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THE IMPACT OF THE EFFICIENCY STRATEGY: POLITICAL CLOUT OR CULTURAL CHANGE?
4 references·13 citing·45 second hop
THE IMPACT OF THE EFFICIENCY STRATEGY: POLITICAL CLOUT OR CULTURAL CHANGE? (1984)THE IMPACT OF THE EFFICIENCY STRATEGY: PO…To Manage Is Not to Control: Or the Folly of Type II Errors (1979)To Manage Is Not to Control: …Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…Exit, Voice, and Loyalty (1970)Exit, Voice, and LoyaltyLeadership in Administration (1956)Leadership in AdministrationThe politics of accounting technology in Danish central government (1998)The politics of accounting te…The Treasury and Whitehall (1995)The Treasury and WhitehallThe Civil Service from Fulton to Next Steps and Beyond - Two Interpretations, Two Epistemologies (1995)The Civil Service from Fulton…Reflecting on attempts to develop a financial management information system for the probation service in England and Wales: Some observations on the relationship between the claims of accounting and its practice (1994)Reflecting on attempts to dev…DEVOLVING PUBLIC MANAGEMENT, CENTRALIZING PUBLIC POLICY (1994)DEVOLVING PUBLIC MANAGEMENT, …Strategies for management in the civil service: Change of direction (1993)Strategies for management in …Conviction Politics and Dynamic Conservatism: Mrs. Thatcher's Managerial Revolution (1993)Conviction Politics and Dynam…Effectiveness Measurement in Probation: A View from the Troops (1992)Effectiveness Measurement in …Calling on the Experts: The Financial Management Initiative (FMI), Private Sector Management Consultants and the Probation Service (1991)Calling on the Experts: The F…THE LIMITS OF MANAGEMENT (1989)THE LIMITS OF MANAGEMENTBudget innovation in Singapore (1986)Budget innovation in SingaporeACCOUNTABLE MANAGEMENT IN BRITISH CENTRAL GOVERNMENT: SOME REFLECTIONS ON THE FINANCIAL MANAGEMENT INITIATIVE (1986)ACCOUNTABLE MANAGEMENT IN BRI…WHAT PROSPECTS FOR THE CIVIL SERVICE? (1985)WHAT PROSPECTS FOR THE CIVIL …The Social Construction of Reality (1967)Organizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Improving public management (1988)Empowerment in an executive agency? A grass‐roots assessment of strategic intent (1998)The Employment Implications of Civil Service Reform in the United Kingdom: National and Regional Evidence from the North East of England (1999)Power and the design and implementation of accounting and control systems (1983)The organizational context of accounting (1983)Issues in Public Sector Accounting (1985)Approaching Corporate Accountability: Fragments from the Past (1993)Accountability and Accounting: Using Naturalistic Methodology to Enhance Organizational Control – A Case Study (1994)The critical incident technique. (1954)Partnerships Between the Independent Sector and the Probation Service (1993)Evidence‐based Practice in Social Work and Probation (2000)Qualitative research and outcomes in health, social work and education (2003)Critical Incident Technique (2007)Accounting and the construction of the governable person (1987)The consequences of modernity (1990)A PUBLIC MANAGEMENT FOR ALL SEASONS? 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(1984)Explaining the Next Steps in the Department of Social Security: The Bureau-shaping Model of Central State Reorganization (1995)La capacité d'analyse des politiques au gouvernement du Québec : Résultats du sondage auprès de fonctionnaires québécois (2011)A consolidação institucional do cargo de dirigente público (2014)The New Institutionalism: Organizational Factors in Political Life (1983)The Adolescence of Institutional Theory (1987)Policy punctuations in the UK: fluctuations and equilibria in central government expenditure since 1951 (2003)Learning and Change in 20th‐Century British Economic Policy (2004)Importing Concepts from Biology into Political Science: The Case of Punctuated Equilibrium (2012)Labor Contracts as Partial Gift Exchange (1982)The Sources and Consequences of Embeddedness for the Economic Performance of Organizations: The Network Effect (1996)Shadow Economies: Size, Causes, and Consequences (2000)The Institutionalization of the U.S. House of Representatives (1968)Strategic management and economics (1991)Pathologies of Accountability: ICANN and the Challenge of “Multiple Accountabilities Disorder” (2005)
this work references cited by second hop

References

  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 1970Exit, Voice, and Loyalty3,618 cited
  • 1956Leadership in Administration1,854 cited
  • 1979To Manage Is Not to Control: Or the Folly of Type II Errors153 cited

Cited by

  • 1995The Treasury and Whitehall191 cited
  • 1986ACCOUNTABLE MANAGEMENT IN BRITISH CENTRAL GOVERNMENT: SOME REFLECTIONS ON THE FINANCIAL MANAGEMENT INITIATIVE44 cited
  • 1994Reflecting on attempts to develop a financial management information system for the probation service in England and Wales: Some observations on the relationship between the claims of accounting and its practice43 cited
  • 1993Strategies for management in the civil service: Change of direction36 cited
  • 1992Effectiveness Measurement in Probation: A View from the Troops32 cited
  • 1993Conviction Politics and Dynamic Conservatism: Mrs. Thatcher's Managerial Revolution28 cited
  • 1985WHAT PROSPECTS FOR THE CIVIL SERVICE?27 cited
  • 1991Calling on the Experts: The Financial Management Initiative (FMI), Private Sector Management Consultants and the Probation Service11 cited
  • 1998The politics of accounting technology in Danish central government11 cited
  • 1995The Civil Service from Fulton to Next Steps and Beyond - Two Interpretations, Two Epistemologies

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8 cited
  • 1986Budget innovation in Singapore5 cited
  • 1989THE LIMITS OF MANAGEMENT4 cited
  • 1994DEVOLVING PUBLIC MANAGEMENT, CENTRALIZING PUBLIC POLICY3 cited