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 2020-11-01 to 2024-11-01.)

Article	Citations
Racialized Burdens: Applying Racialized Organization Theory to the Administrative State	83
“It Takes a While to Get Used to”: The Costs of Redeeming Public Benefits	74
Human–AI Interactions in Public Sector Decision Making: “Automation Bias” and “Selective Adherence” to Algorithmic Advice	67
Reducing Compliance Demands in Government Benefit Programs Improves the Psychological Well-Being of Target Group Members	46
Elections, Ideology, and Turnover in the US Federal Government	33
Deliberation and Deliberative Organizational Routines in Frontline Decision-Making	32
Everything Is Relative: How Citizens Form and Use Expectations in Evaluating Services	29
Meta-Analysis of Collaboration and Performance: Moderating Tests of Sectoral Differences in Collaborative Performance	24
The Professional Agency Narrative—Conceptualizing the Role of Professional Knowledge in Frontline Work	24
When Tensions Become Opportunities: Managing Accountability Demands in Collaborative Governance	24
Management, Organizational Performance, and Task Clarity: Evidence from Ghana’s Civil Service	23
Reducing Burnout and Resignations among Frontline Workers: A Field Experiment	22
Thanks, but No Thanks: Preferences towards Teleworking Colleagues in Public Organizations	22
Public Service Motivation as a Predictor of Corruption, Dishonesty, and Altruism	21
Exit, Voice, and Sabotage: Public Service Motivation and Guerrilla Bureaucracy in Times of Unprincipled Political Principals	19
Keeping Kids in Care: Reducing Administrative Burden in State Child Care Development Fund Policy	18
“Honor List” and “Shame Roll”: Quasi-Experimental Evidence of the Effect of Performance Feedback under Political Control	18
Performance Information, Racial Bias, and Citizen Evaluations of Government: Evidence from Two Studies	18
Administrative Burden in Citizen–State Interactions: A Systematic Literature Review	18
Government Grants, Donors, and Nonprofit Performance	17
Women and Men Municipal Managers Doing and Undoing Gender	17
Matching to Categories: Learning and Compliance Costs in Administrative Processes	17
Caught up or Protected by the Past? How Reputational Histories Matter for Agencies’ Media Reputations	17
Data Manipulation through Patronage Networks: Evidence from Environmental Emissions in China	17
Conflict Contagion: How Interdependence Shapes Patterns of Conflict and Cooperation in Polycentric Systems	16

Formal Hierarchies and Informal Networks: How Organizational Structure Shapes Information Search in Local Government	15
Discrimination of Minority Welfare Claimants in the Real World: The Effect of Implicit Prejudice	15
Political Alignment and Bureaucratic Pay	15
Guiding or Following the Crowd? Strategic Communication as Reputational and Regulatory Strategy	15
Pathways of Representation in Network Governance: Evidence from Multi-Jurisdictional Disasters	14
The Importance of Oversight and Agency Capacity in Enhancing Performance in Public Service Delivery	14
Commitment to Public Values, Charismatic Leadership Attributions, and Employee Turnover in Street-Level Bureaucracies	14
Job Satisfaction and Citizen Satisfaction with Street-level Bureaucrats: Is There a Satisfaction Mirror?	13
Media Attention and Bureaucratic Responsiveness	13
Dismantling or Disguising Racialization?: Defining Racialized Change Work in the Context of Postsecondary Grantmaking	13
Resisting or Facilitating Change? How Street-Level Managers’Situational WorkContributes to the Implementation of Public Reforms	13
Service Providers’ Influence in Collaborative Governance Networks: Effectiveness in Reducing Chronic Homelessness	12
Evaluating the Role of Government Collaboration in the Perceived Performance of Community-Based Nonprofits: Three Propositions	12
Search in Response to Negative Performance Feedback: Problem-Definition and Solution-Generation	12
Conceptualizing and Explaining Flexibility in Administrative Crisis Management: A Cross-district Analysis in Germany	12
Bureaucratic Control and Strategic Compliance: How Do Subnational Governments Implement Central Guidelines in China?	12
Public-Sector Honesty and Corruption: Field Evidence from 40 Countries	11
Finding Your Crowd: The Role of Government Level and Charity Type in Revenue Crowd-Out	11
“As Expected”: Theoretical Implications for Racialized Administrative Power as the Status Quo	11
The Dynamics of Sources of Knowledge on the Nature of Innovation in the Public Sector: Understanding Incremental and Transformative Innovations in Local Governments	11
Deconstructing Burnout at the Intersections of Race, Gender, and Generation in Local Government	11
How Does Public Disclosure of Performance Information Affect Politicians’ Attitudes towards Effort Allocation? Evidence from a Survey Experiment	11