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Crafting performance measurement systems to reduce corruption risks in complex organizations: the case of the World Bank
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Crafting performance measurement systems to reduce corruption risks in complex organizations: the case of the World Bank (2007)Crafting performance measurement systems …Reinventing the World Bank (2019)Reinventing the World BankReinventing the World Bank (2018)Reinventing the World BankManagement Learning Not Management Control: The True Role of Performance Measurement? (2006)Management Learning Not Manag…Disparate Measures: Public Managers and Performance-Measurement Strategies (2006)Disparate Measures: Public Ma…Challenging the Performance Movement: Accountability, Complexity, and Democratic Values (2006)Challenging the Performance M…The price of government: getting the results we need in an age of permanent fiscal crisis (2005)The price of government: gett…Monitoring Corruption: Evidence from a Field Experiment in Indonesia (2005)Monitoring Corruption: Eviden…Organizational culture and performance measurement systems (2004)Organizational culture and pe…The World Bank: New Agendas in a Changing World (1999)The World Bank: New Agendas i…The World Bank (1999)The World BankCreating public value : strategic management in government (1995)Creating public value : strat…EQUALITY OF EDUCATIONAL OPPORTUNITY (1968)Reinventing government: how the entrepreneurial spirit is transforming the public sector (1993)Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (1995)Country-Level Determinants of E-Government Maturity (2007)Factors behind Organizational Learning from Benchmarking: Experiences from Norwegian Municipal Benchmarking Networks (2007)Project benefit management: Setting effective target benefits (2018)Employee Satisfaction, Customer Loyalty, and Financial Performance (1998)An Empirical Investigation of an Incentive Plan that Includes Nonfinancial Performance Measures (2000)A descriptive analysis on the implementation of Balanced Scorecards in German-speaking countries (2003)Contracting on Contemporaneous versus Forward‐Looking Measures: An Experimental Investigation* (2008)Rola rachunkowości zarządczej we wspomaganiu zarządzania dokonaniami przedsiębiorstwa (2009)Performance measurement systems: A consensual analysis of their roles (2012)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Alternative Ways of Assessing Model Fit (1992)Eco-control: The influence of management control systems on environmental and economic performance (2009)Contemporary performance measurement systems: A review of their consequences and a framework for research (2012)Dynamic Capabilities and Performance: Strategy, Structure and Environment (2013)Corruption and Growth (1995)The analysis of household surveys (1997)The Political Economy of the Rent-Seeking Society (2008)Corruption, institutions, and economic development (2009)Governance and Development* (2010)Eat, Drink, Firms, Government: An Investigation of Corruption from the Entertainment and Travel Costs of Chinese Firms (2011)Is Globalization Reducing Poverty and Inequality? (2004)How “Water for All!” policy became hegemonic: The power of the World Bank and its transnational policy networks (2007)Mobilizing policy: Models, methods, and mutations (2010)New Public Management Is Dead--Long Live Digital-Era Governance (2005)Beyond Engagement and Participation: User and Community Coproduction of Public Services (2007)Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management (2014)Bridging the rationalist–constructivist divide: re-engineering the culture of the World Bank (2006)Educational Governance: Zur Analyse der Handlungskoordination im Mehrebenensystem der Schule (2008)Framing and selling global education policy: the promotion of public–private partnerships for education in low-income contexts (2011)States at Work (2014)Global Public Policy, Transnational Policy Communities, and Their Networks (2008)The Big Question for Performance Management: Why Do Managers Use Performance Information? (2010)Policy Work: Street-Level Organizations Under New Managerialism (2011)
this work references cited by second hop

References

  • 1995Creating public value : strategic management in government2,353 cited
  • 2005Monitoring Corruption: Evidence from a Field Experiment in Indonesia825 cited
  • 2004Organizational culture and performance measurement systems700 cited
  • 2006Challenging the Performance Movement: Accountability, Complexity, and Democratic Values606 cited
  • 2019Reinventing the World Bank232 cited
  • 2018Reinventing the World Bank111 cited
  • 2006Disparate Measures: Public Managers and Performance-Measurement Strategies97 cited
  • 2006Management Learning Not Management Control: The True Role of Performance Measurement?95 cited
  • 1999The World Bank65 cited
  • 1999The World Bank: New Agendas in a Changing World65 cited
  • 2005The price of government: getting the results we need in an age of permanent fiscal crisis54 cited

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