References

• 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
• 1995Managing Legitimacy: Strategic and Institutional Approaches19,858 cited
• 1991STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES5,173 cited
• 2003Why Measure Performance? Different Purposes Require Different Measures1,401 cited
• 2000The balance on the balanced scorecard a critical analysis of some of its assumptions1,307 cited
• 2000An institutional perspective on performance measurement and management in the ‘new public sector’907 cited
• 2002The Performance Paradox in the Public Sector726 cited
• 1999Performance Measurement in Municipal Government: Assessing the State of the Practice491 cited
• 2000Strategic performance management: A balanced approach to performance management issues in local government467 cited
• 2005Models of Performance-Measurement Use in Local Governments: Understanding Budgeting, Communication, and Lasting Effects433 cited
• 2008THE NPM AGENDA: BACK TO THE FUTURE433 cited
• 1999Accounting and the New Public Management: Instruments of Substantive Efficiency or a Rationalising Modernity?395 cited
• 2003The Use and Usefulness of Performance Measures in the Public Sector339 cited
• 2002Performance measurement in the public sector: strategies to cope with the risks of performance measurement