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A Third Generation of Performance Contracting in Danish Central Government?
16 references·1 citing·40 second hop
A Third Generation of Performance Contracting in Danish Central Government? (2017)A Third Generation of Performance Contrac…Research Methods in Public Administration and Public Management: An Introduction (2014)Research Methods in Public Ad…Explaining Institutional Change: Ambiguity, Agency and Power (2014)Explaining Institutional Chan…The logics of performance management (2013)The logics of performance man…Time, Policy, Management: Governing with the Past (2009)Time, Policy, Management: Gov…Governing Danish Agencies by Contract: From Negotiated Freedom to the Shadow of Hierarchy (2009)Governing Danish Agencies by …Managing Performance in the Public Sector (2007)Managing Performance in the P…WHAT’S MEASURED IS WHAT MATTERS: TARGETS AND GAMING IN THE ENGLISH PUBLIC HEALTH CARE SYSTEM (2006)WHAT’S MEASURED IS WHAT MATTE…Politics in Time: History, Institutions, and Social Analysis (2005)Politics in Time: History, In…Introduction: Institutional Change in Advanced Political Economies (2005)Introduction: Institutional C…Outcome-focused Management and Budgeting (2002)Outcome-focused Management an…Increasing Returns, Path Dependence, and the Study of Politics (2000)Increasing Returns, Path Depe…Exploring Contracts as Reinvented Institutions in the Danish Public Sector (2000)Exploring Contracts as Reinve…Organizational Learning: A Theory of Action Perspective (1997)Organizational Learning: A Th…On the unintended consequences of publishing performance data in the public sector (1995)On the unintended consequence…Performance indicators in the longer term (1989)Performance indicators in the…The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…Explaining the Dynamics of Management by Objectives and Results Post-NPM: The Case of the Swedish National Executive (2021)Explaining the Dynamics of Ma…Markets and Hierarchies (1975)Positive Accounting Theory (1985)The balanced scorecard : measures that drive performance (1992)Proceedings of the 2002 Winter Simulation Conference (2002)The Performance Paradox in the Public Sector (2002)The Performance-Trust Link: Implications for Performance Measurement (2006)Multitask Principal–Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design (1991)Responsive Regulation (1992)The Audit Society: Rituals of Verification (1999)Gaming in Targetworld: The Targets Approach to Managing British Public Services (2006)‘We do good things, don’t we?’: ‘Blended Value Accounting’ in social entrepreneurship (2009)Career concerns and multitasking local bureaucrats: Evidence of a target-based performance evaluation system in China (2018)Culture in Action: Symbols and Strategies (1986)Institutions, Institutional Change and Economic Performance (1991)The New Institutionalism in Organizational Analysis. (1993)Variegated capitalism (2007)Institutional Change in Advanced Political Economies (2009)Variation in Institutional Strength (2009)Increasing Returns and Long-Run Growth (1986)Institutions, Institutional Change and Economic Performance (1990)The New Politics of the Welfare State (2001)Varieties of Capitalism (2001)Discursive Institutionalism: The Explanatory Power of Ideas and Discourse (2008)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Psychological Safety and Learning Behavior in Work Teams (1999)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)BUREAUCRACIES REMEMBER, POST‐BUREAUCRATIC ORGANIZATIONS FORGET? (2008)Multiple streams in EU policy-making: the case of the 2005 sugar reform (2010)Recovering the Craft of Public Administration (2015)A Long Goodbye to Bismarck? : The Politics of Welfare Reform in Continental Europe (2010)Ubiquity and Legitimacy: Disentangling Diffusion and Institutionalization (2011)Short Circuiting Policy (2020)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)Corporate Social and Financial Performance: A Meta-Analysis (2003)Absorptive Capacity in a Non-Market Environment (2009)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)Organizing for Crisis Management: Building Governance Capacity and Legitimacy (2016)Toward a Theory of Pernicious Polarization and How It Harms Democracies: Comparative Evidence and Possible Remedies (2018)
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 1997Organizational Learning: A Theory of Action Perspective11,107 cited
  • 2000Increasing Returns, Path Dependence, and the Study of Politics8,080 cited
  • 2014Explaining Institutional Change: Ambiguity, Agency and Power2,672 cited
  • 2005Introduction: Institutional Change in Advanced Political Economies1,647 cited
  • 2006WHAT’S MEASURED IS WHAT MATTERS: TARGETS AND GAMING IN THE ENGLISH PUBLIC HEALTH CARE SYSTEM1,581 cited
  • 2005Politics in Time: History, Institutions, and Social Analysis1,269 cited
  • 1995On the unintended consequences of publishing performance data in the public sector822 cited
  • 2007Managing Performance in the Public Sector239 cited
  • 2009Time, Policy, Management: Governing with the Past229 cited
  • 2013The logics of performance management212 cited
  • 2014Research Methods in Public Administration and Public Management: An Introduction82 cited
  • 2002Outcome-focused Management and Budgeting79 cited
  • 2000Exploring Contracts as Reinvented Institutions in the Danish Public Sector66 cited
  • 2009Governing Danish Agencies by Contract: From Negotiated Freedom to the Shadow of Hierarchy

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58 cited
  • 1989Performance indicators in the longer term29 cited
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    • 2021Explaining the Dynamics of Management by Objectives and Results Post-NPM: The Case of the Swedish National Executive6 cited