Public Administration Review

(The TQCC of Public Administration Review is 10. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 500 papers]. The publications cover those that have been published in the past four years, i.e., from 2019-09-01 to 2023-09-01.)
Fighting COVID‐19 with Agility, Transparency, and Participation: Wicked Policy Problems and New Governance Challenges256
Balancing Governance Capacity and Legitimacy: How the Norwegian Government Handled the COVID‐19 Crisis as a High Performer208
Social Vulnerability and Equity: The Disproportionate Impact of COVID‐19181
Social Distancing during the COVID‐19 Pandemic: Who Are the Present and Future Noncompliers?136
Does Strategic Planning Improve Organizational Performance? A Meta‐Analysis125
States Divided: The Implications of American Federalism for COVID‐19113
Human Capital and Administrative Burden: The Role of Cognitive Resources in Citizen‐State Interactions109
Disaster Resiliency of U.S. Local Governments: Insights to Strengthen Local Response and Recovery from the COVID‐19 Pandemic105
Fiscal Responses to COVID‐19: Evidence from Local Governments and Nonprofits96
Coproducing Responses to COVID‐19 with Community‐Based Organizations: Lessons from Zhejiang Province, China91
European Coronationalism? A Hot Spot Governing a Pandemic Crisis88
Social Equity and COVID‐19: The Case of African Americans87
Fighting COVID‐19 through Government Initiatives and Collaborative Governance: The Taiwan Experience82
Accountable Artificial Intelligence: Holding Algorithms to Account72
The Effects of Governmental and Individual Predictors on COVID‐19 Protective Behaviors in China: A Path Analysis Model71
Unprecedented Challenges, Familiar Paradoxes: COVID‐19 and Governance in a New Normal State of Risks68
Responding to COVID‐19 through Surveys of Public Servants67
Crisis Decision‐Making on a Global Scale: Transition from Cognition to Collective Action under Threat of COVID‐1963
Emotional Responses to Bureaucratic Red Tape61
Coproduction during and after the COVID‐19 Pandemic: Will It Last?61
Australian Quarantine Policy: From Centralization to Coordination with Mid‐Pandemic COVID‐19 Shifts59
Smart Technology and the Emergence of Algorithmic Bureaucracy: Artificial Intelligence in UK Local Authorities54
Organizational Citizenship Behavior in the Public Sector: A Systematic Literature Review and Future Research Agenda51
Agile: A New Way of Governing50
The Transaction Costs of Government Responses to the COVID‐19 Emergency in Latin America49
Being a Public Manager in Times of Crisis: The Art of Managing Stakeholders, Political Masters, and Collaborative Networks47
How Can Local Governments Address Pandemic Inequities?45
Public Policy and Behavior Change45
Target Interactions and Target Aspiration Level Adaptation: How Do Government Leaders Tackle the “Environment‐Economy” Nexus?44
Can Public Leadership Increase Public Service Motivation and Job Performance?44
Staging Science: Authoritativeness and Fragility of Models and Measurement in the COVID‐19 Crisis43
A Guide to Benchmarking COVID‐19 Performance Data42
Nonprofit Service Continuity and Responses in the Pandemic: Disruptions, Ambiguity, Innovation, and Challenges41
Bureaucracy, Democracy, and Race: The Limits of Symbolic Representation39
Do Street‐Level Bureaucrats Discriminate Based on Religion? A Large‐Scale Correspondence Experiment among American Public School Principals38
A Systematic Review of Field Experiments in Public Administration38
Policy Coordination and Integration: A Research Agenda37
Is Representation Enough? Racial Disparities in Levels of Force and Arrests by Police36
The Third and Fatal Shock: How Pandemic Killed the Millennial Paradigm35
Equal Employment Opportunity: Women Bureaucrats in Male‐Dominated Professions35
Administrative Easing: Rule Reduction and Medicaid Enrollment34
Politicization, Bureaucratic Legalism, and Innovative Attitudes in the Public Sector34
Robotic Bureaucracy: Administrative Burden and Red Tape in University Research34
How Do Citizens Assess Street‐Level Bureaucrats’ Warmth and Competence? A Typology and Test33
Government Openness and Public Trust: The Mediating Role of Democratic Capacity33
Implementation of Digital‐Era Governance: The Case of Open Data in U.S. Cities32
Behavioral Public Administration: Past, Present, and Future32
Algorithmization of Bureaucratic Organizations: Using a Practice Lens to Study How Context Shapes Predictive Policing Systems32
The Expectancy‐Disconfirmation Model and Citizen Satisfaction with Public Services: A Meta‐analysis and an Agenda for Best Practice31
An Empirical Assessment of the Intrusiveness and Reasonableness of Emerging Work Surveillance Technologies in the Public Sector31
Public Sector Governance Reform and the Motivation of Street‐Level Bureaucrats in Developing Countries31
Does Administrative Burden Influence Public Support for Government Programs? Evidence from a Survey Experiment31
Red Tape, Organizational Performance, and Employee Outcomes: Meta‐analysis, Meta‐regression, and Research Agenda31
Thick Red Tape and the Thin Blue Line: A Field Study on Reducing Administrative Burden in Police Recruitment31
