OOIR: Observatory of International Research

Papers

(The TQCC of Public Administration is 8. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-03-01 to 2024-03-01.)

Article	Citations
Beyond co‐production: Value creation and public services	68
Policy instruments at work: A meta‐analysis of their applications	43
The future of public administration research: An editor's perspective	43
Challenging the necessity of New Public Governance: Co‐production by third sector organizations under different models of public management	42
Target‐setting, political incentives, and the tricky trade‐off between economic development and environmental protection	41
A long road: Patterns and prospects for social equity, diversity, and inclusion in public administration	32
Policy design and public support for carbon tax: Evidence from a 2018 US national online survey experiment	31
Distinguishing the street‐level policy entrepreneur	30
Public servant stereotypes: It is not (at) all about being lazy, greedy and corrupt	30
Reflecting on over 100 years of public administration education	29
Burdens, Sludge, Ordeals, Red tape, Oh My!: A User's Guide to the Study of Frictions	29
Street‐level bureaucrats and policy entrepreneurship: When implementers challenge policy design	29
Public administration and politics meet turbulence: The search for robust governance responses	25
Merit recruitment, tenure protections and public service motivation: Evidence from a conjoint experiment with 7,300 public servants in Latin America, Africa and Eastern Europe	22
Corruption consolidation in local governments: A grounded analytical framework	22
Social workers as street‐level policy entrepreneurs	21
CO‐DESIGN‐ing a more context‐based, pluralistic, and participatory future for public administration	21
Assessing public value failure in government adoption of artificial intelligence	20
Developing a short scale to assess public leadership	20
Strategic communication by regulatory agencies as a form of reputation management: A strategic agenda	20
A replication of “Representative bureaucracy and the willingness to coproduce”	18
Working through the fog of a pandemic: Street‐level policy entrepreneurship in times of crises	17
Street‐level bureaucrats as policy entrepreneurs: Action strategies for flexible community governance in China	17
Intersectionality and equity: Dynamic bureaucratic representation in higher education	17
Burdens of transparency: An analysis of public sector internal auditing	17

Gender‐responsive budgeting: A budget reform to address gender inequity	16
Question order bias revisited: A split‐ballot experiment on satisfaction with public services among experienced and professional users	16
Integrating citizen deliberation into climate governance: Lessons on robust design from six climate assemblies	16
Does organizational performance affect employee turnover? A re‐examination of the turnover–performance relationship	16
Gaming the system: Responses to dissatisfaction with public services beyond exit and voice	15
The fragmentation of public administration: Differentiated and decentered governance in the (dis)United Kingdom	15
The costs of corporatization: Analysing the effects of forms of governance	15
Political opportunism and transaction costs in contractual choice of public–private partnerships	15
Improving public services by mining citizen feedback: An application of natural language processing	15
Machine coding of policy texts with the Institutional Grammar	14
“I have learned my lesson”: How clients' trust betrayals shape the future ways in which street‐level bureaucrats cope with their clients	14
Emotional labor and employee outcomes: A meta‐analysis	14
How local governments prioritize multiple conflicting goals: Beyond the sole‐goal perspective	14
Institutional design for a complex commons: Variations in the design of credible commitments and the provision of public goods	14
Public sector creativity as the origin of public sector innovation: A taxonomy and future research agenda	14
Toward a positive theory of public participation in government: Variations in New York City's participatory budgeting	14
Designing for adaptation: Static and dynamic robustness in policy‐making	13
The public sector and co‐creation in turbulent times: A systematic literature review on robust governance in the COVID‐19 emergency	13
Talking the talk, but not walking the walk: A comparison of self‐reported and observed prosocial behaviour	13
Bubbling up or cascading down? Public servants, political advisers and politicization	13
Dismantling, disintegration or continuing stealthy integration in European Union environmental policy?	13
Institutional Grammar 2.0: A specification for encoding and analyzing institutional design	13
How to implement policy: Coping with ambiguity and uncertainty	13
A century of Public Administration: Traveling through time and topics	13
When does science persuade (or not persuade) in high‐conflict policy contexts?	13
Multilevel reinforcing dynamics: Global climate governance and European renewable energy policy	13
Consultancies in public administration	12
Robust crisis communication in turbulent times: Conceptualization and empirical evidence from the United States	12
Distributed leadership and performance‐related employee outcomes in public sector organizations	12
Representative bureaucracy and impartial policing	12
Dancing on a tightrope: The reputation management of local governments in response to public protests in China	12
The Trump Administration and the COVID‐19 crisis: Exploring the warning‐response problems and missed opportunities of a public health emergency	12
Need, justice and central–local relations: The case of social assistance in China	11
Marketization reforms and co‐production: Does ownership of service delivery structures and customer language matter?	11
How bureaucrats shape political decisions: The role of policy information	11
Unpacking value destruction at the intersection between public and private value	11
Managing policy‐making in the local climate governance landscape: The role of network administrative organizations and member cities	11
The management consultancy effect: Demand inflation and its consequences in the sourcing of external knowledge	11
Exploring the foundational origins of public service motivation through the lens of behavioral genetics	10
Dealing with multiple principals in at arm's length organizations: A qualitative study of Dutch municipally owned corporations	10
Corporatization and political ideology: The case of hospitals in Spain	10
Citizen participation matters. Bureaucratic discretion matters more	10
Professional expertise in policy advisory systems: How administrators and consultants built behavioral insights in Danish public agencies	10
All you need is … a network: The rise of interpretive public administration	10
Policy preferences in response to negative economic prospects of COVID‐19: A survey‐experiment among local politicians in four European countries	10
When does transparency improve public services? Street‐level discretion, information, and targeting	10
Network structures and network effects across management and policy contexts: A systematic review	9
The politics of FinTech: Technology, regulation, and disruption in UK and German retail banking	9
Effects of local government social media use on citizen compliance during a crisis: Evidence from the COVID‐19 crisis in China	9
Duopoly, court politics and the Danish core executive	9

Why we need bricoleurs to foster robust governance solutions in turbulent times	9
Contracting personalization by results: Comparing marketization reforms in the UK and Australia	9
Contextual recipes for adopting private control and trust in public–private partnership governance	9
Keeping a watchful eye in times of turmoil? How repeated structural reform leads to more attention to political signals	9
Linking political and bureaucratic representation: Does minority representation on city councils affect the outcomes of street‐level service?	9
Stability not change: Improving frontline employee motivation through organizational reform is harder than it looks	9
The core executive and small states: Is coordination the primary challenge?	9
The webs of belief around ‘evidence’ in legislatures: The case of select committees in the UK House of Commons	9
Seeking the spotlight: How reputational considerations shape the European Court of Auditor's shifting account‐holding role	8
Personnel governance of corporatized public services: Effects of executive resources and corporation forms on turnover	8
Remapping the European agenda‐setting landscape	8
Do organizational differences matter for the use of social media by public organizations? A computational analysis of the way the German police use Twitter for external communication	8
Population analysis of organizational innovation and learning	8
Only hearing what they want to hear: Assessing when and why performance information triggers intentions to coproduce	8
Intra‐provincial fiscal decentralization, relative wealth, and healthcare efficiency: Empirical evidence from China	8