OOIR: Observatory of International Research

Papers

(The TQCC of Public Management Review is 9. 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 2021-04-01 to 2025-04-01.)

Article	Citations
Empowering justice: female police officers’ perspectives on advocating for female victims in South Korea	129
Gendered leadership during the COVID-19 pandemic: how democracy and representation moderate leadership effectiveness	90
Digital platforms and hybridized social sector accountability: a critical discourse analysis of promotional material	58
Public–private hybrid organisations in the public sector: Evidence and future directions from a systematic literature review	56
Do health vouchers broaden the choices of citizens with low socioeconomic status? An analysis of Medicaid in Brooklyn	49
Management reforms, re-stratification and the adaptation of professional status hierarchies: The case of medicine in publicly owned hospitals	48
Ambiguity, appraisal, and affect: examining the connections between goal perceptions, emotional labour, and exhaustion	38
Putting auditing in the context of democratic governance: the question of auditing discretion from the public’s perspective	38
Citizen expectations, agency reputation and public service quality	38
Reducing administrative burdens in an energy bill assistance program	38
From the inside looking out: towards an ecosystem paradigm of third sector organizational performance measurement	37
Performance management, gaming and regulatory monitoring: a theoretical model and applications	34
How do different organizational influences lead street-level workers to move towards clients? A comparison of care services for the elderly in Germany and Israel	34
Mediation analysis of public emotions in response to policy implementation performance during crises: the case of COVID-19 management policies in the UK	34
Internalizing transparency and its relationship with corruption: insights from Colombian public servants	32
Do political and social accountability arrangements increase citizens’ legitimacy perceptions? A vignette experiment in the Netherlands	30
The management of bias and noise in public sector decision-making: experimental evidence from healthcare	29
Citizen perceptions of public school efficiency: evidence from the U.S.	28
Public service management reform: an institutional work and collective framing approach	28
Enhancing strategic public procurement: a public service logic perspective	28
Publicness, Organizational Strategies, and Public Value Outcomes: An Empirical Analysis of U.S Acute Care Hospitals	27
Enabling street-level work: minimal structures for customized social services	25
Citizen participation through different mechanisms: does social media impact adoption and design of local sustainability plans?	25
Public management during a crisis: when are citizens willing to contribute to institutional emergency preparedness?	25
Making choices in addressing sustainability problems: A link to framing effects and protected values	23

Noise at the street level: revealing unwanted variability in seismic safety	23
The end of the world as we know it – public ethics in times of de-standardization and individualization	23
Public service management during the Covid-19 lockdown: a qualitative study	23
The new era leadership for the public sector? Entrepreneurship, effectiveness, and democracy	22
Psychological needs at work and job satisfaction: is there a divide between the public and private sectors?	22
Continuity of Operations and Organisational Resilience during the COVID-19 Pandemic: Lessons from City Governments in the US Northeast Region	22
Fight or flight: How gender influences follower responses to unethical leader behaviour	22
Gendered cooperation in a post-NPM era: a comparative study of the perceptions of municipal technostructure experts and middle-line managers	21
Organizational changes in the public sector and employee presenteeism: does (change) leadership matter?	21
A representative-represented matrix: exploring the symbolic effect of minority representation	21
Turning rejection into adoption: enhancing the uptake of externally developed design proposals through boundary spanning	19
Enhancing or attenuating? How patronage ties moderate the impact of performance feedback on performance improvement in the public sector	19
How is empathy used in public service? A systematic literature review	19
Public officials’ interpretation of conflicting performance information: goal reprioritization or unbiased decision-making?	18
Public trust and collaborative governance: an instrumental variable approach	18
Can’t buy me love? An experiment on the relationship between federal grant spending and public approval of federal agencies	18
Core-periphery structure and power imbalance in disaster management networks: a Bayesian approach to interorganizational response to a public health disaster	18
Stress tests for public service resilience: introducing the possible-worlds thinking	18
Does inter-municipal collaboration improve public service resilience? Evidence from local authorities in England	18
Exploring the dysfunctional consequences of performance evaluation systems: how does ‘evaluation overload’ affect organizational performance?	17
Representation, reputation and expectations towards bureaucracy: experimental findings from a favela in Brazil	17
A dynamic study of citizen satisfaction: replicating and extending Van Ryzin’s “testing the expectancy disconfirmation model of citizen satisfaction with local government”	17
Integrating recommendations from sustainability performance audits: moving from words to action	17
Does workplace inclusion mitigate emotional exhaustion? Evidence from local government organizations	17
Working 9 to 5? A cross-national analysis of public sector worker stereotypes	17
Correction	16
Flying with clipped wings: dynamic capabilities of publicly owned health care providers	16
Resilience in public service partnerships: evidence from the UK Life Chances Fund	16
Institutional logics and relational shifts: permeating hierarchies and silos in the healthcare sector	16
Manager characteristics and early innovation adoption during crises: the case of COVID-19 preventive measures in Danish Eldercare	16
The role of public workforce diversity and the administrative ecosystem in advancing digital public service innovation	16
Transformational change in a hospital: how time and history constitute leadership agency	15
Managing portfolios of Co-creation projects in the public sector organization	15
Why officials are held strictly accountable: a qualitative comparative analysis of emergencies in China	15
Learning how to do AI: managing organizational boundaries in an intergovernmental learning forum	15
‘Real-world’ priority setting for service improvement in English primary care: a decentred approach	15
Can effective organizational rules keep employees from leaving? a study of green tape and turnover intention	14
Driving nonprofit hospitals to address health equity in community	14
Unpacking the accountability cube and its relationship with blame avoidance	14
Resource dependence and the survival of government-created social enterprises	14
Public values? A systematic literature review into the outcomes of public service co-creation	14
Collaborators, supplementers, purchasers and privatizers - profiling the social and health care delivery forms of finnish municipalities through cluster analysis	14
Effect of knowledge search depth, user co-creation and moderating factors on the outcomes of service innovations by European public sector organizations	14
Individual, organizational, and institutional accountability: a systematic literature review in public administration	14
Symbolic representation in policing: How officer characteristics shape police-suspect interactions	14
AI as an organizational agent to nurture: effectively introducing chatbots in public entities	14
Public health care innovation lab tackling the barriers of public sector innovation	13
Creeping crises and public administration: a time for adaptive governance strategies and cross-sectoral collaboration?	13
Understanding interlocal collaboration for service delivery for migrant workers during the COVID-19 pandemic: evidence from Guangdong, China	13
Are “justified” biases acceptable? Citizens’ perceptions of gendered government hiring	13

