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Through A Glass, Darkly

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References

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Cited by

2011Setting the Table: How Transformational Leadership Fosters Performance Information Use393 cited
2013Performance Management, Managerial Authority, and Public Service Performance134 cited
2019The role(s) of accounting and performance measurement systems in contemporary public administration

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85 cited

2018Successful Problem Solvers? Managerial Performance Information Use to Improve Low Organizational Performance82 cited

2019Elucidating the Linkages Between Entrepreneurial Orientation and Local Government Sustainability Performance69 cited

2012How to Measure Public Administration Performance68 cited

2011Better Performance Management63 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

2020Principal–Agent or Principal–Steward: How Ministry–Agency Relations Condition the Impact of Performance Management in the Steering of Government Agencies57 cited

2015The Role of Organizational Social Capital in Performance Management57 cited

2018Performance Management in Public Higher Education: Unintended Consequences and the Implications of Organizational Diversity53 cited

2021Politicians’ use of performance information in the budget process50 cited

2016Modelling the relationship between entrepreneurial orientation, organizational integration, and programme performance in local sustainability47 cited

2019How politicians use performance information in a budgetary context: New insights from the central government level44 cited

2019Tackling the Performance Regime Paradox: A Problem-Solving Approach Engages Professional Goal-Based Learning42 cited