Citation map · Study

SZodixStudyAcademic Library

Dashboard Shelves Open access My library Inbox Notes Write Learn Alerts

More

Ask your library Notifications Quick cite Review

Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated

Prosocial Values and Performance Management Theory: Linking Perceived Social Impact and Performance Information Use

16 references·16 citing·49 second hopsampled

FromToDepth

this work references cited by second hop· second hop is a sample of the most-cited connections

References

1964Work and motivation10,436 cited
1997Policy Paradox: The Art of Political Decision Making3,897 cited
2008Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity.1,850 cited
1999Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations1,184 cited
2008The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions.1,112 cited
2021The Politics of Regulation1,085 cited
2003Motivation, Agency, and Public Policy924 cited
2006Agents or Stewards: Using Theory to Understand the Government-Nonprofit Social Service Contracting Relationship887 cited
2003Rotten Apples: An Investigation of the Prevalence and Predictors of Teacher Cheating865 cited
1968Organizational Interdependence and Intra-Organizational Structure861 cited
2008The Dynamics of Performance Management: Constructing Information and Reform843 cited
2001Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation761 cited
1997Working, Shirking, and Sabotage732 cited
2002The Performance Paradox in the Public Sector726 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

2019

The New Public Management

678 cited

2010The Big Question for Performance Management: Why Do Managers Use Performance Information?663 cited

Cited by

2011Setting the Table: How Transformational Leadership Fosters Performance Information Use393 cited
2015An Examination of the (Un)Intended Consequences of Performance Funding in Higher Education131 cited
2013THE PSM–LEADERSHIP FIT: A MODEL OF PERFORMANCE INFORMATION USE123 cited
2015Performance Management Routines That Work? An Early Assessment of the GPRA Modernization Act99 cited
2013The Other Type of Performance Information: Nonroutine Feedback, Its Relevance and Use89 cited
2019The role(s) of accounting and performance measurement systems in contemporary public administration85 cited
2016Does Raising Value Co-creation Increase All Customers’ Happiness?80 cited
2015Goal Clarity, Task Significance, and Performance: Evidence From a Laboratory Experiment77 cited
2013Explaining the Use of Performance Information by Public Managers76 cited
2018Framing Effects under Different Uses of Performance Information: An Experimental Study on Public Managers74 cited
2016Contextualizing politicians’ uses of accounting information: reassurance and ammunition69 cited
2014Why Performance Information Use Varies Among Public Managers: Testing Manager-Related Explanations62 cited
2018Exploring the links between different performance information uses, NPM cultural orientation, and organizational performance in the public sector62 cited
2021Achieving Organizational Social Sustainability through Electronic Performance Appraisal Systems: The Moderating Influence of Transformational Leadership59 cited
2023Information use in public administration and policy decision‐making: A research synthesis52 cited
2016Experimentation and Persuasion in Political Organizations49 cited