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Public Sector Reforms and Managing Change in Botswana;the Case of Performance Management System (Pms)
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Public Sector Reforms and Managing Change in Botswana;the Case of Performance Management System (Pms) (2008)Public Sector Reforms and Managing Change…Why Measure Performance? Different Purposes Require Different Measures (2003)Why Measure Performance? Diff…The Performance Paradox in the Public Sector (2002)The Performance Paradox in th…Outcomes–Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness (2002)Outcomes–Based Performance Ma…The New Public Management (2001)The New Public ManagementIn-Depth Interviews (2001)In-Depth InterviewsOrganisational culture in the public sector: evidence from six organisations (2000)Organisational culture in the…The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development (1999)The relationship between comm…Interpreting Qualitative Data Methods for Analysing Talk, Text and Interaction (1997)Interpreting Qualitative Data…The New Public Management in Action (1996)The New Public Management in …The “new public management” in the 1980s: Variations on a theme (1995)The “new public management” i…Organizational culture and leadership (1993)Organizational culture and le…Culture and Subcultures: An Analysis of Organizational Knowledge (1992)Culture and Subcultures: An A…Classics of organization theory (1987)Classics of organization theo…Theories of Organizational Culture (1984)Theories of Organizational Cu…Social Theory and Political Practice. (1978)Social Theory and Political P…Field Theory in Social Science (1953)Field Theory in Social ScienceA Theory of Goal Setting and Task PerformanceA Theory of Goal Setting and Task Performance, by LockeEdwin A. and LathamGary P.. Englewood Cliffs, NJ: Prentice-Hall, 1990. (1991)The balanced scorecard : measures that drive performance (1992)The balanced scorecard--measures that drive performance. (1992)The Performance-Trust Link: Implications for Performance Measurement (2006)A public value perspective for ICT enabled public sector reforms: A theoretical reflection (2012)Toward More “Evidence‐Informed” Policy Making? (2015)A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)Institutions and organizations (1995)Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (1995)DOES PUBLIC ACCOUNTABILITY WORK? AN ASSESSMENT TOOL (2008)Policy Work: Street-Level Organizations Under New Managerialism (2011)Talking About Government (2011)Political Parties and Macroeconomic Policy (1977)An institutional perspective on performance measurement and management in the ‘new public sector’ (2000)Modes of Network Governance: Structure, Management, and Effectiveness (2007)Varieties of Participation in Public Services: The Who, When, and What of Coproduction (2017)The Interpretation of Cultures (1974)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Culture's Consequences: International Differences in Work-Related Values (1981)Corporate Culture and Organizational Effectiveness (1991)Coevolution of Firm Absorptive Capacity and Knowledge Environment: Organizational Forms and Combinative Capabilities (1999)Essential Guide to Qualitative Methods in Organizational Research (2004)Structural balance: a generalization of Heider's theory. (1956)The Bases of Social Power (1986)A Dynamic Theory of Organizational Knowledge Creation (1994)Thematic networks: an analytic tool for qualitative research (2001)Techniques to Identify Themes (2003)Strategies for ensuring trustworthiness in qualitative research projects (2004)Comparing Public and Private Organizations: Empirical Research and the Power of the A Priori (2000)The Middle Aging of New Public Management: Into the Age of Paradox? (2004)The New Public Governance? 1 (2006)Gender and power in organizations: A longitudinal perspective. (1989)The Role of Ethnic Student Organizations in Fostering African American and Asian American Students' Cultural Adjustment and Membership at Predominantly White Institutions (2008)Who is in charge? A review and a research agenda on the ‘human side’ of the circular economy (2019)Methodology or “methodolatry”? An evaluation of focus groups and depth interviews (2006)Framing Experience: Concept Maps, Mind Maps, and Data Collection in Qualitative Research (2009)Duration, Dominance and Depth in Telephone and Face-to-Face Interviews: A Comparative Exploration (2011)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)The Commitment-Trust Theory of Relationship Marketing (1994)
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References

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  • 1997Interpreting Qualitative Data Methods for Analysing Talk, Text and Interaction6,866 cited
  • 1953Field Theory in Social Science5,190 cited
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  • 1987Classics of organization theory1,018 cited
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  • 2002The Performance Paradox in the Public Sector726 cited
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  • 2002Outcomes–Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness507 cited
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  • 1999The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development435 cited
  • 2000Organisational culture in the public sector: evidence from six organisations425 cited

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  • 1978Social Theory and Political Practice.420 cited
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