OOIR: Observatory of International Research

Papers

(The TQCC of Public Management Review is 10. 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 2021-11-01 to 2025-11-01.)

Article	Citations
Gendered cooperation in a post-NPM era: a comparative study of the perceptions of municipal technostructure experts and middle-line managers	198
With or without you: does local autonomy increase intergovernmental collaboration?	137
Management reforms, re-stratification and the adaptation of professional status hierarchies: The case of medicine in publicly owned hospitals	88
Frames of cooperation: interactional dynamics of pandemic governance networks	75
The end of the world as we know it – public ethics in times of de-standardization and individualization	74
Fight or flight: How gender influences follower responses to unethical leader behaviour	69
Publicness, Organizational Strategies, and Public Value Outcomes: An Empirical Analysis of U.S Acute Care Hospitals	61
Empowering justice: female police officers’ perspectives on advocating for female victims in South Korea	59
Collaborators, supplementers, purchasers and privatizers - profiling the social and health care delivery forms of finnish municipalities through cluster analysis	54
Noise at the street level: revealing unwanted variability in seismic safety	48
Turning rejection into adoption: enhancing the uptake of externally developed design proposals through boundary spanning	46
Message-sidedness in performance information disclosure and citizens’ perceived accountability: an experimental study	40
Citizen perceptions of public school efficiency: evidence from the U.S.	39
A representative-represented matrix: exploring the symbolic effect of minority representation	35
Making choices in addressing sustainability problems: A link to framing effects and protected values	34
Break my stride? The impact of collaboration entrants on community-level performance for economic development	33
One issue, two interpretations: unpacking the role of issue definition in e-government implementation	33
The bureaucratic reputation scale: cross-country and cross-language validation	33
The effects of artificial intelligence and victims’ deservingness information on citizens’ blame attribution towards administrative errors	32
Transparency and citizen satisfaction: a meta-analysis and future research agenda	32
Operational transparency and satisfaction with public services	32
Reward exploitation or exploration? The effects of local government sustainability strategies and performance information on citizen evaluation	31
Do networks get emotional? The role of leaders’ emotions for (network) success	30
Correction	29
The interactive effects of professionalism and politicization: why professional standards and political control mix like oil and water	27

