Public Management Review

(The TQCC of Public Management Review is 9. 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 2020-06-01 to 2024-06-01.)
The COVID-19 pandemic as a game changer for public administration and leadership? The need for robust governance responses to turbulent problems266
Implementing collaborative governance: models, experiences, and challenges72
Design for experience – a public service design approach in the age of digitalization55
Exploring artificial intelligence adoption in public organizations: a comparative case study53
A systematic literature review of open innovation in the public sector: comparing barriers and governance strategies of digital and non-digital open innovation49
Playing defence: the impact of trust on the coping mechanisms of street-level bureaucrats45
Network governance and collaborative governance: a thematic analysis on their similarities, differences, and entanglements44
Confronting the big challenges of our time: making a difference during and after COVID-1941
Social entrepreneurship in the context of disaster recovery: Organizing for public value creation41
Radical and disruptive answers to downstream problems in collaborative governance?39
Relational leadership in collaborative governance ecosystems39
Governance-as-legitimacy: are ecosystems replacing networks?34
Resilience through digitalisation: How individual and organisational resources affect public employees working from home during the COVID-19 pandemic33
From recovery resilience to transformative resilience: How digital platforms reshape public service provision during and post COVID-1932
Automation and discretion: explaining the effect of automation on how street-level bureaucrats enforce32
Responding to information asymmetry in crisis situations: innovation in the time of the COVID-19 pandemic32
Self-determination theory goes public: experimental evidence on the causal relationship between psychological needs and job satisfaction31
Policy narratives and megaprojects: the case of the Lyon-Turin high-speed railway30
Under what conditions do governments collaborate? A qualitative comparative analysis of air pollution control in China29
How does organizational sustainability foster public service motivation and job satisfaction? The mediating role of organizational support and societal impact potential26
Combined effects of procurement and collaboration on innovation in public-private-partnerships: a qualitative comparative analysis of 24 infrastructure projects25
Facilitating collaboration in publicly mandated governance networks25
Institutional intermediaries as legitimizing agents for social enterprise in China and India25
Neighbourhood governance during the COVID-19 lockdown in Hangzhou: coproduction based on digital technologies24
Lack of reform in Israeli local government and its impact on modern developments in public management23
Accountability and inter-organizational collaboration within the state23
Continuous co-creation: how ongoing involvement impacts outcomes of co-creation22
Public values assessment as a practice: integration of evidence and research agenda22
AI-driven public services and the privacy paradox: do citizens really care about their privacy?21
Determinants of non-profit commercialism. Resource deficits, institutional pressures or organizational contingencies?21
Travelling along the public service co-production road: a bibliometric analysis and interpretive review21
Features and drivers of citizen participation: Insights from participatory budgeting in three European cities21
Local government as a catalyst for promoting social enterprise20
Giving sense about paradoxes: paradoxical leadership in the public sector20
E-procurement system adoption in local governments: the role of procurement complexity and organizational structure20
Leadership and innovation: what’s the story? The relationship between leadership support level and innovation target19
Co-creation and co-production in municipal risk governance – A case study of citizen participation in a German city19
Contracting out welfare services: how are private contractors held accountable?19
Cross-sector collaboration formality: the effects of institutions and organizational leaders19
Performance information and learning effects on citizen satisfaction with public services18
How to influence the professional discretion of street-level bureaucrats: transformational leadership, organizational learning, and professionalization strategies in the delivery of social assistance18
Separating symbolic and active representation: a mixed methods study of gender and education in China17
Design in the public sector: Toward a human centred model of public governance17
Does inter-municipal collaboration improve public service resilience? Evidence from local authorities in England17
Examining Resilience Across a Service Ecosystem under Crisis17
Gendered leadership during the COVID-19 pandemic: how democracy and representation moderate leadership effectiveness17
Policy labs as arenas for boundary spanning: inside the digital transformation in Germany16
Citizens and the legitimacy outcomes of collaborative governance An administrative burden perspective16
Barriers to entrepreneurship in public enterprises: boards contributing to inertia16
Does digitizing involve desensitizing? Strategic insights into the side effects of workplace digitization15
Street-Level bureaucracy in public administration: A systematic literature review15
Leading frontline enforcers: how supervisors’ leadership style impacts inspectors’ enforcement style15
Boundaries of collaboration – the case of a temporary housing complex for refugees in Sweden15
Responsibilization and value conflicts in healthcare co-creation: a public service logic perspective15
Advancing Public Service Logic: moving towards an ecosystemic framework for value creation in the public service context15
Strategizing on behalf of social enterprises: the case of the Metropolitan Economic Development Association and Catalyst15
Determinants of open innovation adoption in public organizations: a systematic review14
Making sense of the digital co-production of welfare services: using digital technology to simplify or tailor the co-production of services14
Beyond the tipping point: the curvilinear relationships of transformational leadership, leader–member exchange, and emotional exhaustion in the French police14
Accountability and police use of force: Interactive effects between minority representation and civilian review boards14
Having it all: can collaborative governance be both legitimate and accountable?14
Organizational Publicness and Mortality: Explaining the Dissolution of Local Authority Companies14
Business model innovation in the public sector: an integrative framework13
Is there a place for employee-driven pro-environmental innovations? The case of public organizations13
