Public Management Review

Article	Citations
The COVID-19 pandemic as a game changer for public administration and leadership? The need for robust governance responses to turbulent problems	247
Implementing collaborative governance: models, experiences, and challenges	62
Design for experience – a public service design approach in the age of digitalization	51
Sense of community, sense of community responsibility, organizational commitment and identification, and public service motivation: a simultaneous test of affective states on employee well-being and e	50
Exploring artificial intelligence adoption in public organizations: a comparative case study	45
A public management perspective on smart cities: ‘Urban auditing’ for management, governance and accountability	43
Playing defence: the impact of trust on the coping mechanisms of street-level bureaucrats	41
Confronting the big challenges of our time: making a difference during and after COVID-19	39
A systematic literature review of open innovation in the public sector: comparing barriers and governance strategies of digital and non-digital open innovation	38
Privatization and intermunicipal cooperation in US local government services: balancing fiscal stress, need and political interests	37
Social entrepreneurship in the context of disaster recovery: Organizing for public value creation	37
Relational leadership in collaborative governance ecosystems	36
Public service motivation and prosocial motivation: two sides of the same coin?	34
Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion	33
Crowding-in or crowding-out: the contribution of self-determination theory to public service motivation	33
Network governance and collaborative governance: a thematic analysis on their similarities, differences, and entanglements	33
Governance-as-legitimacy: are ecosystems replacing networks?	32
South Korea’s fast response to coronavirus disease: implications on public policy and public management theory	32
Radical and disruptive answers to downstream problems in collaborative governance?	32
Self-determination theory goes public: experimental evidence on the causal relationship between psychological needs and job satisfaction	28
Under what conditions do governments collaborate? A qualitative comparative analysis of air pollution control in China	28
Policy narratives and megaprojects: the case of the Lyon-Turin high-speed railway	27
Does performance-related pay and public service motivation research treat state-owned enterprises like a neglected Cinderella? A systematic literature review and agenda for future research on performa	27
Automation and discretion: explaining the effect of automation on how street-level bureaucrats enforce	27
Responding to information asymmetry in crisis situations: innovation in the time of the COVID-19 pandemic	26

Resilience through digitalisation: How individual and organisational resources affect public employees working from home during the COVID-19 pandemic	26
A validated measurement for felt relational accountability in the public sector: gauging the account holder’s legitimacy and expertise	25
How does organizational sustainability foster public service motivation and job satisfaction? The mediating role of organizational support and societal impact potential	25
Combined effects of procurement and collaboration on innovation in public-private-partnerships: a qualitative comparative analysis of 24 infrastructure projects	25
Institutional intermediaries as legitimizing agents for social enterprise in China and India	24
Disentangling altruism and public service motivation: who exhibits organizational citizenship behaviour?	22
Facilitating collaboration in publicly mandated governance networks	21
Representative bureaucracy and hierarchy: interactions among leadership, middle-level, and street-level bureaucracy	21
Promoting work engagement in public administrations: the role of middle managers’ leadership	21
Continuous co-creation: how ongoing involvement impacts outcomes of co-creation	21
From recovery resilience to transformative resilience: How digital platforms reshape public service provision during and post COVID-19	21
Is the turtle still plodding along? Public management reform in Germany	21
Intra-organizational trust in public organizations – the study of interpersonal trust in both vertical and horizontal relationships from a bidirectional perspective	20
Accountability and inter-organizational collaboration within the state	20
Local government as a catalyst for promoting social enterprise	19
Lack of reform in Israeli local government and its impact on modern developments in public management	19
Gender and performance in public organizations: a research synthesis and research agenda	19
Public values assessment as a practice: integration of evidence and research agenda	19
Determinants of non-profit commercialism. Resource deficits, institutional pressures or organizational contingencies?	19
Planning Cities4People–A body and soul analysis of urban neighbourhoods	19
Civil servants’ perceptions of agency heads’ leadership styles: the role of gender in public sector organizations	18
Giving sense about paradoxes: paradoxical leadership in the public sector	18
Design in the public sector: Toward a human centred model of public governance	17
