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. 500 papers]. The publications cover those that have been published in the past four years, i.e., from 2019-08-01 to 2023-08-01.)
The COVID-19 pandemic as a game changer for public administration and leadership? The need for robust governance responses to turbulent problems189
Following the yellow brick road? (Dis)enchantment with co-design, co-production and value co-creation in public services99
From government to governance…to meta-governance: a systematic literature review54
Continuing the development of the public service logic: a study of value co-destruction in public services51
Public service innovation: a typology45
Implementing collaborative governance: models, experiences, and challenges42
Creating business models for smart cities: a practical framework41
A human resource management review on public management and public administration research: stop right there…before we go any further…40
Innovation labs and co-production in public problem solving39
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 e39
A public management perspective on smart cities: ‘Urban auditing’ for management, governance and accountability38
Leadership in, of, and for smart cities – case studies from Europe, America, and Australia37
Examining the institutional drivers of public-private partnership (PPP) market performance: a fuzzy set qualitative comparative analysis (fsQCA)36
The effects of organizational and demographic context for innovation implementation in public organizations35
Design for experience – a public service design approach in the age of digitalization34
Open innovation in the public sector: creating public value through civic hackathons33
Confronting the big challenges of our time: making a difference during and after COVID-1933
Social entrepreneurship in the context of disaster recovery: Organizing for public value creation30
Playing defence: the impact of trust on the coping mechanisms of street-level bureaucrats29
Privatization and intermunicipal cooperation in US local government services: balancing fiscal stress, need and political interests29
Radical and disruptive answers to downstream problems in collaborative governance?28
Towards understanding workplace incivility: gender, ethical leadership and personal control28
Public service motivation and prosocial motivation: two sides of the same coin?28
Twenty years of Public Management Review (PMR): a bibliometric overview27
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 performa27
Crowding-in or crowding-out: the contribution of self-determination theory to public service motivation26
South Korea’s fast response to coronavirus disease: implications on public policy and public management theory25
Towards a servitization of innovation networks: a mapping25
A systematic literature review of open innovation in the public sector: comparing barriers and governance strategies of digital and non-digital open innovation24
Policy narratives and megaprojects: the case of the Lyon-Turin high-speed railway24
Exploring artificial intelligence adoption in public organizations: a comparative case study23
The right kind of participation? The effect of a deliberative mini-public on the perceived legitimacy of public decision-making23
The institutionalization of public sector innovation23
Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion22
Resilience through digitalisation: How individual and organisational resources affect public employees working from home during the COVID-19 pandemic21
A validated measurement for felt relational accountability in the public sector: gauging the account holder’s legitimacy and expertise21
Innovative outcomes in public-private innovation partnerships: a systematic review of empirical evidence and current challenges21
Conflicts fostering understanding of value co-creation and service systems transformation in complex public service systems21
Explaining the adoption rate of public-private partnerships in Chinese provinces: a transaction cost perspective21
Under what conditions do governments collaborate? A qualitative comparative analysis of air pollution control in China20
Relational leadership in collaborative governance ecosystems20
Representative bureaucracy and hierarchy: interactions among leadership, middle-level, and street-level bureaucracy19
The impact of accountability deficit on agency performance: performance-accountability regime19
Governance-as-legitimacy: are ecosystems replacing networks?19
Network governance and collaborative governance: a thematic analysis on their similarities, differences, and entanglements19
A contextual explanation of regional governance in Europe: insights from inter-municipal cooperation19
Self-determination theory goes public: experimental evidence on the causal relationship between psychological needs and job satisfaction18
Combined effects of procurement and collaboration on innovation in public-private-partnerships: a qualitative comparative analysis of 24 infrastructure projects18
Employee engagement among public employees: examining the role of organizational images18
Who governs 4.0? Varieties of smart cities17
Is the turtle still plodding along? Public management reform in Germany17
An international exploration of barriers and tactics in the public sector innovation process17
Human resource devolution, decoupling and incoherence: how line managers manage gender equality reforms16
Determinants of non-profit commercialism. Resource deficits, institutional pressures or organizational contingencies?16
Automation and discretion: explaining the effect of automation on how street-level bureaucrats enforce16
Public managers’ leadership identity: concept, causes, and consequences16
How does organizational sustainability foster public service motivation and job satisfaction? The mediating role of organizational support and societal impact potential16
Work intensification and ambidexterity - the notions of extreme and ‘everyday’ experiences in emergency contexts: surfacing dynamics in the ambulance service16
Gender and performance in public organizations: a research synthesis and research agenda16
Collaborative innovation and human-machine networks16
The limited transformational power of adaptive governance: a study of institutionalization and materialization of adaptive governance15
Disentangling altruism and public service motivation: who exhibits organizational citizenship behaviour?15
Planning Cities4People–A body and soul analysis of urban neighbourhoods15
