OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Public Administration Research and Theory is 11. 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 2020-05-01 to 2024-05-01.)

Article	Citations
Administrative Capital and Citizens’ Responses to Administrative Burden	78
Racialized Burdens: Applying Racialized Organization Theory to the Administrative State	63
“It Takes a While to Get Used to”: The Costs of Redeeming Public Benefits	63
Why Do Policymakers Support Administrative Burdens? The Roles of Deservingness, Political Ideology, and Personal Experience	57
Who Is in Charge? The Provision of Informal Personal Resources at the Street Level	47
Representative Bureaucracy and Attitudes Toward Automated Decision Making	38
Reducing Compliance Demands in Government Benefit Programs Improves the Psychological Well-Being of Target Group Members	38
Human–AI Interactions in Public Sector Decision Making: “Automation Bias” and “Selective Adherence” to Algorithmic Advice	37
Are Citizens More Negative About Failing Service Delivery by Public Than Private Organizations? Evidence From a Large-Scale Survey Experiment	29
Elections, Ideology, and Turnover in the US Federal Government	27
Deliberation and Deliberative Organizational Routines in Frontline Decision-Making	27
Everything Is Relative: How Citizens Form and Use Expectations in Evaluating Services	26
Citizen Reactions to Bureaucratic Encounters: Different Ways of Coping With Public Authorities	26
Decision-Making in Collaborative Governance Networks: Pathways to Input and Throughput Legitimacy	24
Institutional Mechanisms for Local Sustainability Collaboration: Assessing the Duality of Formal and Informal Mechanisms in Promoting Collaborative Processes	23
Management, Organizational Performance, and Task Clarity: Evidence from Ghana’s Civil Service	22
The Benefits of PSM: An Oasis or a Mirage?	22
Latent Hybridity in Administrative Crisis Management: The German Refugee Crisis of 2015/16	22
Meta-Analysis of Collaboration and Performance: Moderating Tests of Sectoral Differences in Collaborative Performance	20
What is Public about Public Leadership? Exploring ImplicitPublicLeadership Theories	20
Thanks, but No Thanks: Preferences towards Teleworking Colleagues in Public Organizations	19
Audience Heterogeneity, Costly Signaling, and Threat Prioritization: Bureaucratic Reputation-Building in the EU	18
Public Service Motivation as a Predictor of Corruption, Dishonesty, and Altruism	17
The Professional Agency Narrative—Conceptualizing the Role of Professional Knowledge in Frontline Work	17
Problem Severity, Collaborative Stage, and Partner Selection in US Cities	16

Performance Information, Racial Bias, and Citizen Evaluations of Government: Evidence from Two Studies	16
The Challenges of Using Citizen Reporting to Improve Public Services: A Field Experiment on Solid Waste Services in Uganda	16
Reducing Burnout and Resignations among Frontline Workers: A Field Experiment	15
Discrimination of Minority Welfare Claimants in the Real World: The Effect of Implicit Prejudice	15
Caught up or Protected by the Past? How Reputational Histories Matter for Agencies’ Media Reputations	15
Women and Men Municipal Managers Doing and Undoing Gender	14
Policy Alienation and Street-level Bureaucrats’ Psychological Wellbeing: The Mediating Role of Alienative Commitment	14
Political Alignment and Bureaucratic Pay	14
Formal Hierarchies and Informal Networks: How Organizational Structure Shapes Information Search in Local Government	14
Keeping Kids in Care: Reducing Administrative Burden in State Child Care Development Fund Policy	14
Exit, Voice, and Sabotage: Public Service Motivation and Guerrilla Bureaucracy in Times of Unprincipled Political Principals	13
Guiding or Following the Crowd? Strategic Communication as Reputational and Regulatory Strategy	13
Commitment to Public Values, Charismatic Leadership Attributions, and Employee Turnover in Street-Level Bureaucracies	12
Performance, Satisfaction, or Loss Aversion? A Meso–Micro Assessment of Local Commitments to Sustainability Programs	12
When Tensions Become Opportunities: Managing Accountability Demands in Collaborative Governance	12
Government Grants, Donors, and Nonprofit Performance	12
Pathways of Representation in Network Governance: Evidence from Multi-Jurisdictional Disasters	12
Conflict Contagion: How Interdependence Shapes Patterns of Conflict and Cooperation in Polycentric Systems	12
Evaluating the Role of Government Collaboration in the Perceived Performance of Community-Based Nonprofits: Three Propositions	12
Understanding the Meaning of Concepts Across Domains Through Collocation Analysis: An Application to the Study of Red Tape	12
The Importance of Oversight and Agency Capacity in Enhancing Performance in Public Service Delivery	12
Dismantling or Disguising Racialization?: Defining Racialized Change Work in the Context of Postsecondary Grantmaking	11
“Honor List” and “Shame Roll”: Quasi-Experimental Evidence of the Effect of Performance Feedback under Political Control	11
Matching to Categories: Learning and Compliance Costs in Administrative Processes	11
Data Manipulation through Patronage Networks: Evidence from Environmental Emissions in China	11