How to influence the professional discretion of street-level bureaucrats: transformational leadership, organizational learning, and professionalization strategies in the delivery of social assistance	17
Leadership and innovation: what’s the story? The relationship between leadership support level and innovation target	17
E-procurement system adoption in local governments: the role of procurement complexity and organizational structure	17
Does inter-municipal collaboration improve public service resilience? Evidence from local authorities in England	17
Examining Resilience Across a Service Ecosystem under Crisis	17
Neighbourhood governance during the COVID-19 lockdown in Hangzhou: coproduction based on digital technologies	17
Activating job crafting in public services: the roles of discretionary human resource practices and employee use of normative public values	16
Gendered leadership during the COVID-19 pandemic: how democracy and representation moderate leadership effectiveness	16
AI-driven public services and the privacy paradox: do citizens really care about their privacy?	16
Separating symbolic and active representation: a mixed methods study of gender and education in China	16
Cross-sector collaboration formality: the effects of institutions and organizational leaders	16
Travelling along the public service co-production road: a bibliometric analysis and interpretive review	16
Boundaries of collaboration – the case of a temporary housing complex for refugees in Sweden	15
Citizens and the legitimacy outcomes of collaborative governance An administrative burden perspective	15
Does digitizing involve desensitizing? Strategic insights into the side effects of workplace digitization	15
Motivated to act and take responsibility – integrating insights from community psychology in PSM research	15
Contracting out welfare services: how are private contractors held accountable?	15
Features and drivers of citizen participation: Insights from participatory budgeting in three European cities	15
Organizational Publicness and Mortality: Explaining the Dissolution of Local Authority Companies	14
Having it all: can collaborative governance be both legitimate and accountable?	14
Performance information and learning effects on citizen satisfaction with public services	14
Strategizing on behalf of social enterprises: the case of the Metropolitan Economic Development Association and Catalyst	14
Policy labs as arenas for boundary spanning: inside the digital transformation in Germany	14
What drives network effectiveness? A configurational approach	14
Barriers to entrepreneurship in public enterprises: boards contributing to inertia	14
A view into managers’ subjective experiences of public service motivation and work engagement: a qualitative study	13
Accountability and police use of force: Interactive effects between minority representation and civilian review boards	13

Beyond the tipping point: the curvilinear relationships of transformational leadership, leader–member exchange, and emotional exhaustion in the French police	13
Leading frontline enforcers: how supervisors’ leadership style impacts inspectors’ enforcement style	13
Co-creation and co-production in municipal risk governance – A case study of citizen participation in a German city	13
Responding to failure: the promise of market mending for social enterprise	12
From external provision to technological outsourcing: lessons for public sector automation from the outsourcing literature	12
Budget transparency and governance quality: a cross-country analysis	12
The adoption of e-Health in public hospitals. Unfolding the gender dimension of TMT and line managers	12
Public sector innovation in context: A comparative study of innovation types	12
Mutuality in AI-enabled new public service solutions	12
Collaborative networks and environmental governance performance: a social influence model	12
Public health care innovation lab tackling the barriers of public sector innovation	12
AI as an organizational agent to nurture: effectively introducing chatbots in public entities	11
When the going gets tough, the goal-committed get going: overcoming the transaction costs of inter-agency collaborative governance	11
Crisis lifecycle, policy response, and policy effectiveness	11
Business model innovation in the public sector: an integrative framework	11
Internal brand management in the public sector: the effects of internal communication, organizational practices, and PSM on employees’ brand perceptions	11
Responsibilization and value conflicts in healthcare co-creation: a public service logic perspective	11
Financial capacity and organizational stability in U.S. local governments	11
Policy attention and the adoption of public sector innovation	11
Does non-profit commercialization help reduce social inequality? Revisiting the cross-subsidization hypothesis	11
Social entrepreneurs as change makers: expanding public service networks for social innovation	10
The perceived effectiveness of collaborative approaches to address domestic violence: the role of representation, ‘reverse-representation,’ embeddedness, and resources	10
Understanding goal formation in strategic public management: a proposed theoretical framework	10
Updating public accountability: a conceptual framework of voluntary accountability	10
Gender, situational visibility, and discretionary decision-making of regulatory street-level bureaucrats under pandemic emergency: an experimental study in China	10
