Overarching Research Agenda

  • Bureaucratic Politics: Influence of public agencies on politics and policymaking
  • Public Management: Factors of the management of public agencies, and its implications for policy implementation
  • Impact Analysis: Impact of policies implemented within or by public agencies on intended and unintended outcomes

Topical Research Areas

  • Accountability and responsiveness, performance management and leadership, citizen-state interactions, social equity, policing

Kang, I. & Lee, S. (2024).
Client credibility judgment: A barrier to social equity in street-level implementation.
Policy Studies Journal, Forthcoming.

Kang, I & Jilke, S. (2024).
Mapping out the motivational basis of active representation as intergroup behavior.
Public Administration, 102(1), 164–187.

Working manuscripts (revise and resubmit)

  • Kang, I. & Choi, S. Redirecting law enforcement revenues toward funding local nonprofits: A design proposal (conditional acceptance at Journal of Public Policy)
  • Headley, A. M., Baker, D, & Kang, I.* Body-worn cameras reduced minority arrests only in alcohol-related, discretionary cases: Nationwide evidence from the US (conditional acceptance at Public Administration Review)
  • Kang, I. When client satisfaction data compromises bureaucrats’ work motivation—and the role of leadership in reconciling the two (R&R at International Public Management Journal)
  • Kang, I. & Headley, A. M. Valence of representation-increasing organizational changes, micro-level source of active representation (R&R at American Review of Public Administration)
    * Co-first author  † Student coauthor

Non-Refereed Publications

Kang, I. (2021, July 2). Why improving police behavior may not be enough. Medium. https://medium.com/3streams/why-improving-police-behavior-may-not-be-enough-6ee63a1cfa9bhttps://link.medium.com/Ge1ty70Ixh