Abstract
As the U.S. economy begins to show some signs of revitalization, there are many who question whether local government is able to keep pace with such change. The present study attempts to address this issue by examining patterns in reactions by local officials to events facing their jurisdictions. Findings indicate that manager's attitudes and strategies for coping with change have changed accordingly - from a reactive “wait-and-see” posture to proactive modes of revenue-generation and lobbying. As government service delivery becomes more information-intensive, local officials should use available tools and techniques to forecast and plan for longer-term adjustments.
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