OOIR: Observatory of International Research

Papers

(The TQCC of Public Management Review 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 2022-06-01 to 2026-06-01.)

Article	Citations
Gendered cooperation in a post-NPM era: a comparative study of the perceptions of municipal technostructure experts and middle-line managers	156
Management reforms, re-stratification and the adaptation of professional status hierarchies: The case of medicine in publicly owned hospitals	111
Collaborators, supplementers, purchasers and privatizers - profiling the social and health care delivery forms of finnish municipalities through cluster analysis	86
Turning rejection into adoption: enhancing the uptake of externally developed design proposals through boundary spanning	72
Message-sidedness in performance information disclosure and citizens’ perceived accountability: an experimental study	64
Publicness, Organizational Strategies, and Public Value Outcomes: An Empirical Analysis of U.S Acute Care Hospitals	52
A representative-represented matrix: exploring the symbolic effect of minority representation	47
Citizen perceptions of public school efficiency: evidence from the U.S.	47
Making choices in addressing sustainability problems: A link to framing effects and protected values	46
Noise at the street level: revealing unwanted variability in seismic safety	43
Frames of cooperation: interactional dynamics of pandemic governance networks	40
With or without you: does local autonomy increase intergovernmental collaboration?	40
Bridging trust through institution and process: how does digital government increase citizens’ trust in local government?	39
The bureaucratic reputation scale: cross-country and cross-language validation	38
Empowering justice: female police officers’ perspectives on advocating for female victims in South Korea	38
Dialogic and agonistic possibilities and limits of visual accounting: an action research of carbon emission reporting in Scottish city council	37
Break my stride? The impact of collaboration entrants on community-level performance for economic development	37
Do networks get emotional? The role of leaders’ emotions for (network) success	34
Citizen engagement in public sector innovation: exploring the transition between paradigms	33
Empowering leadership in crisis: a natural experiment	33
Reward exploitation or exploration? The effects of local government sustainability strategies and performance information on citizen evaluation	32
The effects of artificial intelligence and victims’ deservingness information on citizens’ blame attribution towards administrative errors	31
One issue, two interpretations: unpacking the role of issue definition in e-government implementation	31
The interactive effects of professionalism and politicization: why professional standards and political control mix like oil and water	31
Goal-attainment in collaborative climate governance: the role of agile leadership practices in spurring collaborative outputs	30

