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 2022-01-01 to 2026-01-01.)

Article	Citations
Public sector innovation: Sources, benefits, and leadership	24
Understanding the nomological network of red tape: Synthesis and research agenda	23
Sit it out or dance: Representative bureaucracy contagion effects in health care	22
The dynamics of governance capacity and legitimacy: the case of a digital tracing technology during the COVID-19 pandemic	21
Strategic management in the public sector - the case of the Swedish transport administration	21
Municipal corporations in national and disciplinary contexts: A systematic literature review and future research agenda	18
Risk management in public service delivery: multi-dimensional scale development and validation	18
The disease of corruption: Missing funds and health conditions in Brazilian municipalities	17
Public value and the digital economy	17
Institutional pressures, discretion, and bureaucratic responses to clients: An experimental study of school-based law enforcement officers	17
Controversies in employee-driven innovation: Exploring the Danish public healthcare	16
Correction	16
Race, gender, and rules: How intersectionality and congruence shape leadership perceptions	15
Antecedents of employee intrapreneurship in the public sector: a proactive motivation approach	15
Social impact bonds and public service reform: back to the future of New Public Management?	14
Accounting capacity on accrual accounting adoption in Vietnamese public sector organizations—a moderated moderation model of leadership quality and digital transformation	14
Remunicipalization, corporatization, and outsourcing: the performance of public-sector firms after reorganization	13
Choir of believers? Experimental and longitudinal evidence on survey participation, response bias, and public service motivation	13
How a manager’s background shapes perceived leader credibility: A survey experiment among teachers and civil servants in The Netherlands	12
Crisis coordination in centralized regimes: Explaining China's strategy for combatting the COVID-19 pandemic	11
Strategizing in public management: The concept and its measurement	11
Information processing and the transparency–trust link: Political affiliation, values, and information search behaviors in China	10
Through the looking glass: Extending the “satisfaction mirror” in thirty-nine countries	10
Balancing speed and coordination: Senior leaders’ perspectives on civil service transformation during and after the pandemic	10
Exploring the trickle-down effect of public service motivation from supervisors to their subordinates	9

Stakeholder engagement-as-practice in public sector innovation	9
Deliberative Democracy, Public Policy, and Local Government	8
Enhancing the functioning of local purpose-oriented networks through citizens’ co-production of services	8
Deviating from the course: How presentational strategies and leadership investments affect leader credibility and collaborative engagement	8
Room for leadership? A comparison of perceived managerial job autonomy in public, private and hybrid organizations	8
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	8
Problem-Solving and Learning for Public Services and Public Management	7
Easier said than done. Do defaults and reminders affect public workers’ knowledge of guidelines?	7
Karma chameleon: Exploring the leadership complexities of middle managers in the public sector	7
The Curious Public Administrator	7
Cultural Competency for Emergency and Crisis Management Concept, Theories and Case Studies Cultural Competency for Emergency and Crisis Management Concept, Theories and Case Studies	7
The climatization of global politics	7
Linking innovation climate to innovative behavior in public organizations: Exploring the role of psychological needs	7
Value propositions and facilitating promises of value—The case of the Swedish Public Employment Service	7
Popular financial reporting increases understanding, interest, and trust: Experimental evidence	7
Can transparency promote citizen compliance in China? The role of justice and social identification	6
Letter from the editors	6
Benefits, blame, and budgets: Citizen responses to cutback management strategies in public education	6
Smart government: practical uses of artificial intelligence in local government	6
Letter from the editor	6
Effective co-production in local government networks: A story of structure	6
Rising to the challenge: Job stress, role overload, and change-oriented organizational citizenship behavior in the public sector	6
How and when servant leadership fosters employee voice behavior: Evidence from Chinese local governments	6
The Politics of Collaborative Public Management A Primer	5
Have we ‘stretched’ social impact bonds too far? An empirical analysis of SIB design in practice	5
Crisis management through citizen engagement on Twitter: The case of the covid-19 pandemic in Latin American municipalities	5
Cognitive bias in citizens’ perceptions of government performance in response to COVID-19: Evidence from a large-scale survey experiment in China	5
Reputation management and communication under political control: The case of China’s central bank	5
Connecting the dots between performance management and red tape perceptions	5
No evidence for ethnic discrimination in the nonprofit sector: An audit study of access to nursing homes	5
Blame dynamics across the organizational hierarchy and sectors: How a staffing shortage and ownership shape blame for nursing homes in crisis	5
How knowledge sharing shapes the performance of U.S. federal agencies: The importance of agency task characteristics	5
Red tape reform, transaction costs, and corporate social performance: A natural quasi-experiment in China	5