Does performance-based accountability impact how non-profit directors perceive organizational performance? Insights from rational planning	13
Ongoing strategizing in practice: Examining CEO activities and a social enterprise’s pathways to growth and greater effectiveness	12
The influence of network orchestration and organizational formalization on goal orientation in public service delivery networks: an experimental study	12
What drives the perceived legitimacy of collaborative governance? An experimental study	12
Empowering the frontline: internal and external organizational antecedents of teacher empowerment	12
Citizens engaging in public service provision: value co-creation or hard work?	12
Understanding the durability of community enterprises in England. Results of a fuzzy-set Qualitative Comparative Analysis	12
Message-sidedness in performance information disclosure and citizens’ perceived accountability: an experimental study	12
Partisan bias and citizen satisfaction, confidence, and trust in the U.S. Federal Government	12
In memoriam - Gyorgy Jenei and Irvine Lapsley	12
Accountability and inter-organizational collaboration within the state	12
How strategic public procurement creates social value: Evidence from UK anchor institutions	12
The role of resource allocation for regime performance in networks for local integration policies	11
Updating public accountability: a conceptual framework of voluntary accountability	11
Money matters: teachers in the public and private sectors	11
Social enterprise as political work: perspectives from the global south	11
The govern(mentality) of financial reporting reform: lessons from UK central government	11
Introducing strategic measures in public facilities management organizations: external and internal institutional work	11
One issue, two interpretations: unpacking the role of issue definition in e-government implementation	11
Preconditions of coordination in regional public organizations	11
Performance management in collaborations: exploring associations between distributed leadership and collective performance data use	11
Learning effects of anti-corruption reform in public organisations: explanations from social psychological theory	11
Digital transformation in public sector auditing: between hope and fear	11
Public officials’ motivated reasoning and their interpretation of policy information	11
Heart over profit: unravelling the discourse on the non-profit sector’s added value	11
Who “We” are matters: the influence of organizational identity orientation on public participation in government	10
Motivational signals in public sector job advertisements and how they relate to attracting and hiring candidates	10
Transitioning to network governance in the social services sector: the blending and segregating mechanisms in the hybridization process	10
Citizens and the legitimacy outcomes of collaborative governance An administrative burden perspective	10
The effects of artificial intelligence and victims’ deservingness information on citizens’ blame attribution towards administrative errors	10
The threat of appearing lazy, inefficient, and slow? Stereotype threat in the public sector	10
Analysing the development of performance measures in US federal agencies: has the GPRA Modernization Act worked?	10
Death anxiety among street-level bureaucrats: how does it affect their work drive and performance?	10
Break my stride? The impact of collaboration entrants on community-level performance for economic development	10
How client characteristics cause extra-role behaviours in public service: uncovering invisible frontline work	10
Do networks get emotional? The role of leaders’ emotions for (network) success	10
A persistent ideal of public services networks amid alternative reform strategies: a study over three decades	10
Insights into public management from policing: introduction to the special issue of Public Management Review	10
A population ecology of network domains	10
OK computer: applying the public service logic on digital health services	10
Compensatory collaborative governance: filling pandemic transparency gaps in Brazil and the United States	10
Street-level bureaucrats as policymakers in the implementation of information system in social services	10
Reward exploitation or exploration? The effects of local government sustainability strategies and performance information on citizen evaluation	10
Making sense of the digital co-production of welfare services: using digital technology to simplify or tailor the co-production of services	10
Examining the effects of a performance management reform on employee attitudes and organizational climate	10
Adopting management philosophies: management gurus, public organizations, and the Economies of Worth	10
Organizing for co-production: the role of leadership cultures	10
Exploring user co-regulation of public services: insights from the Grenoble water user committee	9
Procurement under pressure: shifting governance strategies in turbulent times	9
Setting the stage: scenic design and observers’ perceptions of the quality of public governance meetings	9
Understanding vertical pay dispersion in the public sector: the role of publicness for manager-to-worker pay ratios and interdisciplinary agenda for future research	9
A systematic literature review of city competitiveness: A 30-year assessment and future agenda for public administration	9
Workplace spirituality and service-oriented performance via work engagement in public organizations: the moderating role of service climate	9
Agents and logics in community policing: the designing of performance measures	9
Performance information, expectations and satisfaction with public service delivery in the context of co-production initiatives	9
Influence of public innovation laboratories on the development of public sector ambidexterity	9
Understanding street‐level bureaucrats’ informal collaboration: Evidence from police officers across the jurisdictional divide	9
Task complexity, organizational size, and performance: an examination of the U.S. state budget agencies	9
The rise and fall of an NPM-style reform in China: a longitudinal case study of sanitation service delivery in Guangzhou	9