Collaborative networks and environmental governance performance: a social influence model13
After the applause: understanding public management and public service ethos in the fight against Covid - 1913
Budget transparency and governance quality: a cross-country analysis13
Understanding goal formation in strategic public management: a proposed theoretical framework13
Public sector innovation in context: A comparative study of innovation types13
When the going gets tough, the goal-committed get going: overcoming the transaction costs of inter-agency collaborative governance13
Mutuality in AI-enabled new public service solutions13
Responding to failure: the promise of market mending for social enterprise13
How difficult should it be? Evidence of burden tolerance from a nationally representative sample13
Public sector creativity: triggers, practices and ideas for public sector innovations. A longitudinal digital diary study12
Internal brand management in the public sector: the effects of internal communication, organizational practices, and PSM on employees’ brand perceptions12
The adoption of e-Health in public hospitals. Unfolding the gender dimension of TMT and line managers12
Public health care innovation lab tackling the barriers of public sector innovation12
Financial capacity and organizational stability in U.S. local governments12
Accountability intensity and bureaucrats’ response to conflicting expectations: a survey experiment in China12
Crisis lifecycle, policy response, and policy effectiveness12
From external provision to technological outsourcing: lessons for public sector automation from the outsourcing literature12
AI as an organizational agent to nurture: effectively introducing chatbots in public entities12
Introduction to the PMR special issue on accountability and legitimacy under collaborative governance12
Understanding financial resilience from a resource-based view: Evidence from US state governments12
Boundary-spanning in public value co-creation through the lens of multilevel governance12
What drives the perceived legitimacy of collaborative governance? An experimental study12
The impact of technological innovation on service delivery: social media and smartphone integration in a 311 system12
‘Damned if you do and damned if you don’t’: a framework for examining double binds in public service organizations11
Implementing AI in the public sector11
Does non-profit commercialization help reduce social inequality? Revisiting the cross-subsidization hypothesis11
Representation, reputation and expectations towards bureaucracy: experimental findings from a favela in Brazil11
Market competition and regulatory compliance in public, non-profit, and for-profit organizations11
Policy attention and the adoption of public sector innovation11
Social entrepreneurs as change makers: expanding public service networks for social innovation11
Are we there yet? Understanding the implementation of re-municipalization decisions and their duration11
More than a digital system: how AI is changing the role of bureaucrats in different organizational contexts11
The perceived effectiveness of collaborative approaches to address domestic violence: the role of representation, ‘reverse-representation,’ embeddedness, and resources11
Citizens as an innovation source in sustainability transitions – linking the directionality of innovations with the locus of the problem in transformative innovation policy10
Who benefits from collaborative governance? An empirical study from the energy sector10
The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement: a panel study in Pakistan10
A systematic literature review of city competitiveness: A 30-year assessment and future agenda for public administration10
Perceived racial discrimination in the workplace: considering minority supervisory representation and inter-minority relations10
Strategic planning and performance perceptions of managers and citizens: analysing multiple mediations10
Updating public accountability: a conceptual framework of voluntary accountability10
What contributes to the sustainability of self-organized non-profit collaboration in disaster relief?A fuzzy-set qualitative comparative analysis10
Examining the impact of control and ownership on social enterprises’ public value creation using integrative publicness theory10
Bought in? The contingent effect of stakeholder support upon strategic implementation success in American municipalities10
International survey evidence on user and community co-delivery of prevention activities relevant to public services and outcomes10
Gender, situational visibility, and discretionary decision-making of regulatory street-level bureaucrats under pandemic emergency: an experimental study in China10
The differing effects of individual- and group-based pay for performance on employee satisfaction: the role of the perceived fairness of performance evaluations9
Ethical leadership and program to reduce unethical behaviour among public employees9
Conceptualizing the elements of value in public services: insights from practitioners9
Provision and production reform of urban fire services: privatization, cooperation and costs9
Nurturing mutual gains in the public sector: the roles of socially responsible human resource practices, employee use of normative public values, and job crafting9
Public trust and collaborative governance: an instrumental variable approach9
Government transparency: paradoxes and dilemmas9
Local government amalgamations: state of the art and new ways forward9
What makes work smart in the public sector? Insights from a bibliometric analysis and interpretive literature review9
When do women receive managerial support? The effects of gender congruence and the manager-employee relationship9
Publicness and micro-level risk behaviour: experimental evidence on stereotypical discounting behaviour9
Understanding street‐level bureaucrats’ informal collaboration: Evidence from police officers across the jurisdictional divide9
Can effective organizational rules keep employees from leaving? a study of green tape and turnover intention9
Does leader gender matter for performance evaluations? Evidence from two experiments9
‘Explain, but make no excuses’: service recovery after public service failures9
Mobilizing to take responsibility: exploring the relationship between Sense of Community Responsibility (SOC-R), Public Service Motivation (PSM) and public service resilience during Covid-199
Staff support and administrative capacity in strategic planning for local sustainability9
Partisan bias and citizen satisfaction, confidence, and trust in the U.S. Federal Government9
Death anxiety among street-level bureaucrats: how does it affect their work drive and performance?9
Resilience in public service partnerships: evidence from the UK Life Chances Fund9