Jennifer Dodge, PhD

Jennifer Dodge, PhD

Assistant Professor
Specialization: Nonprofits & Democratic Governance

Department of Public Administration & Policy

308 Milne Hall | 518-442-5274

Curriculum Vitae | Office Hours

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, policy advocacy, 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 Sciences, Nonprofit and Voluntary Sector Quarterly, Policy & Society, Public Administration Review, Critical Policy Studies, and in these two edited volumes: The Oxford Handbook of Sociology, Social Theory and Organization Studies: Contemporary Currents, and the Handbook of Action Research. She has presented her work at several conferences including the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA), the Public Management Research Conference (PMRC), the American Political Science Association (ASPA), and the international Interpretive Policy Analysis Conference (IPA). 

Dr. Dodge is currently a Book Reviews Editor of Critical Policy Studies, and a member of the Leadership Collective of the Community and Grassroots Associations section of ARNOVA. 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 PhD 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

Selected Publications

  • Dodge, J. (2015). The deliberative potential of civil society organizations: Framing hydraulic fracturing in New York. Policy Studies, 36 (3), 249-266.
  • Dodge, J. and Ospina, S. (2015). Developing Advocates for Change: A Practice Approach to Understanding Associations as “Schools of Democracy,” Nonprofit and Voluntary Sector Quarterly, 1-22; DOI: 10.1177/0899764015584063.
  • 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 
  • Abolafia, M., Dodge, J., and Jackson, S. (2014). Clifford Geertz and the Interpretation of Organizations (pp. 346-369), In P. Adler, P. du Gay, G. Morgan and M. Reed (Eds.), The Oxford Handbook of Sociology, Social Theory and Organization Studies: Contemporary Currents. Oxford: Oxford University Press.
  • Dodge, J., Hofmann-Pinilla (2014). Resource Boards for Social Change: Community Voices Heard and the Solidarity Board. New York: Research Center for Leadership in Action.  (Funded by the Mertz Gilmore Foundation.)
  • 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.