Abstract
This article examines how government reinvention affects the accountability of public managers to different stakeholders by comparing the reinvention of federal welfare, education, and environmental programs. It maps the various accountability relationships surrounding public managers and investigates how reinvention has influenced each of them. The findings reveal no consistent pattern of change across accountability relationships but suggest three hypotheses about the impact of reinvention. The hypotheses suggest different ways that administrative reforms affect the politics of public management: They change the balance of relationships and mechanisms that different stakeholders use to hold program managers and staff to account. In the process, they increase some stakeholders' program influence and disempower others.
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