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MANAGERIAL GOALS IN A PERFORMANCE‐DRIVEN SYSTEM: THEORY AND EMPIRICAL TESTS IN HIGHER EDUCATION
16 references·16 citing·44 second hopsampled
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References

  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It15,698 cited
  • 1964A Behavioral Theory of the Firm7,791 cited
  • 1977The Population Ecology of Organizations7,614 cited
  • 1967Inside Bureaucracy2,114 cited
  • 2009Academic Capitalism and the New Economy2,076 cited
  • 2009Academic Capitalism and the New Economy: Markets, State, and Higher Education2,006 cited
  • 1984The New Economics of Organization1,972 cited
  • 2009A Tale of Three Perspectives1,717 cited
  • 2003A BEHAVIORAL THEORY OF R&D EXPENDITURES AND INNOVATIONS: EVIDENCE FROM SHIPBUILDING.1,497 cited
  • 1975Leadership and Ambiguity: The American College President1,157 cited
  • 1993What Matters in College820 cited
  • 1991The Dynamics of Political Control of the Bureaucracy750 cited
  • 2004Institutional Isomorphism and Public Sector Organizations655 cited
  • 1999American higher education in the twenty-first century: social, political, and economic challenges585 cited
  • 2010

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Management Innovation and Organizational Performance: The Mediating Effect of Performance Management
551 cited

Cited by

  • 2020Target Interactions and Target Aspiration Level Adaptation: How Do Government Leaders Tackle the “Environment‐Economy” Nexus?126 cited
  • 2020Higher education policy: Why hope for quality when rewarding quantity?109 cited
  • 2019From organised anarchy to de‐coupled bureaucracy: The transformation of university organisation85 cited
  • 2018Successful Problem Solvers? Managerial Performance Information Use to Improve Low Organizational Performance82 cited
  • 2018Public Service Motivation in a Work Group: Role of Ethical Climate and Servant Leadership74 cited
  • 2021How local governments prioritize multiple conflicting goals: Beyond the sole‐goal perspective71 cited
  • 2024Environmental pollution and officials' promotion: How China's green attention matters68 cited
  • 2020Does public service motivation foster justification of unethical behavior? Evidence from survey research among citizens48 cited
  • 2017Double standards? How historical and political aspiration levels guide managerial performance information use47 cited
  • 2019Managing the Gaps: How Performance Gaps Shape Managerial Decision Making40 cited
  • 2016Who Values Diversity? Comparing the Effect of Manager Gender Across the Public, Private, and Nonprofit Sectors38 cited
  • 2021When the going gets tough, the goal-committed get going: overcoming the transaction costs of inter-agency collaborative governance35 cited
  • 2022Search in Response to Negative Performance Feedback: Problem-Definition and Solution-Generation34 cited
  • 2020Determined to succeed: Can goal commitment sustain interagency collaboration?32 cited
  • 2020Performance, Satisfaction, or Loss Aversion? A Meso–Micro Assessment of Local Commitments to Sustainability Programs32 cited
  • 2024Performance information and issue prioritization by political and managerial decision-makers: A discrete choice experiment31 cited