OOIR: Observatory of International Research

Papers

(The TQCC of Public Management Review is 10. 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 2021-05-01 to 2025-05-01.)

Article	Citations
Making choices in addressing sustainability problems: A link to framing effects and protected values	136
Gendered cooperation in a post-NPM era: a comparative study of the perceptions of municipal technostructure experts and middle-line managers	95
Empowering justice: female police officers’ perspectives on advocating for female victims in South Korea	64
A representative-represented matrix: exploring the symbolic effect of minority representation	63
Turning rejection into adoption: enhancing the uptake of externally developed design proposals through boundary spanning	51
Message-sidedness in performance information disclosure and citizens’ perceived accountability: an experimental study	50
Collaborators, supplementers, purchasers and privatizers - profiling the social and health care delivery forms of finnish municipalities through cluster analysis	45
The end of the world as we know it – public ethics in times of de-standardization and individualization	43
Citizen perceptions of public school efficiency: evidence from the U.S.	42
Management reforms, re-stratification and the adaptation of professional status hierarchies: The case of medicine in publicly owned hospitals	41
Publicness, Organizational Strategies, and Public Value Outcomes: An Empirical Analysis of U.S Acute Care Hospitals	38
Noise at the street level: revealing unwanted variability in seismic safety	35
One issue, two interpretations: unpacking the role of issue definition in e-government implementation	35
Empowering leadership in crisis: a natural experiment	35
Fight or flight: How gender influences follower responses to unethical leader behaviour	35
Break my stride? The impact of collaboration entrants on community-level performance for economic development	35
Citizen engagement in public sector innovation: exploring the transition between paradigms	33
Responsibilization and value conflicts in healthcare co-creation: a public service logic perspective	31
Do networks get emotional? The role of leaders’ emotions for (network) success	30
The bureaucratic reputation scale: cross-country and cross-language validation	30
The effects of artificial intelligence and victims’ deservingness information on citizens’ blame attribution towards administrative errors	28
Correction	26
Transparency and citizen satisfaction: a meta-analysis and future research agenda	26
Reward exploitation or exploration? The effects of local government sustainability strategies and performance information on citizen evaluation	26
Correction	26

The politics of insufficiency: ambivalence and boundary work in the co-production of welfare services	25
When extreme work becomes the norm: an exploration of coping strategies of public sector nurses	25
Does non-profit commercialization help reduce social inequality? Revisiting the cross-subsidization hypothesis	25
Paths to citizens-controlled coproduction: The use of blockchain technology in digital coproduction	25
The impact of virtual reality on private value dimensions: a healthcare case study	24
Citizens’ motivations to coproduce: a Q methodological study on the City Governance Committee in Nanjing, China	24
Advancing Public Service Logic: moving towards an ecosystemic framework for value creation in the public service context	24
Activating employees’ motivation to increase intentions to report wrongdoings: evidence from a large-scale survey experiment	23
Design strategies for Citizen Strategic Orientation	23
Do institutional pressures increase reactive transparency of government? Evidence from a field experiment	22
Who are leading? A survey of organizational context explaining leadership behaviour of managers and non-managerial employees in public organizations	22
Value processes and lifecycles in networks for public service innovation	21
Accelerating social initiatives: an exploratory study on scaling in the social sector	21
Beyond policy patrons: A ‘MADE’ framework for examining public engagement efforts of philanthropic foundations on Twitter	21
Collaboration in action: How micro-level relational dynamics are connected with issue frame convergence in collaborative governance networks	21
Capitalization of social service nonprofit activities: homeless service provider openings and home values	21
User-orientation in public service organizations: making use of value as a thick concept	20
Exploring the roles of non-profit organizations in co-production: a systematic literature review	20
Social enterprise and social entrepreneurship in the Public Administration (PA) scholar field: a bibliometric analysis and some conceptual considerations	20
Satisficing or maximizing in public–private partnerships? A laboratory experiment on strategic bargaining	19
Fraught with tension? A machine-learning approach to termination traits of public corporations in English and German local governments	18
Framework for cross-border governance: from cross-border critical factors to sustainable development	18
Navigating the ‘meaningless’ of social innovation: perspectives of social care practitioners in Scotland	18
Studying complex systems through design interventions Probing open government data ecosystems in the Netherlands	18
Public servants’ creativity: salient stimulators and inhibitors a longitudinal qualitative digital diary study	17
Who guards the guards with AI-driven robots? The ethicalness and cognitive neutralization of police violence following AI-robot advice	17
Crisis lifecycle, policy response, and policy effectiveness	17
Does only performance feedback matter in public organizations? Testing the moderating role of directional managerial networking on performance improvement	17
An empirical conceptualization of front line enablement by performance management	17
The impact of accountability systems on public employee well-being and the moderating effects of role clarity and job autonomy	17
Blending the two communities: concurrent evidence use in state-level policy processes	16
Improvements in employee performance management over time: evidence from U.S. federal agencies	16
Features and drivers of citizen participation: Insights from participatory budgeting in three European cities	16
From recovery resilience to transformative resilience: How digital platforms reshape public service provision during and post COVID-19	16
Boundary spanning for contractual fairness in public infrastructure projects: its impact on performance and innovation	16
Advocacy as market stewardship in social care quasi-markets	16
Staff reallocations and employee attitudes towards organizational aims: evidence using longitudinal data from the European Commission	16
How does the usage of artificial intelligence affect felt administrative accountability of street-level bureaucrats? The mediating effect of perceived discretion	16
Environmental antecedents, innovation experience, and officials’ innovation willingness: evidence from China	16
Complexity, errors, and administrative burdens	16
Conflicts over public value within public service ecosystems: a strategic action field approach	16
Public value creation mechanisms in the context of public service logic: an integrated conceptual framework	16
Give and take: understanding innovative behaviour from a psychological contract perspective	16
Speaking on behalf of the vulnerable? Voluntary translations of citizen needs to policy in community co-production	15
Conceptualizing the elements of value in public services: insights from practitioners	15
Who benefits from collaborative governance? An empirical study from the energy sector	15
Public opinion on megaprojects over time: findings from four megaprojects in the UK	15
Middle managers matter! Unpacking the deployment and adaptation of organization-level dynamic capabilities	15
When do women receive managerial support? The effects of gender congruence and the manager-employee relationship	15
Artificial intelligence, types of decisions, and street-level bureaucrats: Evidence from a survey experiment	15

