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New development: Mutual solutions to shaping public service delivery
6 references·1 citing·33 second hop
New development: Mutual solutions to shaping public service delivery (2015)New development: Mutual solutions to shap…Reclaiming the ideal of public service (2013)Reclaiming the ideal of publi…Post-NPM and changing public governance (2012)Post-NPM and changing public …Resilience of the Cooperative Business Model in Times of Crisis (2009)Resilience of the Cooperative…The Rise of Social Cooperatives in Italy (2004)The Rise of Social Cooperativ…The Public Service Ethos: Decline and Renewal? (1999)The Public Service Ethos: Dec…The Motivational Bases of Public Service (1990)The Motivational Bases of Pub…How social enterprise executives perceive their relationship with the government in South Korea: Insights from a Q‐methodological study (2023)How social enterprise executi…Exit, Voice and Loyalty: Responses to Decline in Firms, Organizations, and States. (1970)THE HUMAN SIDE OF ENTERPRISE (1985)Motivation and Personality (1997)Furbish or perish: Italian social cooperatives at a crossroads (2018)Public and Personal Social Services in European Countries from Public/Municipal to Private—and Back to Municipal and “Third Sector” Provision (2018)Innovation without growth: Frameworks for understanding technological change in a post-growth era (2020)From old public administration to new public management (1994)Public sector to public services: 20 years of “contextual” accounting research (2008)Accounting Control and Controlling Accounting: Interdisciplinary and Critical Perspectives (2013)New development: Financial reform and good governance (2013)Debate: Autonomy, governance, accountability and a new audit regime (2014)New development: Managing and accounting for sustainable development across generations in public services—and call for papers (2015)Administrative Responsibility in Democratic Government (1941)Democracy and the Public Service (1968)The End of Whitehall: Death of a Paradigm? (1995)Integrity management and the public service ethos in the UK: patchwork quilt or threadbare blanket? (2012)Beauty From Within (2013)Exploring the Public Service Ethos (2013)Rediscovering institutions: the organizational basis of politics (1990)Public Management Reform: A Comparative Analysis (2004)Beyond Continuity: Institutional Change in Advanced Political Economies (2005)THE CENTRE STRIKES BACK: META‐GOVERNANCE, DELEGATION, AND THE CORE EXECUTIVE IN THE UNITED KINGDOM, 2010–14 (2014)Public Organizations Between Old Public Administration, New Public Management and Public Governance: the Case of the Tuscany Region (2015)Collaborative public management: coordinated value propositions among public service organizations (2019)Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice (2005)Doing Q ethodology: theory, method and interpretation (2005)The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature (2006)Worker cooperatives as an organizational alternative: Challenges, achievements and promise in business governance and ownership (2014)REVISITING GLOBALIZATION CHALLENGES AND OPPORTUNITIES IN THE DEVELOPMENT OF COOPERATIVES (2016)The resilience of the cooperative model: How do cooperatives deal with the COVID ‐19 crisis? (2021)Measuring Public Service Motivation: An Assessment of Construct Reliability and Validity (1996)Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations (1999)The New Public Service: Serving Rather than Steering (2000)
this work references cited by second hop

References

  • 1990The Motivational Bases of Public Service3,065 cited
  • 2009Resilience of the Cooperative Business Model in Times of Crisis337 cited
  • 2004The Rise of Social Cooperatives in Italy220 cited
  • 2012Post-NPM and changing public governance157 cited
  • 1999The Public Service Ethos: Decline and Renewal?25 cited
  • 2013Reclaiming the ideal of public service13 cited

Cited by

  • 2023How social enterprise executives perceive their relationship with the government in South Korea: Insights from a Q‐methodological study7 cited

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