Administration & Society

(The TQCC of Administration & Society is 7. 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 2020-07-01 to 2024-07-01.)
How-to Bureaucracy: A Concept of Citizens’ Administrative Literacy51
How Do Leaders Influence Innovation and Creativity in Employees? The Mediating Role of Intrinsic Motivation48
Working Within a System of Administrative Burden: How Street-Level Bureaucrats’ Role Perceptions Shape Access to the Promise of Higher Education35
Network Governance in Action: Functions and Practices to Foster Collaborative Environments24
Taking a COVID-19 Vaccine or Not? Do Trust in Government and Trust in Experts Help Us to Understand Vaccination Intention?23
Public–Private Collaboration Led by Private Organizations in Combating Crises: Evidence From China’s Fighting Against COVID-1919
Does Co-Production Lead to the Creation of Public Value? Balancing the Dimensions of Public Value Creation in Urban Mobility Planning19
Social Accountability Between Consensus and Confrontation: Developing a Theoretical Framework for Societal Accountability Relationships of Public Sector Organizations18
Transformational Leadership and Project Success: A Mediating Role of Public Service Motivation18
Are State-Owned Enterprises Good Citizens in Environmental Governance? Evidence From the Control of Air Pollution in China17
Two-Way Risk Communication, Public Value Consensus, and Citizens’ Policy Compliance Willingness About COVID-19: Multilevel Analysis Based on a Nudge View17
Personal or Party Roots of Civil Service Patronage? Ministerial Change Effects on the Appointments of Top Civil Servants17
Fostering Public Sector Employees’ Innovative Behavior: The Roles of Servant Leadership, Public Service Motivation, and Learning Goal Orientation16
The Contingent Value of Political Connections on Donations to Chinese Foundations: Exploring the Moderating Role of Transparency15
Deliberation and Policy-Making: Three Ways to Think About Minipublics’ Consequences15
Policy Learning, Policy Failure, and the Mitigation of Policy Risks: Re-Thinking the Lessons of Policy Success and Failure15
Public Value Is Unknowable; Public Authority Makes Every Government Decision a Wicked Problem15
The Wickedness of Rittel and Webber’s Dilemmas14
Racialized Emotional Labor: An Unseen Burden in the Public Sector14
‘I don’t know nothing about that’: How “learning costs” undermine COVID-related efforts to make SNAP and WIC more accessible14
The Role of Collaboration in Complying With COVID-19 Health Protective Behaviors: A Cross-National Study14
The Iterative Process of Legitimacy-Building in Hybrid Organizations14
Working Toward Network Governance: Local Actors’ Strategies for Navigating Tensions in Localized Health Care Governance13
From Neighbors to Partners: The Adoption of Interlocal Government Collaboration in the United States, 1977–200712
Red Tape, Rule Legitimacy, and Public Service Motivation: Experimental Evidence From Korean Citizens12
Enacting Accountability Under Populist Pressures: Theorizing the Relationship Between Anti-Elite Rhetoric and Public Accountability11
Institutional Injustice: How Public Administration Has Fostered and Can Ameliorate Racial Disparities10
Competition and Collaboration in the Nonprofit Sector: Identifying the Potential for Cognitive Dissonance10
When Deaths Are Dehumanized: Deathcare During COVID-19 as a Public Value Failure10
To Market or Demarket? Public-Sector Branding of Cannabis in Canada10
Municipal Pathways in Response to COVID-19: A Strategic Management Perspective on Local Public Administration Resilience10
Local Autonomy in Temporary Organizations: The Case of Smart City Pilots10
Death by a Thousand 10-Minute Tasks: Workarounds and Noncompliance in University Research Administration10
Coordination Effectiveness During Public Health Emergencies: An Institutional Collective Action Framework10
Theorizing Status Distance: Rethinking the Micro Theories of Representation and Diversity in Public Organizations10
Predicting Organizational Mortality: How Financial Management Matters9
Phenomenology in Public Administration: Bridging the Theory–Practice Gap9
Public Value is Knowable, Public Value Creation is Not9
Making People Matter: Moving Toward a Humanity-Based Public Administration9
Examining Public Organization Communication Misalignments During COVID-19 Through the Lens of Higher Education9
Dealing With Conflicting Values in Policy Experiments: A New Pragmatist Approach9
Policy Learning and Adaptation in governance; a Co-evolutionary Perspective9
A Framework for Governance Capacity: A Broad Perspective on Steering Efforts in Society9
Interactive Learning and Governance Transformation for Securing Blue Justice for Small-Scale Fisheries8
The Cloud of Unknowing: Time for Value-ing Gerunds8
Who Participates in Public Participation? The Exclusionary Effects of Inclusionary Efforts8
Understanding Emergency Preparedness in Public Agencies: The Key Role of Managerial Perceptions8
Participation Requests: A Democratic Innovation to Unlock the Door of Public Services?8
Neurodiversity in (Not Only) Public Organizations: An Untapped Opportunity?8
Co-creating Democratic Legitimacy: Potentials and Pitfalls8
The Effectiveness of Monetary and Promotion Rewards in the Public Sector and the Moderating Effect of PSM (PSM-Reward Fit or PSM Crowding Out): A Survey Experiment8
Public–Nonprofit Collaboration in Homeless Services: Are Nonprofit-Led Networks More Effective in Winning Federal Funding?8
Managerialism and Its Consequences for Professional Identity: A Comparative Analysis of GPs and Secondary School Teachers7
Bureaucracies Under Judicial Control? Relational Discretion in the Implementation of Immigration Detention in Swiss Cantons7
The Sequence of Isomorphism—: The Temporal Diffusion Patterns of Quality Management in Higher Education Institutions and Hospitals7
Street-Level Bureaucrats in a Catch-All Bureaucracy7
Actions for Queering American Public Administration7
Walking on Thin Ice: How and Why Frontline Officers Cope With Managerialism, Accountability, and Risk in Probation Services7
Perceptions of the Frontline Craft: Assessing Value Convergence Between Policy Makers, Managers, and Street-Level Professionals in the Prison Sector7
Designing Performance Systems in Anticipation of Unintended Consequences: Experiences and Lessons From the Compstat-Based Performance Regime in NYPD7
Developing the Public Participation Field: The Role of Independent Bodies for Public Participation7
Individual, Group, and Collective Co-production: The Role of Public Value Conceptions in Shaping Co-production Practices7