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Performance Measurement in Public Governance
13 references·0 citing·34 second hop
Performance Measurement in Public Governance (2004)Performance Measurement in Public Governa…Quasi-Market Governance: An Anatomy of Innovation (2004)Quasi-Market Governance: An A…Managing performance in the public sector (2004)Managing performance in the p…Managing Performance in the Public Sector (2003)Managing Performance in the P…The Performance Paradox in the Public Sector (2002)The Performance Paradox in th…The Audit Society: Rituals of Verification (1999)The Audit Society: Rituals of…The Audit Society: Rituals of Verification (1998)The Audit Society: Rituals of…Reinventing Government (1993)Reinventing GovernmentStrategic Responses to Institutional Processes (1991)Strategic Responses to Instit…STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES (1991)STRATEGIC RESPONSES TO INSTIT…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…Manifest and Latent Functions (1971)Manifest and Latent FunctionsSociety, Culture, and Personality (1947)Society, Culture, and Persona…Society, Culture, and Personality (1947)Society, Culture, and Persona…The division of labor in society (1935)The Social Construction of Reality (1967)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)A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)Institutions and organizations (1995)Public Management Reform (2004)DOES PUBLIC ACCOUNTABILITY WORK? AN ASSESSMENT TOOL (2008)Two Concepts of Accountability: Accountability as a Virtue and as a Mechanism (2010)Policy Work: Street-Level Organizations Under New Managerialism (2011)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)STRATEGY IN EMERGING ECONOMIES. (2000)WHY COMPANIES GO GREEN: A MODEL OF ECOLOGICAL RESPONSIVENESS. (2000)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Organizations: Rational, Natural, and Open Systems (1988)The Essential Impact of Context on Organizational Behavior (2006)Institutional Complexity and Organizational Responses (2011)WHAT’S MEASURED IS WHAT MATTERS: TARGETS AND GAMING IN THE ENGLISH PUBLIC HEALTH CARE SYSTEM (2006)Rankings and Reactivity: How Public Measures Recreate Social Worlds (2007)Toward a Comparative Sociology of Valuation and Evaluation (2012)A Sociology of Quantification (2008)The Psychology of Interpersonal Relations. (1958)The Cohort as a Concept in the Study of Social Change (1985)Creativity: Cognitive, personal, developmental, and social aspects. (2000)The average hospital (2004)Performance Management in Universities: Effects of the Transition to More Quantitative Measurement Systems (2012)Hybrid professionalism and beyond: (New) Forms of public professionalism in changing organizational and societal contexts (2015)Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations (1999)Why Measure Performance? Different Purposes Require Different Measures (2003)Institutional Emergence in an Era of Globalization: The Rise of Transnational Private Regulation of Labor and Environmental Conditions (2007)New Public Management Is Dead--Long Live Digital-Era Governance (2005)Performance Management in Practice: A Comparative Study of Executive Agencies (2005)New Public Management et professions dans l’État : au-delà des oppositions, quelles recompositions ? (2011)
this work references cited by second hop

References

  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,593 cited
  • 1991STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES8,952 cited
  • 1991Strategic Responses to Institutional Processes6,953 cited
  • 1999The Audit Society: Rituals of Verification3,583 cited
  • 1998The Audit Society: Rituals of Verification3,575 cited
  • 1993Reinventing Government2,486 cited
  • 2002The Performance Paradox in the Public Sector890 cited
  • 2004Managing performance in the public sector263 cited
  • 2003Managing Performance in the Public Sector168 cited
  • 1947Society, Culture, and Personality157 cited
  • 1947Society, Culture, and Personality80 cited
  • 1971Manifest and Latent Functions79 cited
  • 2004Quasi-Market Governance: An Anatomy of Innovation29 cited

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