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The Government Performance and Results Act (GPRA): Hydra-Headed Monster or Flexible Management Tool?
3 references·16 citing·51 second hop
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this work references cited by second hop

References

  • 1990Bureaucracy: what government agencies do and why they do it3,795 cited
  • 1994The "Reinventing Government" Exercise: Misinterpreting the Problem, Misjudging the Consequences349 cited
  • 1983Ethics, The Social Sciences, and Policy Analysis199 cited

Cited by

  • 2006Intermediate Theory: The Missing Link in Successful Student Scholarship276 cited
  • 2021Handbook of Technology and Innovation Management209 cited
  • 2006Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments183 cited
  • 2020Policy learning and crisis policy-making: quadruple-loop learning and COVID-19 responses in South Korea183 cited
  • 2007Organizational Effectiveness and Bureaucratic Red Tape: A Multimethod Study167 cited
  • 2002Nonmission–Based Values in Results–Oriented Public Management: The Case of Freedom of Information166 cited
  • 2007Evidence-Based Policy and Performance Management145 cited
  • 2004Measuring Accountability for Results in Interagency Collaboratives140 cited
  • 2002Implementing Performance‐Based Program Budgeting: A System‐Dynamics Perspective135 cited
  • 2008Accountability When Hierarchical Authority Is Absent132 cited
  • 2003Recasting European Welfare States131 cited

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  • 2004The Accountability Paradox in an Age of Reinvention124 cited
  • 2007A process (re)turn?124 cited
  • 2001Integrating Financial Management and Performance Management113 cited
  • 2001Hypotheses about Performance Measurement in Counties: Findings from a Survey105 cited
  • 2002Seeking Salvation for Accountability104 cited