When Will Public Officials Listen? A Vignette Experiment on the Effects of Input Legitimacy on Public Officials’ Willingness to Use Public Participation30
Hybrid Coordination for Coping with the Medical Surge from the COVID‐19 Pandemic: Paired Assistance Programs in China30
A Multidimensional Reputation Barometer for Public Agencies: A Validated Instrument30
A Systematic Literature Review of Empirical Research on the Impacts of e‐Government: A Public Value Perspective30
How Well Do They Manage a Crisis? The Government's Effectiveness During the COVID‐19 Pandemic30
Images of Coordination: How Implementing Organizations Perceive Coordination Arrangements30
The Relevance and Operations of Political Trust in the COVID‐19 Pandemic30
Representative Bureaucracy, Distributional Equity, and Environmental Justice30
Just or Unjust? How Ideological Beliefs Shape Street‐Level Bureaucrats’ Perceptions of Administrative Burden30
Value Creation in the Public Service Ecosystem: An Integrative Framework29
Organizational Reputation in the Public Administration: A Systematic Literature Review29
The Effect of Health and Economic Costs on Governments’ Policy Responses to COVID‐19 Crisis under Incomplete Information28
Service Design and Citizen Satisfaction with E‐Government Services: A Multidimensional Perspective28
Institutional Collective Action During COVID‐19: Lessons in Local Economic Development27
Managing Mass Fatalities during COVID‐19: Lessons for Promoting Community Resilience during Global Pandemics27
What Drives Successful Administrative Performance during Crises? Lessons from Refugee Migration and the Covid‐19 Pandemic27
Pragmatic Municipalism: U.S. Local Government Responses to Fiscal Stress27
The Origins of Conflict in Polycentric Governance Systems26
The Behavioral Public Administration Movement: A Critical Reflection26
Equity in Public Services: A Systematic Literature Review26
The Limits of Social Media for Public Administration Research and Practice25
Patterns of Policy Integration and Administrative Coordination Reforms: A Comparative Empirical Analysis25
How Bureaucratic Representation Affects Public Organizational Performance: A Meta‐Analysis25
Can Leadership Training Improve Organizational Effectiveness? Evidence from a Randomized Field Experiment on Transformational and Transactional Leadership25
Loyalty or Competence: Political Use of Performance Information and Negativity Bias25
Culture and the Quality of Government24
Closing the Gap or Widening the Divide: The Impacts of Technology‐Enabled Coproduction on Equity in Public Service Delivery24
Getting a Grip on the Performance of Collaborations: Examining Collaborative Performance Regimes and Collaborative Performance Summits24
Sustainability Synergies or Silos? The Opportunity Costs of Local Government Organizational Capabilities23
State Executive Orders: Nuance in Restrictions, Revealing Suspensions, and Decisions to Enforce23
Street‐Level Bureaucrats’ Social Value Orientation On and Off Duty23
Policy Design and Achieving Social Outcomes: A Comparative Analysis of Social Enterprise Policy22
Successful Strategic Plan Implementation in Public Organizations: Connecting People, Process, and Plan (3Ps)22
Does Coproduction of Public Services Support Government's Social Equity Goals? The Case of U.S. State Parks22
Policy Design for COVID‐19: Worldwide Evidence on the Efficacies of Early Mask Mandates and Other Policy Interventions22
Pursuing Consilience: Using Behavioral Public Administration to Connect Research on Bureaucratic Red Tape, Administrative Burden, and Regulation22
Framing a Needed Discourse on Health Disparities and Social Inequities: Drawing Lessons from a Pandemic21
Toward a Public Administration Theory of Felt Accountability21
Network of Networks: Preliminary Lessons from the Antwerp Port Authority on Crisis Management and Network Governance to Deal with the COVID‐19 Pandemic19
Education and Public Service Motivation: A Longitudinal Study of High School Graduates19
The Moderating Role of Top‐Down Supports in Horizontal Innovation Diffusion19
Creaming among Caseworkers: Effects of Client Competence and Client Motivation on Caseworkers’ Willingness to Help19
Seeing Transparency More Clearly19
Designing to Debias: Measuring and Reducing Public Managers’ Anchoring Bias19
Inclusivity in Online Platforms: Recruitment Strategies for Improving Participation of Diverse Sociodemographic Groups19
Employer Branding and Recruitment: Social Media Field Experiments Targeting Future Public Employees18
Designing a Choice Architecture for Regulators18
Collective Bargaining during Times of Crisis: Recommendations from the COVID‐19 Pandemic18
Platform Government in the Era of Smart Technology18
Pay‐for‐Success Development in the United States: Feasible or Failing to Launch?18
Different Processes, Different Outcomes? Assessing the Individual‐Level Impacts of Public Participation18
Analyzing the Effectiveness of Networks for Addressing Public Problems: Evidence from a Longitudinal Study17
Nudging Public Employees Through Descriptive Social Norms in Healthcare Organizations17
