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Measuring and reporting public sector outputs/outcomes
16 references·16 citing·31 second hopsampled
Measuring and reporting public sector outputs/outcomes (2008)Measuring and reporting public sector out…Qualitative Data Analysis (2008)Qualitative Data AnalysisThe iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The iron cage revisited insti…New Public Management (2002)New Public ManagementDiscourse Analysis: Investigating Processes of Social Construction (2002)Discourse Analysis: Investiga…Strategic performance management: A balanced approach to performance management issues in local government (2000)Strategic performance managem…An institutional perspective on performance measurement and management in the ‘new public sector’ (2000)An institutional perspective …Performance Measurement and Control Systems for Implementing Strategy (1999)Performance Measurement and C…The balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…The “new public management” in the 1980s: Variations on a theme (1995)The “new public management” i…Shaping strategic change (1993)Shaping strategic changeThe New Institutionalism in Organizational Analysis (1992)The New Institutionalism in O…The balanced scorecard--measures that drive performance. (1992)The balanced scorecard--measu…The balanced scorecard : measures that drive performance (1992)The balanced scorecard : meas…Changes in the Public Sector: A Review of Recent “Alternative” Accounting Research (1992)Changes in the Public Sector:…MAKING SENSE OF RESEARCH INTO THE ORGANIZATIONAL AND SOCIAL ASPECTS OF MANAGEMENT ACCOUNTING: A REVIEW OF ITS UNDERLYING ASSUMPTIONS [1] (1985)MAKING SENSE OF RESEARCH INTO…The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…The future of public sector accounting research. A polyphonic debate (2022)The future of public sector a…Supporting public sector management through simulation-based methods: a dynamic performance management approach (2018)Supporting public sector mana…Local government administration systems and local government accounting information needs: is there a mismatch? (2018)Local government administrati…Applying a Dynamic Performance Management Framework to Wicked Issues: How Coproduction Helps to Transform Young People’s Services in Surrey County Council, UK (2017)Applying a Dynamic Performanc…How might normative and mimetic pressures improve local government service performance reporting? (2016)How might normative and mimet…Performance management in Canadian public organizations: findings of a multi-case study (2015)Performance management in Can…The Implementation and Use of Benchmarking in Local Government: A Case Study of the Translation of a Management Accounting Innovation (2014)The Implementation and Use of…Significant reforms in public sector audit – staying relevant in times of change and challenge (2014)Significant reforms in public…Success factors in process performance management (2013)Success factors in process pe…Can we measure public sector innovation? A literature review (2013)Can we measure public sector …Attributing Outcomes to Social Policy Interventions – ‘Gold Standard’ or ‘Fool's Gold’ in Public Policy and Management? (2012)Attributing Outcomes to Socia…A contingency approach to performance measurement in service operations (2012)A contingency approach to per…THE RISE AND USE OF BALANCED SCORECARD MEASURES IN AUSTRALIAN GOVERNMENT DEPARTMENTS (2011)THE RISE AND USE OF BALANCED …Measuring the Immeasurable? The Effects-Based Approach in Comprehensive Peace Operations (2011)Measuring the Immeasurable? T…Performance measurement: roles and challenges (2009)Performance measurement: role…In pursuit of performance‐oriented civil service reforms (CSRs): a Kenyan perspective (2009)In pursuit of performance‐ori…A Garbage Can Model of Organizational Choice (1972)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Population Ecology of Organizations (1977)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)International Norm Dynamics and Political Change (1998)Political Parties and Macroeconomic Policy (1977)A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (1995)Modes of Network Governance: Structure, Management, and Effectiveness (2007)Varieties of Participation in Public Services: The Who, When, and What of Coproduction (2017)The New Public Service: Serving Rather than Steering (2000)The Middle Aging of New Public