Responsibilization and value conflicts in healthcare co-creation: a public service logic perspective	27
Empowering leadership in crisis: a natural experiment	27
Citizen engagement in public sector innovation: exploring the transition between paradigms	27
What makes co-production sustainable? A comparative case study of three self-managed homeless programs	27
Psychological Contract Fulfillment in a Changing Public Sector: a Mixed-Methods Case-Study	26
Community-based outcomes of interlocal cooperation in social services	26
Correction	25
Fostering value facilitation through situated learning in communities of practice	25
Strategizing public value	25
Collaboration in action: How micro-level relational dynamics are connected with issue frame convergence in collaborative governance networks	25
Assuming accountability in the absence of control: the role of stewardship management	25
Social enterprise and social entrepreneurship in the Public Administration (PA) scholar field: a bibliometric analysis and some conceptual considerations	24
Unpacking street-level discretion: a systematic review of its conceptualizations, antecedents and consequences	24
Paths to citizens-controlled coproduction: The use of blockchain technology in digital coproduction	23
Activating employees’ motivation to increase intentions to report wrongdoings: evidence from a large-scale survey experiment	22
Accelerating social initiatives: an exploratory study on scaling in the social sector	22
Capitalization of social service nonprofit activities: homeless service provider openings and home values	22
The impact of virtual reality on private value dimensions: a healthcare case study	21
When extreme work becomes the norm: an exploration of coping strategies of public sector nurses	21
Who are leading? A survey of organizational context explaining leadership behaviour of managers and non-managerial employees in public organizations	21
Advancing Public Service Logic: moving towards an ecosystemic framework for value creation in the public service context	21
Citizens’ motivations to coproduce: a Q methodological study on the City Governance Committee in Nanjing, China	20
Value processes and lifecycles in networks for public service innovation	20
Design strategies for Citizen Strategic Orientation	20
Do institutional pressures increase reactive transparency of government? Evidence from a field experiment	20
An empirical conceptualization of front line enablement by performance management	19
Exploring the roles of non-profit organizations in co-production: a systematic literature review	19
Who guards the guards with AI-driven robots? The ethicalness and cognitive neutralization of police violence following AI-robot advice	19
Conflicts over public value within public service ecosystems: a strategic action field approach	19
Navigating the ‘meaningless’ of social innovation: perspectives of social care practitioners in Scotland	19
Framework for cross-border governance: from cross-border critical factors to sustainable development	19
User-orientation in public service organizations: making use of value as a thick concept	19
Satisficing or maximizing in public–private partnerships? A laboratory experiment on strategic bargaining	19
Fraught with tension? A machine-learning approach to termination traits of public corporations in English and German local governments	19
The impact of accountability systems on public employee well-being and the moderating effects of role clarity and job autonomy	18
Staff reallocations and employee attitudes towards organizational aims: evidence using longitudinal data from the European Commission	18
Does only performance feedback matter in public organizations? Testing the moderating role of directional managerial networking on performance improvement	18
Broader and more intensive sustainable public procurement: a legitimacy theory perspective	18
Public servants’ creativity: salient stimulators and inhibitors a longitudinal qualitative digital diary study	18
Artificial intelligence, types of decisions, and street-level bureaucrats: Evidence from a survey experiment	17
Complexity, errors, and administrative burdens	17
From recovery resilience to transformative resilience: How digital platforms reshape public service provision during and post COVID-19	17
Environmental antecedents, innovation experience, and officials’ innovation willingness: evidence from China	17
Blending the two communities: concurrent evidence use in state-level policy processes	17
Boundary spanning for contractual fairness in public infrastructure projects: its impact on performance and innovation	17
Improvements in employee performance management over time: evidence from U.S. federal agencies	17
Public value creation mechanisms in the context of public service logic: an integrated conceptual framework	17
How does the usage of artificial intelligence affect felt administrative accountability of street-level bureaucrats? The mediating effect of perceived discretion	16
When rationality and pragmatism combine into robust models. The case of the COVID-19 vaccination campaign in Lombardy	16
Advocacy as market stewardship in social care quasi-markets	16