Public service motivation matters: examining the differential effects of challenge and hindrance stressors on organizational identification and turnover intention15
Institutional intermediaries as legitimizing agents for social enterprise in China and India15
Neighbourhood governance during the COVID-19 lockdown in Hangzhou: coproduction based on digital technologies14
Changing role of HRM in the public sector14
Drivers of trust in emergency organizations networks: the role of readiness, threat perceptions and participation in decision making14
Travelling along the public service co-production road: a bibliometric analysis and interpretive review14
Boundaries of collaboration – the case of a temporary housing complex for refugees in Sweden14
Lack of reform in Israeli local government and its impact on modern developments in public management14
Civil servants’ perceptions of agency heads’ leadership styles: the role of gender in public sector organizations14
Leadership and innovation: what’s the story? The relationship between leadership support level and innovation target13
Continuous co-creation: how ongoing involvement impacts outcomes of co-creation13
Responding to information asymmetry in crisis situations: innovation in the time of the COVID-19 pandemic13
Contracting out welfare services: how are private contractors held accountable?13
Public service motivation and government officials’ willingness to learn in public sector benchmarking process13
Intra-organizational trust in public organizations – the study of interpersonal trust in both vertical and horizontal relationships from a bidirectional perspective13
From recovery resilience to transformative resilience: How digital platforms reshape public service provision during and post COVID-1913
E-procurement system adoption in local governments: the role of procurement complexity and organizational structure12
The adoption of e-Health in public hospitals. Unfolding the gender dimension of TMT and line managers12
Strategizing on behalf of social enterprises: the case of the Metropolitan Economic Development Association and Catalyst12
What drives network effectiveness? A configurational approach12
Activating job crafting in public services: the roles of discretionary human resource practices and employee use of normative public values12
Organizational identity threats and aspirations in reputation management12
Promoting work engagement in public administrations: the role of middle managers’ leadership12
What motivates politicians to use strategic plans as a decision-making tool? Insights from the theory of planned behaviour12
The role of hybrid professionals in the public sector: a review and research synthesis12
Public values assessment as a practice: integration of evidence and research agenda11
Cross-sector collaboration formality: the effects of institutions and organizational leaders11
Barriers to entrepreneurship in public enterprises: boards contributing to inertia11
Setting sail in a storm: leadership in times of cutbacks11
Facilitating collaboration in publicly mandated governance networks11
‘I don’t think they trust the choices I will make.’ – Narrative analysis of choice and control for people with psychosocial disability within reform of the Australian Disability Employment Services pr11
Design in the public sector: Toward a human centred model of public governance11
Policy attention and the adoption of public sector innovation11
Separating symbolic and active representation: a mixed methods study of gender and education in China11
Performance information and learning effects on citizen satisfaction with public services11
Co-production as a driver of client satisfaction with public service organizations: an analysis of German day-care centres11
Motivated to act and take responsibility – integrating insights from community psychology in PSM research10
Organizational Publicness and Mortality: Explaining the Dissolution of Local Authority Companies10
How to influence the professional discretion of street-level bureaucrats: transformational leadership, organizational learning, and professionalization strategies in the delivery of social assistance10
Examining Resilience Across a Service Ecosystem under Crisis10
Quality standards, implementation autonomy, and citizen satisfaction with public services: cross-national evidence10
Aligning accountability arrangements for ambiguous goals: the case of museums10
A view into managers’ subjective experiences of public service motivation and work engagement: a qualitative study10
Accountability and police use of force: Interactive effects between minority representation and civilian review boards10
Gendered leadership during the COVID-19 pandemic: how democracy and representation moderate leadership effectiveness10
Governing collaborations: how boards engage with their communities in multi-academy trusts in England9
Value-based innovations in a Norwegian hospital: from conceptualization to implementation9
Responding to failure: the promise of market mending for social enterprise9
In search for inclusiveness: vertical complexity in public-nonprofit networks9
Citizens and the legitimacy outcomes of collaborative governance An administrative burden perspective9
Accountability and inter-organizational collaboration within the state9
Leading frontline enforcers: how supervisors’ leadership style impacts inspectors’ enforcement style9
Beyond the tipping point: the curvilinear relationships of transformational leadership, leader–member exchange, and emotional exhaustion in the French police9
Does digitizing involve desensitizing? Strategic insights into the side effects of workplace digitization9
Co-creation and co-production in municipal risk governance – A case study of citizen participation in a German city9
Responsibilization and value conflicts in healthcare co-creation: a public service logic perspective9
Employing complexity: complexification management for locked issues9
Policy labs as arenas for boundary spanning: inside the digital transformation in Germany9
Giving sense about paradoxes: paradoxical leadership in the public sector9
Leadership behaviours in local government networks: an empirical replication study9
Does non-profit commercialization help reduce social inequality? Revisiting the cross-subsidization hypothesis9
From external provision to technological outsourcing: lessons for public sector automation from the outsourcing literature9
How physicians cope with extreme overwork: an exploratory study of French public-sector healthcare professionals9
Becoming smart? Pursuit of sustainability in urban policy design9