Austerity, political control and supplier selection in English local government: implications for autonomy in multi-level systems	15
Key drivers and barriers to senior public managers’ engagement in digital service innovative behaviour: a qualitative study	14
Improvisational theatre as a viable path? Exploring interaction antecedents in public service innovation processes attempting to implement and sustain eHealth solutions	14
Responding to reforms: resilience through rule-bending and workarounds in the police force	14
Antecedents of emergency services’ Street Level Bureaucrats’ (SLBs) delivery of public value: an exploratory study	14
Compliance with COVID-19 preventive policies and governmental transparency: an experimental analysis	14
Pay-for-performance, job attraction, and the prospects of bureaucratic representation in public organizations: evidence from a conjoint experiment	14
Repairing public trust through communication in health crises: a systematic review of the literature	14
Frontline organizations as experimental settings for policy change: why public management matters even more	14
Ongoing strategizing in practice: Examining CEO activities and a social enterprise’s pathways to growth and greater effectiveness	13
Resilience in public service partnerships: evidence from the UK Life Chances Fund	13
Does leader gender matter for performance evaluations? Evidence from two experiments	13
Manager characteristics and early innovation adoption during crises: the case of COVID-19 preventive measures in Danish Eldercare	13
Driving nonprofit hospitals to address health equity in community	13
Engaging experts by experience as co-producers: challenges and strategies	13
Citizens engaging in public service provision: value co-creation or hard work?	13
Dynamics in network governance of infrastructure public-private partnerships: evidence from four municipalities of China	13
Challenges and opportunities for equity in public management: Digital applications in multicultural Smart cities	13
Does inter-municipal collaboration improve public service resilience? Evidence from local authorities in England	12
Citizen expectations, agency reputation and public service quality	12
Public values? A systematic literature review into the outcomes of public service co-creation	12
Understanding interlocal collaboration for service delivery for migrant workers during the COVID-19 pandemic: evidence from Guangdong, China	12
From the inside looking out: towards an ecosystem paradigm of third sector organizational performance measurement	12
Reducing administrative burdens in an energy bill assistance program	12
Individual, organizational, and institutional accountability: a systematic literature review in public administration	12
Does workplace inclusion mitigate emotional exhaustion? Evidence from local government organizations	12
What drives the perceived legitimacy of collaborative governance? An experimental study	12
Accountability and inter-organizational collaboration within the state	12
Procurement under pressure: shifting governance strategies in turbulent times	11
Receiving and engaging: can a simple ICT delivered government message change citizen health behavior? A field experiment	11
Heart over profit: unravelling the discourse on the non-profit sector’s added value	11
Performance management in collaborations: exploring associations between distributed leadership and collective performance data use	11
Motivational signals in public sector job advertisements and how they relate to attracting and hiring candidates	11
Idiosyncrasies of public value: how individual characteristics influence citizen perceptions of public value	11
Understanding vertical pay dispersion in the public sector: the role of publicness for manager-to-worker pay ratios and interdisciplinary agenda for future research	11
Social enterprise as political work: perspectives from the global south	11
Bringing together unlikely innovators: do connective and learning capacities impact collaboration for innovation and diversity of actors?	11
Testing the conceptual boundaries of public service motivation and sense of community responsibility: prosocial actions in community and political engagement	10
The rise and fall of an NPM-style reform in China: a longitudinal case study of sanitation service delivery in Guangzhou	10
Examining the effects of a performance management reform on employee attitudes and organizational climate	10
Bureaucratic encounter, voice behaviour and citizen satisfaction	10
Ready, set, crisis – transitioning to crisis mode in local public administration	10
Politics and personalities: the 1986 Commonwealth Games as strategic action field	10
The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement: a panel study in Pakistan	10
Two decades of public sector innovation: building an analytical framework from a systematic literature review of types, strategies, conditions, and results	10
Introducing strategic measures in public facilities management organizations: external and internal institutional work	10
From external provision to technological outsourcing: lessons for public sector automation from the outsourcing literature	10
Managers’ career paths and interlocal collaboration: an agent network collaboration model	10
Bureaucrat or artificial intelligence: people’s preferences and perceptions of government service	10
Same position, different roles? How professional, organizational, and public policy logics shape frontline managers’ role conceptions	10
Buffer and booster? Testing PSM’s role in job demands-resources theory	10
Automation and discretion: explaining the effect of automation on how street-level bureaucrats enforce	10
A patchwork quilt of public administration models without early weberianism? Public management reforms in Colombia since the 1980s	10
Social equity for wicked problems: achieving racial equity in homeless service provision	10
Intersecting public management and social equity Introduction to the special issue of Public Management Review	10
Development of hybrid professionalism: street-level managers’ work and the enabling conditions of public reform	10
‘I do not want to be one of her favourites’. Emotional display and the co-production of frontline care services	10
A tension lens for understanding public innovation diffusion processes	10