Conceptualizing the elements of value in public services: insights from practitioners	16
Middle managers matter! Unpacking the deployment and adaptation of organization-level dynamic capabilities	16
Give and take: understanding innovative behaviour from a psychological contract perspective	16
Public opinion on megaprojects over time: findings from four megaprojects in the UK	16
Repairing public trust through communication in health crises: a systematic review of the literature	15
Fostering resilience and commitment among volunteers: the role of job demands and autonomy	15
Improvisational theatre as a viable path? Exploring interaction antecedents in public service innovation processes attempting to implement and sustain eHealth solutions	15
Does leader gender matter for performance evaluations? Evidence from two experiments	15
Challenges and opportunities for equity in public management: Digital applications in multicultural Smart cities	15
Does bureaucracy demotivate public servants? An assessment of psychological mechanisms and the moderating role of age	15
Engaging experts by experience as co-producers: challenges and strategies	15
Hidden AI innovations in the public sector: the role of political constraints, bureaucracy, and legitimacy in the adoption of AI-based personnel selection	15
Dynamics in network governance of infrastructure public-private partnerships: evidence from four municipalities of China	15
Frontline organizations as experimental settings for policy change: why public management matters even more	14
Pay-for-performance, job attraction, and the prospects of bureaucratic representation in public organizations: evidence from a conjoint experiment	14
Antecedents of emergency services’ Street Level Bureaucrats’ (SLBs) delivery of public value: an exploratory study	14
Responding to reforms: resilience through rule-bending and workarounds in the police force	14
Key drivers and barriers to senior public managers’ engagement in digital service innovative behaviour: a qualitative study	14
Compliance with COVID-19 preventive policies and governmental transparency: an experimental analysis	14
Who benefits from collaborative governance? An empirical study from the energy sector	14
What drives the perceived legitimacy of collaborative governance? An experimental study	13
Understanding interlocal collaboration for service delivery for migrant workers during the COVID-19 pandemic: evidence from Guangdong, China	13
Does workplace inclusion mitigate emotional exhaustion? Evidence from local government organizations	13
Individual, organizational, and institutional accountability: a systematic literature review in public administration	13
Social enterprise as political work: perspectives from the global south	13
Driving nonprofit hospitals to address health equity in community	13
Manager characteristics and early innovation adoption during crises: the case of COVID-19 preventive measures in Danish Eldercare	13
From the inside looking out: towards an ecosystem paradigm of third sector organizational performance measurement	13
Public values? A systematic literature review into the outcomes of public service co-creation	13
Examining the effects of a performance management reform on employee attitudes and organizational climate	13
Does inter-municipal collaboration improve public service resilience? Evidence from local authorities in England	13
Citizens engaging in public service provision: value co-creation or hard work?	13
Ongoing strategizing in practice: Examining CEO activities and a social enterprise’s pathways to growth and greater effectiveness	13
Resilience in public service partnerships: evidence from the UK Life Chances Fund	13
Reducing administrative burdens in an energy bill assistance program	13
The rise and fall of an NPM-style reform in China: a longitudinal case study of sanitation service delivery in Guangzhou	13
Citizen expectations, agency reputation and public service quality	13
Idiosyncrasies of public value: how individual characteristics influence citizen perceptions of public value	12
Bringing together unlikely innovators: do connective and learning capacities impact collaboration for innovation and diversity of actors?	12
Introducing strategic measures in public facilities management organizations: external and internal institutional work	12
Receiving and engaging: can a simple ICT delivered government message change citizen health behavior? A field experiment	12
A patchwork quilt of public administration models without early weberianism? Public management reforms in Colombia since the 1980s	12
Performance management in collaborations: exploring associations between distributed leadership and collective performance data use	12
Motivational signals in public sector job advertisements and how they relate to attracting and hiring candidates	11
Heart over profit: unravelling the discourse on the non-profit sector’s added value	11
Two decades of public sector innovation: building an analytical framework from a systematic literature review of types, strategies, conditions, and results	11
Does E-filing improve nonprofit reporting timeliness? evidence from IRS Form 990 data	11
Social equity for wicked problems: achieving racial equity in homeless service provision	11
Coping with occupational stereotypes: an emotional lens on police officers’ experiences	11
Procurement under pressure: shifting governance strategies in turbulent times	11
Buffer and booster? Testing PSM’s role in job demands-resources theory	10
Bureaucratic encounter, voice behaviour and citizen satisfaction	10
The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement: a panel study in Pakistan	10
Ready, set, crisis – transitioning to crisis mode in local public administration	10
Public service motivation and policy implementation attitudes: survey experimental evidence from Street-level Bureaucrats in China	10
Testing the conceptual boundaries of public service motivation and sense of community responsibility: prosocial actions in community and political engagement	10
Bridging politics and projects: how political affinity and government support affect delays in public–private partnership initiation	10
Managers’ career paths and interlocal collaboration: an agent network collaboration model	10
Same position, different roles? How professional, organizational, and public policy logics shape frontline managers’ role conceptions	10
Intersecting public management and social equity Introduction to the special issue of Public Management Review	10
Bureaucrat or artificial intelligence: people’s preferences and perceptions of government service	10
Politics and personalities: the 1986 Commonwealth Games as strategic action field	10
Sustainability transformation calls for complexity-informed systemic policy design	10
Development of hybrid professionalism: street-level managers’ work and the enabling conditions of public reform	10
‘I do not want to be one of her favourites’. Emotional display and the co-production of frontline care services	10
Network governance and collaborative governance: a thematic analysis on their similarities, differences, and entanglements	10