OOIR: Observatory of International Research

Papers

(The TQCC of International Public Management Journal is 5. 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 2022-06-01 to 2026-06-01.)

Article	Citations
Understanding the nomological network of red tape: Synthesis and research agenda	28
The effectiveness of anti-corruption reforms in a region of Europe: the role of social empowerment	27
The dynamics of governance capacity and legitimacy: the case of a digital tracing technology during the COVID-19 pandemic	27
Sit it out or dance: Representative bureaucracy contagion effects in health care	26
Public sector innovation: Sources, benefits, and leadership	26
Strategic management in the public sector - the case of the Swedish transport administration	25
Institutional pressures, discretion, and bureaucratic responses to clients: An experimental study of school-based law enforcement officers	24
Municipal corporations in national and disciplinary contexts: A systematic literature review and future research agenda	23
Handbook on measuring governance	22
Public value and the digital economy	20
Correction	17
Coproduction encouragement can backfire: evidence from randomized controlled trials	16
Choir of believers? Experimental and longitudinal evidence on survey participation, response bias, and public service motivation	15
Accounting capacity on accrual accounting adoption in Vietnamese public sector organizations—a moderated moderation model of leadership quality and digital transformation	15
Controversies in employee-driven innovation: Exploring the Danish public healthcare	14
Antecedents of employee intrapreneurship in the public sector: a proactive motivation approach	13
Race, gender, and rules: How intersectionality and congruence shape leadership perceptions	13
Representation and high-risk clients: an empirical examination of gender effects in healthcare	12
How a manager’s background shapes perceived leader credibility: A survey experiment among teachers and civil servants in The Netherlands	12
Strategizing in public management: The concept and its measurement	11
Personality traits and the endorsement of competing leadership roles: evidence from officer cadets enrolled in the Danish Defense College	11
Through the looking glass: Extending the “satisfaction mirror” in thirty-nine countries	11
Balancing speed and coordination: Senior leaders’ perspectives on civil service transformation during and after the pandemic	10
Exploring the trickle-down effect of public service motivation from supervisors to their subordinates	10
Information processing and the transparency–trust link: Political affiliation, values, and information search behaviors in China	10

Machine learning in public administration research: review and prospects	10
Deliberative Democracy, Public Policy, and Local Government	9
Deviating from the course: How presentational strategies and leadership investments affect leader credibility and collaborative engagement	9
Stakeholder engagement-as-practice in public sector innovation	9
Problem-Solving and Learning for Public Services and Public Management	9
Understanding the role of Civil Society Organizations (CSOs) in the “central government-local government-society” framework: a case study on public crisis management during the pandemic in China	9
Linking innovation climate to innovative behavior in public organizations: Exploring the role of psychological needs	8
Easier said than done. Do defaults and reminders affect public workers’ knowledge of guidelines?	8
Room for leadership? A comparison of perceived managerial job autonomy in public, private and hybrid organizations	8
The Curious Public Administrator	8
Popular financial reporting increases understanding, interest, and trust: Experimental evidence	7
Karma chameleon: Exploring the leadership complexities of middle managers in the public sector	7
Cultural Competency for Emergency and Crisis Management Concept, Theories and Case Studies Cultural Competency for Emergency and Crisis Management Concept, Theories and Case Studies	7
The climatization of global politics	7
Value propositions and facilitating promises of value—The case of the Swedish Public Employment Service	7
Can transparency promote citizen compliance in China? The role of justice and social identification	6
Letter from the editor	6
Rising to the challenge: Job stress, role overload, and change-oriented organizational citizenship behavior in the public sector	6
Benefits, blame, and budgets: Citizen responses to cutback management strategies in public education	6
Letter from the editors	6
How and when servant leadership fosters employee voice behavior: Evidence from Chinese local governments	6
Smart government: practical uses of artificial intelligence in local government	6
Effective co-production in local government networks: A story of structure	6
Red tape reform, transaction costs, and corporate social performance: A natural quasi-experiment in China	5
The Politics of Collaborative Public Management A Primer	5
Reputation management and communication under political control: The case of China’s central bank	5
Crisis management through citizen engagement on Twitter: The case of the covid-19 pandemic in Latin American municipalities	5
Have we ‘stretched’ social impact bonds too far? An empirical analysis of SIB design in practice	5
How knowledge sharing shapes the performance of U.S. federal agencies: The importance of agency task characteristics	5
Managing public-private collaboration: extensive and intensive accountability	5
Recent developments in experimental public administration: a systematic literature review of lab, survey, and field experiments	5