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What Do Bureaucrats Like Doing? Bureaucratic Preferences in Response to Institutional Reform
16 references·10 citing·26 second hop
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References

  • 1971Bureaucracy and Representative Government5,197 cited
  • 2004Public Management Reform: A Comparative Analysis3,520 cited
  • 1967Inside Bureaucracy2,114 cited
  • 2000Public Management Reform. A Comparative Analysis1,221 cited
  • 1996The Theory of Institutional Design1,084 cited
  • 1999Delegating Powers1,054 cited
  • 1965The politics of bureaucracy916 cited
  • 2000Delegating powers: a transaction cost politics approach to policy making under separate powers910 cited
  • 2003Deliberate discretion?: the institutional foundations of bureaucratic autonomy904 cited
  • 2002Deliberate Discretion?899 cited
  • 1997Working, Shirking, and Sabotage732 cited
  • 2006The Global Public Management Revolution496 cited
  • 2002Leadership At The Apex426 cited
  • 2002Leadership At The Apex: Politicians and Administrators in Western Local Governments374 cited
  • 2004Transforming Local Governance315 cited
  • 1992Democracy, Bureaucracy and Public Choice: Economic Explanations in Political Science.266 cited

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Cited by

  • 2015Democracy and State Capacity: Complements or Substitutes?129 cited
  • 2019Knowledge vacuum: An organizational learning dynamic of how e-government innovations fail116 cited
  • 2013“Some are More Open than Others”: Comparing the Impact of the Freedom of Information Act 2000 on Local and Central Government in the UK71 cited
  • 2018Central Bank Reform and the Politics of Blame Avoidance in the UK59 cited
  • 2013Conceptualizing Policy Work as Activity and Field of Research24 cited
  • 2018Por uma agenda brasileira de estudos sobre implementação de políticas públicas24 cited
  • 2021Understanding bureaucratic support for coerced institutional change15 cited
  • 2014Centrism and the mandarin class: Understanding the meta-politics of Whitehall bureaucratic neutrality10 cited
  • 2022Participatory Governance and Responsiveness: Do Motivational Interventions Increase Engagement with Citizen Input?7 cited
  • 2024Performance shall not live by results alone: organizational subcultures and perceived performance in public administration5 cited