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Cited by

• 2012Using the balanced scorecard to manage performance in public sector organizations162 cited
• 2008Intellectual capital reporting by the New Zealand local government sector153 cited
• 2002A Wider Accountability? The Audit Office and New Zealand’s Bureaucratic Revolution114 cited
• 1995Management Reform: Some Practitioner Perspectives on the Past Ten Years90 cited
• 1999Quality‐management Systems and Dramaturgical Compliance87 cited
• 1997Linking strategy and performance: Developments in the New Zealand public sector86 cited
• 1992Government Reorganization: A Theoretical Analysis75 cited
• 2005The evolution of accruals‐based Crown (government) financial statements in New Zealand75 cited
• 2000The challenge of evaluating systemic change: the case of public management reform74 cited
• 1996The Information Revolution and the New Public Management72 cited
• 2004Freedom or coercion?NPM incentives in New Zealand central government departments71 cited
• 1999Comparing schools in the U.K. and New Zealand: individualizing and socializing accountabilities and some implications for management control63 cited
• 2003Rethinking the policy of contracting out Social Services to non-governmental organizations55 cited
• 1992