Navigating Complexity in a Global Pandemic: The Effects of COVID‐19 on Children and Young People with Disability and Their Families in Australia17
Strength of Strong Ties in Intercity Government Information Sharing and County Jurisdictional Boundaries17
When Are Nudges Desirable? Benefit Validity When Preferences Are Not Consistently Revealed17
Reputation‐Sourced Authority and the Prospect of Unchecked Bureaucratic Power17
Balancing Trade‐Offs between Policy Responsiveness and Effectiveness: The Impact of Vertical Policy‐Process Integration on Policy Accumulation16
A Meta‐Analysis of the Government Performance—Trust Link: Taking Cultural and Methodological Factors into Account16
Dysfunction by Design: Trumpism as Administrative Doctrine16
Taxation by Citation? Exploring Local Governments’ Revenue Motive for Traffic Fines16
Performance Management Meets Red Tape: Bounded Rationality, Negativity Bias, and Resource Dependence16
Engage Them through Emotions: Exploring the Role of Emotional Intelligence in Public Sector Engagement16
Why Public Employees Rebel: Guerrilla Government in the Public Sector16
Comparative Studies in Public Administration: Intellectual Challenges and Alternative Perspectives15
Connecting with New Partners in COVID‐19 Response15
Reckoning With Race and Gender in Public Administration and Public Policy: A Substantive Social Equity Turn15
Political Ideology and Social Services Contracting: Evidence from a Regression Discontinuity Design15
Representative Bureaucracy Theory and the Implicit Embrace of Whiteness and Masculinity15
Repairing the State: Policy Repair in the Frontline Bureaucracy15
What Is Behavioral Public Administration Good for?15
You Don't Always Get What You Want: The Effect of Financial Incentives on State Fiscal Health14
Tackling the Performance Regime Paradox: A Problem‐Solving Approach Engages Professional Goal‐Based Learning14
Collaborative Innovation in Labor Market Inclusion14
Stability and Contingency in Federalism Preferences14
Explaining Why the Computer Says No: Algorithmic Transparency Affects the Perceived Trustworthiness of Automated Decision‐Making13
The Adoption of Robotics by Government Agencies: Evidence from Crime Labs13
Path‐Dependent Public Servants: Comparing the Influence of Traditions on Administrative Behavior in Developing Asia13
Who Should We Count as Citizens? Categorizing People in Public Administration Research13
Ministerial Leadership and Endorsement of Bureaucrats: Experimental Evidence from Presidential Governments13
Discretion of the Future: Conceptualizing Everyday Acts of Collective Creativity at the Street‐Level13
In Search of Social Equity in Public Administration: Race, Gender, and Some “Class”‐ey New Ideas13
Should We Defend the Administrative State?13
Multidimensional Publicness and Collaboration for Community Benefits: The Case of U.S. Hospitals13
A New Era and New Concepts in the Study of Race in Public Administration13
Personality and Public Administration: Policymaker Tolerance of Administrative Burdens in Welfare Services13
Leading and Learning through Dynamic Performance Management in Government12
Your Competitive Side Is Calling: An Analysis of Florida Contract Performance12
What Determines Where Public Investment Goes? Regional Governance and the Role of Institutional Rules and Power12
How qualitative research methods can be leveraged to strengthen mixed methods research in public policy and public administration?12
Putting Big Data to Work in Government: The Case of the United States Border Patrol12
P‐Hacking, P‐Curves, and the PSM–Performance Relationship: Is There Evidential Value?12
Employees’ Change Support in the Public Sector—A Multi‐Time Field Study Examining the Formation of Intentions and Behaviors12
Who Joins a Forum—And Who Does Not?—Evaluating Drivers of Forum Participation in Polycentric Governance Systems12
Branding as a Public Governance Strategy: A Q Methodological Analysis of How Companies React to Place Branding Strategies11
Management of Multiple Accountabilities Through Setting Priorities: Evidence from a Cross‐National Conjoint Experiment11
Broker Organizations to Facilitate Cross‐Sector Collaboration: At the Crossroad of Strengthening and Weakening Effects11
How Can Servant Leaders Foster Public Employees’ Service‐Oriented Behaviors? A Multilevel Multisource Study in Canadian Libraries11
Sector Bias and the Credibility of Performance Information: An Experimental Study of Elder Care Provision11
Social‐Psychological Context Moderates Incentives to Co‐produce: Evidence from a Large‐Scale Survey Experiment on Park Upkeep in an Urban Setting11
Public Management for Populists: Trump's Schedule F Executive Order and the Future of the Civil Service11
The Timing of Managerial Responses to Fiscal Stress10
The Demise of the Overhead Myth: Administrative Capacity and Financial Sustainability in Nonprofit Nursing Homes10
Entrepreneurship in the Public and Nonprofit Sectors10
Racial Discrimination and Street‐Level Managers: Performance, Publicness, and Group Bias10
Global Reflection, Conceptual Exploration, and Evidentiary Assimilation: COVID‐19 Viewpoint Symposium Introduction10
Pandemic Planning in the United States: An Examination of COVID‐19 Data10