About Professor Dodge
Jennifer Dodge is Assistant Professor of Public Administration and Policy at the Rockefeller College of Public Affairs and Policy, University at Albany—SUNY. Dr. Dodge’s research interests include the role of nonprofit organizations in public deliberation and democratic governance; public and social change leadership; environmental politics; and the application of qualitative research methods to the study of public administration and policy. Dr. Dodge has published articles in Policy & Society, Public Administration Review, Critical Policy Studies, and the Handbook of Action Research, and has presented her work at several conferences including the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA), the American Political Science Association (ASPA), and the international Interpretive Policy Analysis Conference (IPA).
Dr. Dodge is currently the Book Reviews Editor of Critical Policy Studies, and is a Fellow at the Research Center for Leadership in Action at The Wagner School at New York University. Previously, she conducted policy research at MDRC, and has partnered with various organizations to support nonprofit and public leadership including the Edna McConnell Clark Foundation, the US State Department, and the NYC Research and Organizing Initiative.
Dr. Dodge earned a BA in sociology from Skidmore College, and an M.Phil. and Ph.D. in public administration from The Wagner School at New York University.
Professor Dodge teaches PAD 500 – Institutional Foundations of Public Administration and PUB/POS 604 – Inequality and Public Policy and PAD 616 – Nonprofits and Social Transformation
- Dodge, J. (2014). Civil society organizations and deliberative policy making: interpreting environmental controversies in the deliberative system, Policy Sciences, 47:161–185. DOI 10.1007/s11077-014-9200-y
- Dodge, J., Hofmann-Pinilla, A., Beard, A., and Murphy, C. (2012). Beyond Foundation Funding: Revenue-Generating Strategies for Sustainable Social Change. New York: Research Center for Leadership in Action.
- Ospina, S., W., Foldy, E. G., El-Hadidy, Dodge, J., Hofmann-Panilla, A., and Su, C. (2012) Social change leadership as relational leadership. In M. Uhl-Bien and S. Ospina (Eds.), Advancing Relational Leadership Theory. Greenwich, CT: Information Age.
- Dodge, J. (2010). Tensions in deliberative practice: A view from civil society. Critical Policy Studies, 4 (4).
- Dodge, J. (2009) Environmental justice and deliberative democracy: How civil society organizations respond to power in the deliberative system. Policy & Society, 28 (3) 225-239.
- Ospina, S. M. and Dodge, J. (2005). Narrative inquiry and the search for connectedness: Practitioners and academics developing public administration scholarship. Public Administration Review, 65 (4) 409-423.
- Dodge, J., Ospina, S.M., and Foldy, E.G. (2005). Integrating rigor and relevance in public administration scholarship: The contribution of narrative inquiry. Public Administration Review, 65 (3) 286-300.
- Ospina, S. M. and Dodge, J. (2005). It’s about time: Catching method up to meaning—The usefulness of narrative inquiry in public administration research. Public Administration Review, 65 (2) 143-157.
- Ospina, S., Schall, E., Dodge, J. and Godsoe, B. (2004). From consent to mutual inquiry: Balancing democracy and authority in action research. Action Research, 2 (1) 47-69.