Mario A. Rivera, Ph.D. is Regents’ Professor of Public Administration at the University of New Mexico. He teaches graduate courses in organizational behavior, change management, program evaluation, performance measurement, and comparative public administration, in the School of Public Administration. He holds or has held numerous public sector and editorial appointments, including:

• Editor-in-Chief of the Journal of Public Affairs Education (since 2005) and Editorial Board member, Policy and Management Review, PA Times, Problems and Perspectives in Management, Scientific Journals International, and Scholarship on the Assessment of Learning.
• Appointee to the Executive Council (2005-2008) and Committee on Peer Review and Accreditation (2002-2005) of the National Association of Schools of Public Affairs and Administration (NASPAA), Washington, D.C., and founding board member of NASPAA’s Inter-American Network for Public Affairs Education (since 1997).
• Appointee to a number of advisory boards, including the Workforce Development Committee of the New Mexico Information Technology and Software Association, the Connecticut Governor’s Executive Service Corps, and the Indianapolis Mayor’s Housing Task Force.

Professor Rivera is widely published in the areas of policy innovation, public ethics, diversity, and social equity. He has authored several books as well as numerous peer-reviewed articles in the United States, Canada, and Latin America, including four studies with the late, renowned, communications theorist Everett M. Rogers. His books include: with Gary M. Woller, co-editor, Public Administration in a New Era ( Burke, Virginia: Chatelaine Press, 2000), and, with Luis Férnandez y Zavala, co-editor, Evaluación Programática y Educacional en el Sector Público (Program and Educational Evaluation in the Public Sector, Washington, D.C.: Organization of American States, 1997). Representative recent publications include: w ith Abdullah Karaman, Sebahat Bayrak Kök and Selcuk Burak Hasiloglu, coauthors, “ Vision, Creativity, Strategic Innovation, and Transformational Leadership,” Problems and Perspectives in Management 2, 2008, and with Max M. Valdez, coauthor, “Cross-functional Teams and Informal Social Networks: A Case Study of Project Development and Performance in a Multidisciplinary Science and Technology National Laboratory,” Journal of Business and Public Affairs 1 (2), 2007.

Created November 11, 2008