Beyond problemistic search: a contingency perspective on organizational response to performance feedback	30
What makes co-production sustainable? A comparative case study of three self-managed homeless programs	29
Transparency and citizen satisfaction: a meta-analysis and future research agenda	29
Operational transparency and satisfaction with public services	27
Explore and integrate: how digital innovation units enable local government digital transformation	26
Assuming accountability in the absence of control: the role of stewardship management	26
Who are leading? A survey of organizational context explaining leadership behaviour of managers and non-managerial employees in public organizations	25
The impact of virtual reality on private value dimensions: a healthcare case study	25
Correction	25
Paths to citizens-controlled coproduction: The use of blockchain technology in digital coproduction	25
Community-based outcomes of interlocal cooperation in social services	25
When extreme work becomes the norm: an exploration of coping strategies of public sector nurses	25
Capitalization of social service nonprofit activities: homeless service provider openings and home values	25
Strategizing public value	24
Shaping watershed collaboration: how government attention transforms informal interaction into formal cooperation	24
Collaboration in action: How micro-level relational dynamics are connected with issue frame convergence in collaborative governance networks	23
Unpacking street-level discretion: a systematic review of its conceptualizations, antecedents and consequences	22
Fostering value facilitation through situated learning in communities of practice	22
Design strategies for Citizen Strategic Orientation	22
Exploring the diversity and spread of adult social care innovations in England: an exercise in mapping innovations and a research agenda	21
Advancing Public Service Logic: moving towards an ecosystemic framework for value creation in the public service context	21
Accelerating social initiatives: an exploratory study on scaling in the social sector	21
Social enterprise and social entrepreneurship in the Public Administration (PA) scholar field: a bibliometric analysis and some conceptual considerations	21
Psychological Contract Fulfillment in a Changing Public Sector: a Mixed-Methods Case-Study	21
Crossing boundaries at the frontline: examining the link between red tape, leadership and boundary-spanning behaviour	20
Fraught with tension? A machine-learning approach to termination traits of public corporations in English and German local governments	20
Digital surveillance governance: understanding developments in the use of personal data in public sector reform	20
An empirical conceptualization of front line enablement by performance management	20
Staff reallocations and employee attitudes towards organizational aims: evidence using longitudinal data from the European Commission	19
User-orientation in public service organizations: making use of value as a thick concept	19
Public servants’ creativity: salient stimulators and inhibitors a longitudinal qualitative digital diary study	19
Exploring the roles of non-profit organizations in co-production: a systematic literature review	18
Conflicts over public value within public service ecosystems: a strategic action field approach	18
Institutional logic relationships and sustainable change in healthcare: a systematic review of the literature	18
Does only performance feedback matter in public organizations? Testing the moderating role of directional managerial networking on performance improvement	18
Broader and more intensive sustainable public procurement: a legitimacy theory perspective	18
Navigating the ‘meaningless’ of social innovation: perspectives of social care practitioners in Scotland	18
Framework for cross-border governance: from cross-border critical factors to sustainable development	18
The impact of accountability systems on public employee well-being and the moderating effects of role clarity and job autonomy	17
Improvements in employee performance management over time: evidence from U.S. federal agencies	17
Fit or commitment? A meta-analytic investigation of the relationship and mediating mechanisms between public service motivation and turnover intention	17
Public value creation mechanisms in the context of public service logic: an integrated conceptual framework	17
Give and take: understanding innovative behaviour from a psychological contract perspective	17
Citizens’ experiences with a public ombud: applying Beck Jørgensen and Bozeman’s public values model to empirical data	17
Who guards the guards with AI-driven robots? The ethicalness and cognitive neutralization of police violence following AI-robot advice	17
Framing AI in public innovation: the engagement-manipulation nexus	17
In transparent government we trust: open government data, transparency perception, and public trust in China	16
Beyond the birdcage: building trust in different regulatory contexts	16
How does the usage of artificial intelligence affect felt administrative accountability of street-level bureaucrats? The mediating effect of perceived discretion	16
How punishment avoidance motivation inhibits prohibitive voice behaviour: the role of blame risk and occupational reputation	16

