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A Utilization Assessment Of The Texas Performance Measurement System
16 references·0 citing·44 second hop
A Utilization Assessment Of The Texas Performance Measurement System (2004)A Utilization Assessment Of The Texas Per…Organizational Decline and Cutback Management (2018)Organizational Decline and Cu…The Paradox of Implementing the Government Performance and Results Act: Top‐Down Direction for Bottom‐Up Implementation (2004)The Paradox of Implementing t…Why Measure Performance? Different Purposes Require Different Measures (2003)Why Measure Performance? Diff…Implementing Performance‐Based Program Budgeting: A System‐Dynamics Perspective (2002)Implementing Performance‐Base…Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation (2001)Promoting the Utilization of …Budgeters' Views of State Performance‐Budgeting Systems: Distinctions across Branches (2001)Budgeters' Views of State Per…Do Government Bureaucrats Make Effective Use of Performance Management Information? (1999)Do Government Bureaucrats Mak…The State of the States: Performance-Based Budgeting Requirements in 47 out of 50 (1998)The State of the States: Perf…The Government Performance and Results Act (GPRA): Hydra-Headed Monster or Flexible Management Tool? (1998)The Government Performance an…Pragmatism as a Philosophy of Science: A Tool for Public Administration (1998)Pragmatism as a Philosophy of…Designing Effective Performance-Measurement Systems under the Government Performance and Results Act of 1993 (1996)Designing Effective Performan…Measurement and Meaningful Management (1993)Measurement and Meaningful Ma…The Case for Performance Monitoring (1992)The Case for Performance Moni…Public Budgeting Systems (1990)Public Budgeting SystemsThe Practice of Social Research (1989)The Practice of Social Resear…Implementing public policy (1980)Implementing public policyExit, Voice and Loyalty: Responses to Decline in Firms, Organizations, and States. (1970)Ambiguity and Choice in Organizations. 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(2010)Design for a Brain (1952)Decision analysis and behavioral research (1986)The fifth discipline, the art and practice of the learning organization (1991)Performance Improvement and Performance Dysfunction: An Empirical Examination of Distortionary Impacts of the Emergency Room Wait-Time Target in the English National Health Service (2009)Organizational Control Systems and Pay-for-Performance in the Public Service (2013)Power in organizations (1981)Agendas, alternatives, and public policies (1984)Organizational culture and leadership (1993)Goal Ambiguity and Organizational Performance in U.S. Federal Agencies (2005)Managing Successful Organizational Change in the Public Sector (2006)The Big Question for Performance Management: Why Do Managers Use Performance Information? (2010)A 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)Three Approaches to Qualitative Content Analysis (2005)Qualitative research: Methods in the social sciences (2006)Collecting and Interpreting Qualitative Materials (2012)Integrative Leadership in the Public Sector (2004)The Mechanisms and Outcomes of Evaluation Influence (2004)Policy Recommendations for Multi-Actor Implementation: An Assessment of the Field (1986)Behavioral Assumptions of Policy Tools (1990)Achieving competitive advantage through implementing a replicable management standard: Installing and using ISO 9000 (2005)The Community of Inquiry (2003)The potential of working hypotheses for deductive exploratory research (2020)
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References

  • 1989The Practice of Social Research14,424 cited
  • 2003Why Measure Performance? Different Purposes Require Different Measures1,401 cited
  • 1980Implementing public policy903 cited
  • 2001Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation761 cited
  • 2018Organizational Decline and Cutback Management301 cited
  • 1996Designing Effective Performance-Measurement Systems under the Government Performance and Results Act of 1993276 cited
  • 1998The State of the States: Performance-Based Budgeting Requirements in 47 out of 50253 cited
  • 1992The Case for Performance Monitoring247 cited
  • 1998Pragmatism as a Philosophy of Science: A Tool for Public Administration190 cited
  • 1998The Government Performance and Results Act (GPRA): Hydra-Headed Monster or Flexible Management Tool?179 cited
  • 1990Public Budgeting Systems178 cited
  • 2001Budgeters' Views of State Performance‐Budgeting Systems: Distinctions across Branches163 cited
  • 1999Do Government Bureaucrats Make Effective Use of Performance Management Information?156 cited
  • 2002Implementing Performance‐Based Program Budgeting: A System‐Dynamics Perspective135 cited
  • 1993

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Measurement and Meaningful Management
133 cited
  • 2004The Paradox of Implementing the Government Performance and Results Act: Top‐Down Direction for Bottom‐Up Implementation110 cited
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