs. Public Administration Review 78(1):58-70. DOI: 10.1111/puar.12853. (link )
Feeney, M. K. and J. Langer. 2016. Getting ahead in the public sector: Perceptions of managers in U.S. muncipalities. The American Review of Public Administration 46(6):683-699. DOI: 0.1177/0275074015570037. (link )
Feeney, M. K. and E. W. Welch. 2016. Technology-task coupling: Exploring social media use and managerial perceptions of E-government. The American Review of Public Administration 46(2):162-179. DOI: 10.1177/0275074014547413. (link )
Huang, W. and M. K. Feeney. 2016. Citizen participation in local government decision making: The role of manager motivation. Review of Public Personnel Administration 36(2):188-209. DOI: 10.1177/0734371X15576410. (link )
Wang, S. and M. K. Feeney. 2016. Determinants of information and communication technology adoption in manicipalities. The American Review of Public Administration 46(3):292-313. DOI: 10.1177/0275074014553462. (link )
Welch, E. W., M. K. Feeney and C. H. Park. 2016. Determinants of data sharing in U.S. city governments. Government Information Quarterly 33(3):393-403. DOI: 10.1016/j.giq.2016.07.002. (link )
Feeney, M. K., M. Bernal and L. Bowman. 2014. Enabling work? Family-friendly policies and academic productivity for men and women scientists. Science and Public Policy 41(6):750-764. DOI: 10.1093/scipol/scu006. (link )
Feeney, M. K., T. Johnson and E. W. Welch. 2014. Methods for identifying translational researchers. Evaluation & the Health Professions 37(1):3-18. DOI: 10.1177/0163278713504583. (link )
Feeney, M. K. and K. LeRoux. 2014. Response to "Antecedents or Effects of Being a Manager in the Nonprofit, Public, or Private Sector: A Critical Evaluation of LeRoux and Feeney (2013)". Nonprofit Management and Leadership 25(2):191-192. DOI: 10.1002/nml.21120. (link )
Feeney, M. K. and E. W. Welch. 2014. Academic outcomes among principal investigators, co-principal investigaors, and non-PI researchers. The Journal of Technology Transfer 39(1):111-133. DOI: 10.1007/s10961-012-9272-9. (link )
Li, M. and M. K. Feeney. 2014. Adoption of electronic technologies in local U.S. governments: Distinguishing between E-services and communication technologies. The American Review of Public Administration 44(1):75-91. DOI: 10.1177/0275074012460910. (link )
Welch, E. W. and M. K. Feeney. 2014. Technology in government: How organizational culture mediates information and communication technology outcomes. Government Information Quarterly 31(4):506-512. DOI: 10.1016/j.giq.2014.07.006. (link )
Feeney, M. K. and J. Heroff. 2013. Barriers to need-based financial aid: Predictions of timely FAFSA completion among low-income students. Journal of Student Financial Aid 43(2):Art. 2. (link )
Kaufmann, W. and M. K. Feeney. 2013. Beyond the rules: The effect of outcome favourability on red tape perceptions. Public Administration 92(1):178-191. DOI: 10.1111/padm.12049. (link )
LeRoux, K. and M. K. Feeney. 2013. Factors attracting individuals to nonprofit management over public and private sector management. Nonprofit Management and Leadership 24(1):43-62. DOI: 10.1002/nml.21079. (link )
Feeney, M. K. 2012. Organizational red tape: A measurement experiment. Journal of Public Administration Research and Theory 22(3):427-444. DOI: 10.1093/jopart/mus002. (link )
Feeney, M. K. and E. W. Welch. 2012. Electronic participation technologies and perceived outcomes for local government managers. Public Management Review 14(6):815-833. DOI: 10.1080/14719037.2011.642628. (link )
Feeney, M. K. and E. W. Welch. 2012. Realized publicness at public and private research universities. Public Administration Review 72(2):272-284. DOI: 10.1111/j.1540-6210.2011.02521.x. (link )
Kaufmann, W. and M. K. Feeney. 2012. Objective formalization, perceived formalization and perceived red tape. Public Management Review 14(8):1195-1214. DOI: 10.1080/14719037.2012.662447. (link )
Feeney, M. K. and C. Boardman. 2011. Organizational confidence: An empirical assessment of highly positive public managers. Journal of Public Administration Research and Theory 21(4):673-697. DOI: 10.1093/jopart/muq044. (link )
Huang, W., M. K. Feeney and E. W. Welch. 2011. Organizational and individual determinants of patent production of academic scientists and engineers in the United States. Science and Public Policy 38(6):463-479. DOI: 10.3152/030234211X12960315267895. (link )
Moulton, S. and M. K. Feeney. 2011. Public service in the private sector: Private loan originator participation in a public mortgage program. Journal of Public Administration Research and Theory 21(3):547-572. DOI: 10.1093/jopart/muq001. (link )
