Journal of Public Administration Research and Theory

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 2020-07-01 to 2024-07-01.)
ArticleCitations
Administrative Capital and Citizens’ Responses to Administrative Burden84
Racialized Burdens: Applying Racialized Organization Theory to the Administrative State70
“It Takes a While to Get Used to”: The Costs of Redeeming Public Benefits69
Why Do Policymakers Support Administrative Burdens? The Roles of Deservingness, Political Ideology, and Personal Experience67
Human–AI Interactions in Public Sector Decision Making: “Automation Bias” and “Selective Adherence” to Algorithmic Advice55
Reducing Compliance Demands in Government Benefit Programs Improves the Psychological Well-Being of Target Group Members42
Are Citizens More Negative About Failing Service Delivery by Public Than Private Organizations? Evidence From a Large-Scale Survey Experiment31
Elections, Ideology, and Turnover in the US Federal Government31
Citizen Reactions to Bureaucratic Encounters: Different Ways of Coping With Public Authorities29
Deliberation and Deliberative Organizational Routines in Frontline Decision-Making29
Everything Is Relative: How Citizens Form and Use Expectations in Evaluating Services26
Latent Hybridity in Administrative Crisis Management: The German Refugee Crisis of 2015/1625
Decision-Making in Collaborative Governance Networks: Pathways to Input and Throughput Legitimacy25
Institutional Mechanisms for Local Sustainability Collaboration: Assessing the Duality of Formal and Informal Mechanisms in Promoting Collaborative Processes24
Meta-Analysis of Collaboration and Performance: Moderating Tests of Sectoral Differences in Collaborative Performance22
Management, Organizational Performance, and Task Clarity: Evidence from Ghana’s Civil Service22
Thanks, but No Thanks: Preferences towards Teleworking Colleagues in Public Organizations21
Audience Heterogeneity, Costly Signaling, and Threat Prioritization: Bureaucratic Reputation-Building in the EU20
Public Service Motivation as a Predictor of Corruption, Dishonesty, and Altruism19
When Tensions Become Opportunities: Managing Accountability Demands in Collaborative Governance18
The Professional Agency Narrative—Conceptualizing the Role of Professional Knowledge in Frontline Work18
The Challenges of Using Citizen Reporting to Improve Public Services: A Field Experiment on Solid Waste Services in Uganda18
Performance Information, Racial Bias, and Citizen Evaluations of Government: Evidence from Two Studies17
Problem Severity, Collaborative Stage, and Partner Selection in US Cities17
Reducing Burnout and Resignations among Frontline Workers: A Field Experiment16
Government Grants, Donors, and Nonprofit Performance16
Keeping Kids in Care: Reducing Administrative Burden in State Child Care Development Fund Policy16
Women and Men Municipal Managers Doing and Undoing Gender16
Political Alignment and Bureaucratic Pay15
Guiding or Following the Crowd? Strategic Communication as Reputational and Regulatory Strategy15
Policy Alienation and Street-level Bureaucrats’ Psychological Wellbeing: The Mediating Role of Alienative Commitment15
Caught up or Protected by the Past? How Reputational Histories Matter for Agencies’ Media Reputations15
Discrimination of Minority Welfare Claimants in the Real World: The Effect of Implicit Prejudice15
Formal Hierarchies and Informal Networks: How Organizational Structure Shapes Information Search in Local Government14
Exit, Voice, and Sabotage: Public Service Motivation and Guerrilla Bureaucracy in Times of Unprincipled Political Principals14
Conflict Contagion: How Interdependence Shapes Patterns of Conflict and Cooperation in Polycentric Systems14
Matching to Categories: Learning and Compliance Costs in Administrative Processes14
Pathways of Representation in Network Governance: Evidence from Multi-Jurisdictional Disasters13
Data Manipulation through Patronage Networks: Evidence from Environmental Emissions in China13
Commitment to Public Values, Charismatic Leadership Attributions, and Employee Turnover in Street-Level Bureaucracies13
“Honor List” and “Shame Roll”: Quasi-Experimental Evidence of the Effect of Performance Feedback under Political Control13
Evaluating the Role of Government Collaboration in the Perceived Performance of Community-Based Nonprofits: Three Propositions12
The Importance of Oversight and Agency Capacity in Enhancing Performance in Public Service Delivery12
Conceptualizing and Explaining Flexibility in Administrative Crisis Management: A Cross-district Analysis in Germany11
Dismantling or Disguising Racialization?: Defining Racialized Change Work in the Context of Postsecondary Grantmaking11
How Does Public Disclosure of Performance Information Affect Politicians’ Attitudes towards Effort Allocation? Evidence from a Survey Experiment11
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