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The Policy Termination Process

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  • Susan E. Kirkpatrick
  • James P. Lester
  • Mark R. Peterson

Abstract

The purposes of this article are twofold. First, from a review of the extant literature on termination of policies, programs, and organizations, we identify the “crucial variables” that are believed to affect termination. In doing so, we develop a descriptive model of program termination. Then, we utilize this model as a hueristic device to examine the termination of federal revenue‐sharing programs in 1986. After reviewing the available literature on this topic and analyzing the case of revenue‐sharing, the article concludes that program termination is affected by three categories of variables: 1) inherent characteristics of the program in question; 2) the political environment within which termination takes place; and 3)

Suggested Citation

  • Susan E. Kirkpatrick & James P. Lester & Mark R. Peterson, 1999. "The Policy Termination Process," Review of Policy Research, Policy Studies Organization, vol. 16(1), pages 209-238, March.
    • Handle: RePEc:bla:revpol:v:16:y:1999:i:1:p:209-238
    DOI: 10.1111/j.1541-1338.1999.tb00847.x
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    Cited by:

    1. Christian Adam & Michael Bauer & Christoph Knill & Philipp Studinger, 2007. "The Termination of Public Organizations: Theoretical Perspectives to Revitalize a Promising Research Area," Public Organization Review, Springer, vol. 7(3), pages 221-236, September.
    2. John Hogan & Michael Howlett & Mary Murphy, 2022. "Re-thinking the coronavirus pandemic as a policy punctuation: COVID-19 as a path-clearing policy accelerator [Punctuating the equilibrium: An application of policy theory to COVID-19]," Policy and Society, Darryl S. Jarvis and M. Ramesh, vol. 41(1), pages 40-52.

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