Daniel Bromberg

Director of Academic Programs
Phone: (603) 862-0798
Office: Political Science, Horton Social Science Center Rm 321, Durham, NH 03824
Image of Dan Bromberg

Dan Bromberg is an Associate Professor of Public Administration in the Carsey School of Public Policy and the Department of Political Science at the University of New Hampshire. He is the Director of Academic Programs for the Carsey School of Public Policy. Dan’s research interests include government procurement, performance management, and organizational accountability. Recent publications include Gatekeepers: How Procurement Personnel Guard against Hybrid Accountability, Pay-to-Play: An Examination of State Laws, and Body Worn Cameras and Policing: A List Experiment of Citizen Overt and True Support. He holds a Ph.D. from the School of Public Affairs and Administration at Rutgers-Newark.


  • Ph.D., Public Administration, Rutgers University
  • M.P.A., Public Administration, University of Vermont
  • B.A., University at Albany

Research Interests

  • Accountablility
  • Organizational behavior
  • Performance measurement/management
  • Procurement
  • Public management

Courses Taught

  • INCO 590: Rsrch Exp/Political Science
  • PA 800: Fndns/Theories of Public Admin
  • PA 906: Foundations of Public Admin
  • PA 908A: Capstone in Public Admin
  • POLT 402: American Politics & Government
  • POLT 509: ManagingBureaucracy in America
  • POLT 797B/897B: Sem/Outsourcing of Amer. Gov't
  • POLT 803: Performance Management
  • POLT 898F: Sem/Technology & Government
  • POLT 906: Foundations of Public Admin
  • POLT 908A: Capstone in Public Admin
  • POLT 908A/908B: Capstone in Public Admin
  • POLT 908B: Capstone in Public Admin
  • PPOL 712/812: Strategies for Policy Impact
  • PPOL 990: Policy Capstone
  • PPOL 990A: Policy Capstone Planning
  • PPOL 998A: Policy Internship

Selected Publications

Bromberg, D. E., & Charbonneau, É. (2020). Public Service Motivation, Personality, and the Hiring Decisions of Public Managers: An Experimental Study. Public Personnel Management, 49(2), 193-217. doi:10.1177/0091026019855749

Genest-Grégoire, A., Charbonneau, É., & Bromberg, D. E. (2017). The Sustainability Assumption in Performance Management Reforms: Revisiting the Patterns of Implementation. Public Organization Review, 1-18.

Bromberg, D., Hartley, R. E., & Mohammed-Spigner, D. (2017). Pay-to-Play: An Examination of State Laws. Public Integrity, 19, 342-356.

Bromberg, D. E. (2016). Business–Government Collaboration in Rulemaking: Regulating Carbon Emissions from Motor Vehicles. In Problem Solving with the Private Sector (pp. 49-76). Routledge.

Bromberg, D. E., & Justice, J. B. (2016). Sorting Out Social Impact Bonds. In PROBLEM SOLVING WITH THE PRIVATE SECTOR: A PUBLIC SOLUTIONS HANDBOOK (Vol. 7, pp. 176-199). Retrieved from http://gateway.webofknowledge.com/

Bromberg, D. E. (2016). Gatekeepers: How Procurement Personnel Guard Against Hybrid Accountability. Public Organization Review, 16, 549-560.

Henderson, A. C., & Bromberg, D. E. (2015). Performance Information Use in Local Government: Monitoring Relationships with Emergency Medical Services Agencies. Public Performance & Management Review, 39(1), 58-82. doi:10.1080/15309576.2016.1071162

Bromberg, D. E., & Henderson, A. C. (2015). Collaboration in Frontline Health Care Delivery. The American Review of Public Administration, 45(6), 674-688. doi:10.1177/0275074014526300

Charbonneau, É., Bromberg, D. E., & Henderson, A. C. (2015). Performance improvement, culture, and regimes. International Journal of Public Sector Management, 28(2), 105-120. doi:10.1108/ijpsm-08-2014-0093

Bromberg, D. (2009). Performance Measurement. Public Performance & Management Review, 33(2), 214-221. doi:10.2753/pmr1530-9576330202

Most Cited Publications