Nesbit, R., S. Moulton, S. Robinson, C. Smith, L. DeHart-Davis, M. K. Feeney, B. Gazley and Y. Hou. 2011. Public administration: Avoiding disconnectedness and fragmentation while seeking rigor, depth, and relevance. Journal of Public Administration Research and Theory 21(Suppl. 1):i13-i28. DOI: 10.1093/jopart/muq062. (link )
Feeney, M. K. and M. Bernal. 2010. Women in STEM networks: Who seeks advice and support from women scientists?. Scientometrics 85:767-790. DOI: 10.1007/s11192-010-0256-y. (link )
Feeney, M. K. and H. G. Rainey. 2010. Personnel flexibility and red tape in public an nonprofit organizations: Distinctions due to institutional and political accountability. Journal of Public Administration Research and Theory 20(4):801-826. DOI: 10.1093/jopart/mup027. (link )
Bozeman, B. and M. K. Feeney. 2009. Public management mentoring: A three-tier model. Review of Public Personnel Administration 29(2):134-157. DOI: 10.1177/0734371X08325768. (link )
Bozeman, B. and M. K. Feeney. 2009. Public management mentoring: What affects outcomes?. Journal of Public Administration Research and Theory 19(2):427-452. DOI: 10.1093/jopart/mun007. (link )
Feeney, M. K. and B. Bozeman. 2009. Stakeholder red tape: Comparing perceptions of public managers and their private consultants. Public Administration Review 69(4):710-726. DOI: 10.1111/j.1540-6210.2009.02019.x. (link )
Feeney, M. K. and B. Bozeman. 2009. Staying late: Comparing work hours in public and nonprofit sectors. The American Review of Public Administration 39(5):459-477. DOI: 10.1177/0275074008327293. (link )
Feeney, M. K. and L. DeHart-Davis. 2009. Bureaucracy and public employee behavior: A case of local government. Review of Public Personnel Administration 29(4):311-326. DOI: 10.1177/0734371X09333201. (link )
Bozeman, B. and M. K. Feeney. 2008. Menror monitoring: A "goodness of fit" model. Administration & Society 40(5):465-482. DOI: 10.1177/0095399708320184. (link )
Feeney, M. K. 2008. Sector perceptions among state-level public managers. Journal of Public Administration Research and Theory 18(3):465-494. DOI: 10.1093/jopart/mum025. (link )
Feeney, M. K. and B. Bozeman. 2008. Mentoring and network ties. Human Relations 61(12):1651-1676. DOI: 10.1177/0018726708098081. (link )
Feeney, M. K. and G. Kingsley. 2008. The rebirth of patronage: Have we come full circle?. Public Integrity 10(2):165-176. DOI: 10.2753/PIN1099-9922100205. (link )
Feeney, M. K. and C. Smith. 2008. Social embeddedness in outsourcing: What shapes public managers' perceptions?. Public Performance & Management Review 31(4):517-546. DOI: 10.2753/PMR1530-9576310402. (link )
Bozeman, B. and M. K. Feeney. 2007. Toward a useful theory of mentoring: A conceptual analysis and critique. Administration & Society 39(6):719-739. DOI: 10.1177/0095399707304119. (link )
Feeney, M. K. and B. Bozeman. 2007. Public values and public failure: Implications of the 2004-2005 flu vaccine case. Public Integrity 9(2):175-190. DOI: 10.2753/PIN1099-9922090204. (link )
Feeney, M. K. 2006. Mentoring women in the public sector: Expectations and realities. International Journal of Learning and Change 1(4):381-406. DOI: 10.1504/IJLC.2006.013908. (link )
Feeney, M. K. and B. Bozeman. 2005. Taxonomy for science and engineering indicators: A reassessment. Research Evaluation 14(3):239-248. DOI: 10.3152/147154405781776139. (link )
LeRoux, K. and M. K. Feeney. 2015. Nonprofit Organizations and Civil Society in the United States. Routledge. ISBN: 978-0415661447.
Bozeman, B. and M. K. Feeney. 2011. Rules and Red Tape: A Prism for Public Administration Theory and Research. M.E. Sharpe. ISBN: 978-0765623348.
LeRoux, K. and M. K. Feeney. 2020. Nonproifts and political participation. In: Anheier, H. K. and S. Toepler eds., The Routledge Companion to Nonprofit Management. Routledge. ISBN: 9781138744462.
Feeney, M. K. and A. Peterman. 2017. Flu vaccine. In: Darr, K., T. J. Farnsworth and R. C. Myrtle eds., Cases in Health Services Management, Sixth Edition. Health Professional Press, Inc.. Baltimore, MD. ISBN: 978-1938870620.
Gonzalez, L. and M. K. Feeney. 2017. Nonprofit sector. In: Rycroft, R. S. ed., The American Middle Class: An Economic Encyclopedia of Progress and Poverty. Vol 1 & 2. Greenwood. Santa Barbara, CA. ISBN: 978-1610697576.
Feeney, M. K. 2015. Bozeman, Barry. In: Bearfield, D. A., E. Berman and M. J. Dubnick eds., Encyclopedia of Public Administration and Public Polciy. Routledge. ISBN: 9781351265362.
Feeney, M. K. 2015. Bureaucracy, red tape. In: Bearfield, D. A., E. Berman and M. J. Dubnick eds., Encyclopedia of Public Administration and Public Policy. Routledge. ISBN: 9781351265362.