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Is Activity‐Based Costing Up to the Challenge When It Comes to Privatization of Local Government Services?
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Is Activity‐Based Costing Up to the Challenge When It Comes to Privatization of Local Government Services? (1999)Is Activity‐Based Costing Up to the Chall…Performance Measurement and Cost Accounting: Are They Complementary or Competing Systems of Control? (2015)Performance Measurement and C…Time-driven activity-based costing for public services (2014)Time-driven activity-based co…Diagnosing Performance Management and Performance Budgeting Systems: A Case Study of the U.S. Navy (2010)Diagnosing Performance Manage…A Methodology for Evaluating the Cost-Effectiveness of Alternative Management Tools in Public-Sector Institutions: An Application to Public Education (2009)A Methodology for Evaluating …Struggling with Ambiguity - Public Managers as Users of NPM Instruments # (2007)Struggling with Ambiguity - P…MANAGEMENT-ORIENTED COST ANALYSIS: An Application to New York State Trial Courts (2006)MANAGEMENT-ORIENTED COST ANAL…A Methodology for Evaluating the Cost-Effectiveness of Alternative Management Tools in Public-Sector Institutions: Application to Public Education (2006)A Methodology for Evaluating …Achieving Useful Performance and Cost Information in a Comparative Performance Measurement Consortium (2004)Achieving Useful Performance …Implementing Gpra: Examining the Prospects for Performance Budgeting in the Federal Government (2001)Implementing Gpra: Examining …A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Judgment under Uncertainty: Heuristics and Biases (1975)Communities of practice learning, meaning, and identity (1999)Performance Measurement in Municipal Government: Assessing the State of the Practice (1999)Benchmarking as a performance management tool: experiences among municipalities in North Carolina (2000)Performance Measurement in U.S. Counties: Capacity for Reform (2000)The Logic of Collective Action. (1966)Loss Aversion in Riskless Choice: A Reference-Dependent Model (1991)Corruption and Growth (1995)The Clinical Perspective in Fieldwork (1987)Diversity in information systems action research methods (1998)Time‐Driven Activity‐Based Costing (2012)The Science of "Muddling Through" (1959)Reinventing Government Accountability: Public Functions, Privatization, and the Meaning of "State Action" (1998)Reinvention As Reform: Assessing the National Performance Review (2000)A Pure Theory of Local Expenditures (1956)Specification Tests in Econometrics (1978)The Economics of Schooling: Production and Efficiency in Public Schools. (1986)Why Measure Performance? Different Purposes Require Different Measures (2003)Institutional Isomorphism and Public Sector Organizations (2004)External Control of Organizations: Resource Dependence Perspective (2011)Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiment (1989)Bureaucracy: what government agencies do and why they do it (1990)Cost Accounting: A Managerial Emphasis, (2010)EQUALITY OF EDUCATIONAL OPPORTUNITY (1968)
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  • 2015Performance Measurement and Cost Accounting: Are They Complementary or Competing Systems of Control?23 cited
  • 2009A Methodology for Evaluating the Cost-Effectiveness of Alternative Management Tools in Public-Sector Institutions: An Application to Public Education19 cited
  • 2014Time-driven activity-based costing for public services13 cited
  • 2001Implementing Gpra: Examining the Prospects for Performance Budgeting in the Federal Government12 cited
  • 2010Diagnosing Performance Management and Performance Budgeting Systems: A Case Study of the U.S. Navy7 cited
  • 2004Achieving Useful Performance and Cost Information in a Comparative Performance Measurement Consortium4 cited
  • 2006A Methodology for Evaluating the Cost-Effectiveness of Alternative Management Tools in Public-Sector Institutions: Application to Public Education4 cited
  • 2007Struggling with Ambiguity - Public Managers as Users of NPM Instruments #3 cited
  • 2006MANAGEMENT-ORIENTED COST ANALYSIS: An Application to New York State Trial Courts3 cited

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