OOIR: Observatory of International Research

Papers

(The TQCC of International Public Management Journal is 5. 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 2021-08-01 to 2025-08-01.)

Article	Citations
Understanding the nomological network of red tape: Synthesis and research agenda	21
Sit it out or dance: Representative bureaucracy contagion effects in health care	17
The dynamics of governance capacity and legitimacy: the case of a digital tracing technology during the COVID-19 pandemic	16
Public sector innovation: Sources, benefits, and leadership	16
Municipal corporations in national and disciplinary contexts: A systematic literature review and future research agenda	16
Coproduction and inclusion: A public administrator perspective	15
Institutional pressures, discretion, and bureaucratic responses to clients: An experimental study of school-based law enforcement officers	14
Risk management in public service delivery: multi-dimensional scale development and validation	14
A perfect match? Exploring the interplay between public service motivation and conscientiousness in predicting public organizational outcomes	14
Public value and the digital economy	12
The disease of corruption: Missing funds and health conditions in Brazilian municipalities	12
Strategic management in the public sector - the case of the Swedish transport administration	12
Accounting capacity on accrual accounting adoption in Vietnamese public sector organizations—a moderated moderation model of leadership quality and digital transformation	11
Controversies in employee-driven innovation: Exploring the Danish public healthcare	11
Race, gender, and rules: How intersectionality and congruence shape leadership perceptions	11
Choir of believers? Experimental and longitudinal evidence on survey participation, response bias, and public service motivation	11
Correction	11
Antecedents of employee intrapreneurship in the public sector: a proactive motivation approach	10
Remunicipalization, corporatization, and outsourcing: the performance of public-sector firms after reorganization	10
Social impact bonds and public service reform: back to the future of New Public Management?	10
How a manager’s background shapes perceived leader credibility: A survey experiment among teachers and civil servants in The Netherlands	9
Balancing speed and coordination: Senior leaders’ perspectives on civil service transformation during and after the pandemic	9
Factoring in the human factor: experimental evidence on how public managers make sense of performance information	9
Exploring the trickle-down effect of public service motivation from supervisors to their subordinates	9
Through the looking glass: Extending the “satisfaction mirror” in thirty-nine countries	8

Enhancing the functioning of local purpose-oriented networks through citizens’ co-production of services	8
Crisis coordination in centralized regimes: Explaining China's strategy for combatting the COVID-19 pandemic	8
Deliberative Democracy, Public Policy, and Local Government	7
Understanding the role of Civil Society Organizations (CSOs) in the “central government-local government-society” framework: a case study on public crisis management during the pandemic in China	7
Stakeholder engagement-as-practice in public sector innovation	7
Problem-Solving and Learning for Public Services and Public Management	7
Deviating from the course: How presentational strategies and leadership investments affect leader credibility and collaborative engagement	7
The fiscal effects of U.S. State budget stabilization funds (BSFs): evidence from a meta-analysis	7
Room for leadership? A comparison of perceived managerial job autonomy in public, private and hybrid organizations	7
Linking innovation climate to innovative behavior in public organizations: Exploring the role of psychological needs	6
The Curious Public Administrator	6
Popular financial reporting increases understanding, interest, and trust: Experimental evidence	6
Karma chameleon: Exploring the leadership complexities of middle managers in the public sector	6
Value propositions and facilitating promises of value—The case of the Swedish Public Employment Service	6
Easier said than done. Do defaults and reminders affect public workers’ knowledge of guidelines?	6
Letter from the editors	6
Accountability and effort among street-level bureaucrats: Evidence from a lab-in-the-field experiment	6
The climatization of global politics	6
Cultural Competency for Emergency and Crisis Management Concept, Theories and Case Studies Cultural Competency for Emergency and Crisis Management Concept, Theories and Case Studies	6
Smart government: practical uses of artificial intelligence in local government	6
Can transparency promote citizen compliance in China? The role of justice and social identification	5
Effective co-production in local government networks: A story of structure	5
Have we ‘stretched’ social impact bonds too far? An empirical analysis of SIB design in practice	5
Benefits, blame, and budgets: Citizen responses to cutback management strategies in public education	5
Blame dynamics across the organizational hierarchy and sectors: How a staffing shortage and ownership shape blame for nursing homes in crisis	5
Red tape reform, transaction costs, and corporate social performance: A natural quasi-experiment in China	5
Rising to the challenge: Job stress, role overload, and change-oriented organizational citizenship behavior in the public sector	5
How and when servant leadership fosters employee voice behavior: Evidence from Chinese local governments	5
Crisis management through citizen engagement on Twitter: The case of the covid-19 pandemic in Latin American municipalities	5