Examining the impact of control and ownership on social enterprises’ public value creation using integrative publicness theory	10
Understanding financial resilience from a resource-based view: Evidence from US state governments	10
Contact with citizens and job satisfaction: expanding person-environment models of public service motivation	10
Street-Level bureaucracy in public administration: A systematic literature review	10
International survey evidence on user and community co-delivery of prevention activities relevant to public services and outcomes	10
What contributes to the sustainability of self-organized non-profit collaboration in disaster relief？A fuzzy-set qualitative comparative analysis	10
After the applause: understanding public management and public service ethos in the fight against Covid - 19	10
More than a digital system: how AI is changing the role of bureaucrats in different organizational contexts	10
Illiberal challenges to mainstream public management research: Hungary as an exemplary case	10
Accountability intensity and bureaucrats’ response to conflicting expectations: a survey experiment in China	10
Making sense of the digital co-production of welfare services: using digital technology to simplify or tailor the co-production of services	10
The impact of technological innovation on service delivery: social media and smartphone integration in a 311 system	10
Who benefits from collaborative governance? An empirical study from the energy sector	10
When do women receive managerial support? The effects of gender congruence and the manager-employee relationship	9
Introduction to the PMR special issue on accountability and legitimacy under collaborative governance	9
Is there a place for employee-driven pro-environmental innovations? The case of public organizations	9
Boundary-spanning in public value co-creation through the lens of multilevel governance	9
A systematic literature review of city competitiveness: A 30-year assessment and future agenda for public administration	9
Are we there yet? Understanding the implementation of re-municipalization decisions and their duration	9
Determinants of open innovation adoption in public organizations: a systematic review	9
What happens when the going gets tough? Linking change scepticism, organizational identification, and turnover intentions	9
Public management reform in Brazil (2002-2019)	9
Perceived racial discrimination in the workplace: considering minority supervisory representation and inter-minority relations	9
‘Damned if you do and damned if you don’t’: a framework for examining double binds in public service organizations	9
What makes work smart in the public sector? Insights from a bibliometric analysis and interpretive literature review	9
Publicness and micro-level risk behaviour: experimental evidence on stereotypical discounting behaviour	9
The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement: a panel study in Pakistan	9
The value of public organizations’ diversity reputation in women’s and minorities’ job choice decisions	8
Public leadership and participation: understanding the experiences of South African local government officials’ engagement within informal settlements in the Western Cape	8
Death anxiety among street-level bureaucrats: how does it affect their work drive and performance?	8
Representation, reputation and expectations towards bureaucracy: experimental findings from a favela in Brazil	8
Can effective organizational rules keep employees from leaving? a study of green tape and turnover intention	8
Strategic planning and performance perceptions of managers and citizens: analysing multiple mediations	8
Revenue diversification or revenue concentration? Impact on financial health of social enterprises	8
Information sharing in public-private relationships: the role of boundary objects in contracts	8
The impact of management on NFP and FP social enterprises governed by government contracts and legislation	8
Stress tests for public service resilience: introducing the possible-worlds thinking	8
Resilience in public service partnerships: evidence from the UK Life Chances Fund	8
Performance management from the bottom up	8
Mobilizing to take responsibility: exploring the relationship between Sense of Community Responsibility (SOC-R), Public Service Motivation (PSM) and public service resilience during Covid-19	8
Bought in? The contingent effect of stakeholder support upon strategic implementation success in American municipalities	8
Understanding street‐level bureaucrats’ informal collaboration: Evidence from police officers across the jurisdictional divide	8
What drives the perceived legitimacy of collaborative governance? An experimental study	8
The evolutionary trajectory of social enterprises in the Czech Republic and Slovakia	7
Governing collaborations: the case of a pioneering settlement services partnership in Australia	7
Introducing research insights into the third sector, social enterprise and public service delivery	7
Staff support and administrative capacity in strategic planning for local sustainability	7
Agency autonomy, public service motivation, and organizational performance	7
How difficult should it be? Evidence of burden tolerance from a nationally representative sample	7
