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Understanding performance measurement in public organization under pragmatic constructivism
16 references·0 citing·50 second hop
Understanding performance measurement in public organization under pragmatic constructivism (2013)Understanding performance measurement in …Case study research: design and methods (2011)Case study research: design a…The Rise of Regional Authority (2010)The Rise of Regional AuthorityPublic Service and Motivation: Does Mission Matter? (2007)Public Service and Motivation…Qualitative data: an introduction to coding and analysis (2004)Qualitative data: an introduc…Implementing performance measurement innovations: evidence from government (2003)Implementing performance meas…Strategic Performance Measurement and Management in Nonprofit Organizations (2001)Strategic Performance Measure…Focus Groups in Social Research (2001)Focus Groups in Social Resear…An institutional perspective on performance measurement and management in the ‘new public sector’ (2000)An institutional perspective …Performance management: a framework for management control systems research (1999)Performance management: a fra…The “new public management” in the 1980s: Variations on a theme (1995)The “new public management” i…Synthesizing the Implementation Literature: The Ambiguity-Conflict Model of Policy Implementation (1995)Synthesizing the Implementati…Reinventing Government (1993)Reinventing GovernmentManaging with Power: Politics and Influence in Organizations (1993)Managing with Power: Politics…Managing change for competitive success (1992)Managing change for competiti…Strategic orientation and top management attention to control systems (1991)Strategic orientation and top…An Empirical Study of the Role of Accounting Data in Performance Evaluation (1972)An Empirical Study of the Rol…Outline of a Theory of Practice. 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(1991)Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (1995)Modes of Network Governance: Structure, Management, and Effectiveness (2007)Varieties of Participation in Public Services: The Who, When, and What of Coproduction (2017)MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development (1993)Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (1994)Knowledge Specialization, Organizational Coupling, and the Boundaries of the Firm: Why Do Firms Know More than They Make? (2001)Case Study Research (2004)Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (2009)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The making and remaking of organization context (2004)User-centered E-Government in practice: A comprehensive model for measuring user satisfaction (2009)A systematic qualitative case study: questions, data collection, NVivo analysis and saturation (2020)A Garbage Can Model of Organizational Choice (1972)Essence of Decision: Explaining the Cuban Missile Crisis (1972)Research on Policy Implementation: Assessment and Prospects (2000)Games and Decisions (2015)Forty years of wicked problems literature: forging closer links to policy studies (2018)Policy failure and the policy-implementation gap: can policy support programs help? (2019)A CONTINGENCY APPROACH TO STRATEGY IMPLEMENTATION AT THE BUSINESS-UNIT LEVEL: INTEGRATING ADMINISTRATIVE MECHANISMS WITH STRATEGY. (1988)Knowledge Flows and the Structure of Control Within Multinational Corporations (1991)Trust and Performance in Cross-Border Marketing Partnerships: A Behavioral Approach (1996)Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations (1999)Why Measure Performance? Different Purposes Require Different Measures (2003)MAKING GOVERNANCE NETWORKS EFFECTIVE AND DEMOCRATIC THROUGH METAGOVERNANCE (2009)
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References

  • 2011Case study research: design and methods21,763 cited
  • 1995The “new public management” in the 1980s: Variations on a theme3,815 cited
  • 2004Qualitative data: an introduction to coding and analysis2,640 cited
  • 1993Reinventing Government2,431 cited
  • 2001Focus Groups in Social Research2,174 cited
  • 1999Performance management: a framework for management control systems research2,028 cited
  • 1995Synthesizing the Implementation Literature: The Ambiguity-Conflict Model of Policy Implementation1,517 cited
  • 2001Strategic Performance Measurement and Management in Nonprofit Organizations947 cited
  • 2000An institutional perspective on performance measurement and management in the ‘new public sector’907 cited
  • 1972An Empirical Study of the Role of Accounting Data in Performance Evaluation898 cited
  • 1991Strategic orientation and top management attention to control systems737 cited
  • 2003Implementing performance measurement innovations: evidence from government604 cited
  • 2010The Rise of Regional Authority572 cited
  • 1992Managing change for competitive success516 cited
  • 2007Public Service and Motivation: Does Mission Matter?391 cited

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  • 1993Managing with Power: Politics and Influence in Organizations362 cited
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