The relational edge: arbitrage as a key capability in platform organizations	16
Complexity, errors, and administrative burdens	16
Boundary spanning for contractual fairness in public infrastructure projects: its impact on performance and innovation	16
Framing quality (management systems): private providers and the promotion of self-serving evaluations in Swedish eldercare	16
Blending the two communities: concurrent evidence use in state-level policy processes	15
Performing change: the institutional logics of internal restructuring in the public sector	15
Frontline organizations as experimental settings for policy change: why public management matters even more	15
Conceptualizing the elements of value in public services: insights from practitioners	15
Environmental antecedents, innovation experience, and officials’ innovation willingness: evidence from China	15
Compliance with COVID-19 preventive policies and governmental transparency: an experimental analysis	15
Key drivers and barriers to senior public managers’ engagement in digital service innovative behaviour: a qualitative study	15
Advocacy as market stewardship in social care quasi-markets	15
Hidden AI innovations in the public sector: the role of political constraints, bureaucracy, and legitimacy in the adoption of AI-based personnel selection	15
Improvisational theatre as a viable path? Exploring interaction antecedents in public service innovation processes attempting to implement and sustain eHealth solutions	15
Dynamics in network governance of infrastructure public-private partnerships: evidence from four municipalities of China	14
Managing noise through nudges: a mixed methods study on decision-hygiene in public management	14
When rationality and pragmatism combine into robust models. The case of the COVID-19 vaccination campaign in Lombardy	14
Antecedents of emergency services’ Street Level Bureaucrats’ (SLBs) delivery of public value: an exploratory study	14
Challenges and opportunities for equity in public management: Digital applications in multicultural Smart cities	14
Pay-for-performance, job attraction, and the prospects of bureaucratic representation in public organizations: evidence from a conjoint experiment	14
Fostering resilience and commitment among volunteers: the role of job demands and autonomy	13
Designing inclusive co-creation: a conjoint analysis of citizen preferences	13
Understanding interlocal collaboration for service delivery for migrant workers during the COVID-19 pandemic: evidence from Guangdong, China	13
Digital innovation across the publicness spectrum	13
Sustaining collective performance data use in collaborations: a case study of the Citizen Security Plan in Jamaica	13
From the inside looking out: towards an ecosystem paradigm of third sector organizational performance measurement	13
Does bureaucracy demotivate public servants? An assessment of psychological mechanisms and the moderating role of age	13
Driving nonprofit hospitals to address health equity in community	13
Repairing public trust through communication in health crises: a systematic review of the literature	13
Innovation from the margins: policy entrepreneurship and public sector innovation in centralized contexts	13
Ongoing strategizing in practice: Examining CEO activities and a social enterprise’s pathways to growth and greater effectiveness	13
Middle managers matter! Unpacking the deployment and adaptation of organization-level dynamic capabilities	13
Engaging experts by experience as co-producers: challenges and strategies	13
Does workplace inclusion mitigate emotional exhaustion? Evidence from local government organizations	13
Performance feedback and policy diffusion: evidence from Chinese city governments subsidizing new energy vehicles	13
Citizens engaging in public service provision: value co-creation or hard work?	13
Citizen expectations, agency reputation and public service quality	13
Reducing administrative burdens in an energy bill assistance program	12
Procurement under pressure: shifting governance strategies in turbulent times	12
Does E-filing improve nonprofit reporting timeliness? evidence from IRS Form 990 data	12
Introducing strategic measures in public facilities management organizations: external and internal institutional work	12
Public values? A systematic literature review into the outcomes of public service co-creation	12
Idiosyncrasies of public value: how individual characteristics influence citizen perceptions of public value	12
Heart over profit: unravelling the discourse on the non-profit sector’s added value	12
Individual, organizational, and institutional accountability: a systematic literature review in public administration	12
Social enterprise as political work: perspectives from the global south	12
Performance management in collaborations: exploring associations between distributed leadership and collective performance data use	12
Does (professional) leadership matter for staff satisfaction? Evidence from a panel study of hospital boards	12
Two decades of public sector innovation: building an analytical framework from a systematic literature review of types, strategies, conditions, and results	11
The rise and fall of an NPM-style reform in China: a longitudinal case study of sanitation service delivery in Guangzhou	11
Receiving and engaging: can a simple ICT delivered government message change citizen health behavior? A field experiment	11
Sustainability transformation calls for complexity-informed systemic policy design	11
Failing accountability: exploring the effect of coproduction on public blame attribution after service failures	11
Ready, set, crisis – transitioning to crisis mode in local public administration	11
Leading in a time of turmoil: Political fragmentation, political conflict, and managerial turnover	11
Same position, different roles? How professional, organizational, and public policy logics shape frontline managers’ role conceptions	11
Coping with occupational stereotypes: an emotional lens on police officers’ experiences	11
Bridging politics and projects: how political affinity and government support affect delays in public–private partnership initiation	11
Social equity for wicked problems: achieving racial equity in homeless service provision	11
Intersecting public management and social equity Introduction to the special issue of Public Management Review	11
Do third parties matter for citizens’ public programme participation? Evidence from an administrative burden perspective	11
Motivational signals in public sector job advertisements and how they relate to attracting and hiring candidates	11
Development of hybrid professionalism: street-level managers’ work and the enabling conditions of public reform	11
Legitimacy building in crisis: how citizen-led mutual aid self-organizations emerged and survived during Shanghai’s COVID-19 Outbreak	11
Buffer and booster? Testing PSM’s role in job demands-resources theory	11
Variance risk, downside risk, and tail risk: comparing risk behaviours among public and private sector employees	11
Politics and personalities: the 1986 Commonwealth Games as strategic action field	11