Partisan bias and citizen satisfaction, confidence, and trust in the U.S. Federal Government	7
Does leader gender matter for performance evaluations? Evidence from two experiments	7
‘Explain, but make no excuses’: service recovery after public service failures	7
Market competition and regulatory compliance in public, non-profit, and for-profit organizations	7
Does politicization influence senior public officials’ work attitudes? Different forms and effects of politicization in the civil service	7
Public servants’ creativity: salient stimulators and inhibitors a longitudinal qualitative digital diary study	7

Does gender matter in budget deviations? An empirical assessment of Spanish local governments	7
Empowering the frontline: internal and external organizational antecedents of teacher empowerment	7
Co-production ‘thinking’ and performance implications in the case of separate waste collection	7
Developing a vulnerability-based conceptual model for managing risk in non-profit projects: a multicase study in a European country	7
Public sector creativity: triggers, practices and ideas for public sector innovations. A longitudinal digital diary study	7
Doing better with less: do behavioural capabilities affect street level bureaucrats’ ability to deliver public value?	7
Investigating the contribution of community empowerment policies to successful co-production- evidence from Scotland	7
Marching through the deep-water zone: Chinese public sector reforms and the way forwards	7
The complexities of digitization and street-level discretion: a socio-materiality perspective	7
Nurturing mutual gains in the public sector: the roles of socially responsible human resource practices, employee use of normative public values, and job crafting	7
Fight or flight: How gender influences follower responses to unethical leader behaviour	7
The necessity of collaboration in branding: analysing the conditions for output legitimacy through qualitative comparative analysis (QCA)	6
Understanding vertical pay dispersion in the public sector: the role of publicness for manager-to-worker pay ratios and interdisciplinary agenda for future research	6
Creeping crises and public administration: a time for adaptive governance strategies and cross-sectoral collaboration?	6
Public management reforms in Pakistan	6
Public sector reform and public management theory ―cases of Japan	6
No two-party game: how third-sector organizations alter administrative burden and improve social equity	6
Austerity, political control and supplier selection in English local government: implications for autonomy in multi-level systems	6
Hybrid professional managers in healthcare: an expanding or thwarted occupational interest?	6
Provision and production reform of urban fire services: privatization, cooperation and costs	6
Attraction and attrition under extreme conditions– integrating insights on PSM, SOC-R, SOC and excitement motivation	6
English local government finance in transition: towards the ‘marketization of income’	6
Public trust and collaborative governance: an instrumental variable approach	6
A qualitative comparative analysis of collaborative governance structures as applied in urban gardens	6
Citizens as an innovation source in sustainability transitions – linking the directionality of innovations with the locus of the problem in transformative innovation policy	6
The many shapes and sizes of meta-governance. An empirical study of strategies applied by a well-advanced meta-governor: the case of Dutch central government in education	6
Applying organizational density to local public service performance: separating homeless service outcomes from outputs	6
Virtual agents in the public service: examining citizens’ value-in-use	6
Mayoral preferences for delegation in collaborative arrangements: issue salience and policy specificity	6
Exploring network mechanisms to organizations’ influence reputation: a case of collaborative disaster response	6
Ambiguity, appraisal, and affect: examining the connections between goal perceptions, emotional labour, and exhaustion	6
Learning how to do AI: managing organizational boundaries in an intergovernmental learning forum	6
Government crisis messaging on social media, citizen online engagement and compliance with policies	6
Revisiting the old debate: citizens’ perceptions of meritocracy in public and private organizations	6
Ethical leadership and program to reduce unethical behaviour among public employees	6
To measure or not to measure?An empirical investigation of social impact measurement in UK social enterprises	6
Experts’ contribution to strategy when strategy is absent. A case study of quality experts in hospitals	6
Conceptualizing the elements of value in public services: insights from practitioners	5
Governmental support strategies and their effects on private capital engagement in public–private partnerships	5
Satisficing or maximizing in public–private partnerships? A laboratory experiment on strategic bargaining	5
Co-production at the front line: a user reflection on theory and practice	5
Relational leadership in local governance: the engagement of mayors with citizens, public managers and politicians	5
‘I do not want to be one of her favourites’. Emotional display and the co-production of frontline care services	5
Public management during a crisis: when are citizens willing to contribute to institutional emergency preparedness?	5
