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Bringing Consumers into Performance Measurement: concepts, consequences and constraints
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  • 2000Organizational Politics, Job Attitudes, and Work Outcomes: Exploration and Implications for the Public Sector451 cited
  • 2009Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees218 cited
  • 2006Market Orientations in the Nonprofit and Voluntary Sector: A Meta-Analysis of Their Relationships With Organizational Performance163 cited
  • 2008PUBLIC SECTOR INNOVATION FOR EUROPE: A MULTINATIONAL EIGHT‐COUNTRY EXPLORATION OF CITIZENS’ PERSPECTIVES145 cited
  • 2007NEW PUBLIC MANAGEMENT VALUES AND PERSON‐ORGANIZATION FIT: A SOCIO‐PSYCHOLOGICAL APPROACH AND EMPIRICAL EXAMINATION AMONG PUBLIC SECTOR PERSONNEL143 cited
  • 1991ACCOUNTABILITY AND LOCAL AUTHORITY ANNUAL REPORTS: THE CASE OF WELSH DISTRICT COUNCILS124 cited
  • 1997Accounting for organizational performance: The construction of the customer in the privatized water industry124 cited
  • 1991LEARNING TO MEASURE PERFORMANCE: THE USE OF INDICATORS IN ORGANIZATIONS122 cited
  • 2001Balanced scorecard: theoretical perspectives and public management implications119 cited
  • 2012Engage Them to Public Service119 cited
  • 2002Plans, performance information and accountability: the case of Best Value116 cited
  • 2000Do Good Citizens Make Good Organizational Citizens?116 cited
  • 2005Students as consumers?

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113 cited
  • 2013Modeling strategic performance factors for effective strategy execution113 cited
  • 1991QUALITY AND PUBLIC SERVICES110 cited
  • 2001Citizenship Behavior and the Spirit of New Managerialism104 cited