Management: Into the Age of Paradox? (2004)Trust in Government – the Relative Importance of Service Satisfaction, Political Factors and Demography (2014)Discourse and Collaboration: The Role of Conversations and Collective Identity (2005)Critical performativity: The unfinished business of critical management studies (2009)Metajournalistic Discourse and the Meanings of Journalism: Definitional Control, Boundary Work, and Legitimation (2015)Performance measurement system design (1995)Performance management: a framework for management control systems research (1999)Clarifying Business Models: Origins, Present, and Future of the Concept (2005)The DeLone and McLean Model of Information Systems Success: A Ten-Year Update (2003)A Strategic Framework for Customer Relationship Management (2005)Measuring Organizational Performance: Towards Methodological Best Practice (2009)Sustainable competitive advantage: combining institutional and resource-based views (1997)Diffusion in Organizations and Social Movements: From Hybrid Corn to Poison Pills (1998)The Paradox of Redistribution and Strategies of Equality: Welfare State Institutions, Inequality, and Poverty in the Western Countries (1998)Corporate Social and Financial Performance: A Meta-Analysis (2003)How Many Interviews Are Enough? (2005)A General Inductive Approach for Analyzing Qualitative Evaluation Data (2006)The qualitative content analysis process (2008)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 2008Qualitative Data Analysis17,372 cited
  • 1992The balanced scorecard : measures that drive performance12,082 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1992The balanced scorecard--measures that drive performance.7,979 cited
  • 1995The “new public management” in the 1980s: Variations on a theme3,815 cited
  • 1992The New Institutionalism in Organizational Analysis1,740 cited
  • 2002New Public Management1,301 cited
  • 2002Discourse Analysis: Investigating Processes of Social Construction1,163 cited
  • 1999Performance Measurement and Control Systems for Implementing Strategy1,030 cited
  • 2000An institutional perspective on performance measurement and management in the ‘new public sector’907 cited
  • 1993Shaping strategic change552 cited
  • 1985MAKING SENSE OF RESEARCH INTO THE ORGANIZATIONAL AND SOCIAL ASPECTS OF MANAGEMENT ACCOUNTING: A REVIEW OF ITS UNDERLYING ASSUMPTIONS [1]513 cited
  • 2000Strategic performance management: A balanced approach to performance management issues in local government

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467 cited
  • 1992Changes in the Public Sector: A Review of Recent “Alternative” Accounting Research433 cited
  • Cited by

    • 2012Attributing Outcomes to Social Policy Interventions – ‘Gold Standard’ or ‘Fool's Gold’ in Public Policy and Management?107 cited
    • 2011THE RISE AND USE OF BALANCED SCORECARD MEASURES IN AUSTRALIAN GOVERNMENT DEPARTMENTS87 cited
    • 2022The future of public sector accounting research. A polyphonic debate82 cited
    • 2009Performance measurement: roles and challenges66 cited
    • 2017Applying a Dynamic Performance Management Framework to Wicked Issues: How Coproduction Helps to Transform Young People’s Services in Surrey County Council, UK65 cited
    • 2013Can we measure public sector innovation? A literature review56 cited
    • 2018Local government administration systems and local government accounting information needs: is there a mismatch?38 cited
    • 2014Significant reforms in public sector audit – staying relevant in times of change and challenge33 cited
    • 2013Success factors in process performance management32 cited
    • 2012A contingency approach to performance measurement in service operations31 cited
    • 2009In pursuit of performance‐oriented civil service reforms (CSRs): a Kenyan perspective30 cited
    • 2015Performance management in Canadian public organizations: findings of a multi-case study30 cited
    • 2014The Implementation and Use of Benchmarking in Local Government: A Case Study of the Translation of a Management Accounting Innovation25 cited
    • 2016How might normative and mimetic pressures improve local government service performance reporting?19 cited
    • 2018Supporting public sector management through simulation-based methods: a dynamic performance management approach16 cited
    • 2011Measuring the Immeasurable? The Effects-Based Approach in Comprehensive Peace Operations12 cited