The differing effects of individual- and group-based pay for performance on employee satisfaction: the role of the perceived fairness of performance evaluations	5
Negative media reporting and its effects on performance information use in public spending	5
The impact of telework on the satisfaction of U.S. federal workers	5
Evidence use as sociomaterial practice? A qualitative study of decision-making on introducing service innovations in health care	5
Public service logic and the creation of value propositions through framing	5
Workgroup innovative behaviours in the public sector workplace: the influence of servant leadership and workgroup climates	5
In search of legitimacy: conflicting logics and identities of management consultants in public administration	5
Advancing Public Service Logic: moving towards an ecosystemic framework for value creation in the public service context	5
Bureaucrat or artificial intelligence: people’s preferences and perceptions of government service	5
Introducing strategic measures in public facilities management organizations: external and internal institutional work	5
Hybrid goals: institutional complexity and ‘legacy’ in a global sporting mega-event	5
Understanding diverse types of performance information use: evidence from an institutional isomorphism perspective	5
Exploring local government fiscal slack in a political-budgetary-managerial framework	5
Enabling PSL and value co-creation through public engagement: a study of municipal service regeneration	5
Implementing AI in the public sector	5
Who can serve as the proxy for public employees in public administration experiments? a cross-sample comparison	5
Value processes and lifecycles in networks for public service innovation	5
A review of open strategy: bridging strategy and public management research	5
Relationships between community-led mutual aid groups and the state during the COVID-19 pandemic: complementary, supplementary, or adversarial?	5
The threat of appearing lazy, inefficient, and slow? Stereotype threat in the public sector	5
Two logics of democracy in collaborative governance: a mapping of clashes and compromises	5
A time differencing qualitative comparative analysis (QCA) of public-private partnership (PPP) market maturity	5
Government transparency: paradoxes and dilemmas	5
Speaking on behalf of the vulnerable? Voluntary translations of citizen needs to policy in community co-production	5
The tripod of trust: a multilevel approach to trust-based leadership in public organizations	4
Power and conflict in network governance: exclusive and inclusive forms of network administrative organizations	4
Who are leading? A survey of organizational context explaining leadership behaviour of managers and non-managerial employees in public organizations	4
Activating employees’ motivation to increase intentions to report wrongdoings: evidence from a large-scale survey experiment	4
Learning effects of anti-corruption reform in public organisations: explanations from social psychological theory	4
The new era leadership for the public sector? Entrepreneurship, effectiveness, and democracy	4
‘Real-world’ priority setting for service improvement in English primary care: a decentred approach	4
The importance of effectiveness versus transparency and stakeholder involvement in citizens’ perception of public sector algorithms	4
Navigating network governance: the role of social enterprise in local employment services	4
A practice approach to fostering employee engagement in innovation initiatives in public service organisations	4
Public service performance from the perspective of marketing and innovation capabilities	4
Development of hybrid professionalism: street-level managers’ work and the enabling conditions of public reform	4
A tension lens for understanding public innovation diffusion processes	4
Workplace spirituality and service-oriented performance via work engagement in public organizations: the moderating role of service climate	4
Resource dependence and the survival of government-created social enterprises	4
How do different organizational influences lead street-level workers to move towards clients? A comparison of care services for the elderly in Germany and Israel	4
Public opinion on megaprojects over time: findings from four megaprojects in the UK	4
Role perceptions, collaboration and performance: insights from identity theory	4
A critique of public service logic	4
Professional managers, public values? The delicate balance between corporatization and stewardship to society	4
Do visionary and servant leaders reduce cognitive uncertainty of professionals? A study of team-based settings in public organizations	4
In search of a golden thread: recent developments in public management across New Zealand and Australia	4
Governing long-term policy problems: Dilemmas and strategies at a Dutch water authority	4
Unpredictable cocktails or recurring recipes? Identifying the patterns that shape collaborative performance summits	4
Does performance-based accountability impact how non-profit directors perceive organizational performance? Insights from rational planning	4
A policy-centred approach to inter-municipal cooperation	4
Artificial intelligence, types of decisions, and street-level bureaucrats: Evidence from a survey experiment	4