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Use of performance information by local politicians: a field study in the Portuguese context
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Use of performance information by local politicians: a field study in the Portuguese context (2017)Use of performance information by local p…The Big Question for Performance Management: Why Do Managers Use Performance Information? (2010)The Big Question for Performa…Management Innovation and Organizational Performance: The Mediating Effect of Performance Management (2010)Management Innovation and Org…The Dynamics of Performance Management: Constructing Information and Reform (2008)The Dynamics of Performance M…Managing performance : international comparisons (2008)Managing performance : intern…Maybe It Is Time to Rediscover Bureaucracy (2005)Maybe It Is Time to Rediscove…Why Measure Performance? Different Purposes Require Different Measures (2003)Why Measure Performance? Diff…Implementing performance measurement innovations: evidence from government (2003)Implementing performance meas…Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation (2001)Promoting the Utilization of …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…Accounting, ambiguity, and the new institutionalism (1995)Accounting, ambiguity, and th…The New Institutionalism in Organizational Analysis. (1993)The New Institutionalism in O…The new institutionalism in organizational analysis (1992)The new institutionalism in o…Strategic Responses to Institutional Processes (1991)Strategic Responses to Instit…STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES (1991)STRATEGIC RESPONSES TO INSTIT…Relevance Lost: The Rise and Fall of Management Accounting (1987)The balanced scorecard : measures that drive performance (1992)The balanced scorecard--measures that drive performance. (1992)Assessing empirical research in managerial accounting: a value-based management perspective (2001)Performance implications of strategic performance measurement in financial services firms (2003)The design and use of performance management systems: An extended framework for analysis (2009)A Theory of Goal Setting and Task PerformanceA Theory of Goal Setting and Task Performance, by LockeEdwin A. and LathamGary P.. Englewood Cliffs, NJ: Prentice-Hall, 1990. (1991)The Performance-Trust Link: Implications for Performance Measurement (2006)A public value perspective for ICT enabled public sector reforms: A theoretical reflection (2012)Toward More “Evidence‐Informed” Policy Making? (2015)Political Parties and Macroeconomic Policy (1977)A PUBLIC MANAGEMENT FOR ALL SEASONS? (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)Organizational Legitimacy: Social Values and Organizational Behavior (1975)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Managing Legitimacy: Strategic and Institutional Approaches (1995)STRATEGY IN EMERGING ECONOMIES. (2000)The Essential Impact of Context on Organizational Behavior (2006)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)Capitalism, Socialism and Democracy (1997)The Institutional Dynamics of the European University (2007)Capitalism, Socialism and Democracy (2010)The Merit of Meritocratization (2011)Transforming the Public Sector Into an Arena for Co-Creation: Barriers, Drivers, Benefits, and Ways Forward (2016)Backward Mapping: Implementation Research and Policy Decisions (1979)Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence (2011)COVID-19 and the policy sciences: initial reactions and perspectives (2020)The Social Construction of Reality (1967)Organizations: Rational, Natural, and Open Systems (1988)Institutional Complexity and Organizational Responses (2011)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)What Is Agency? (1998)Varieties of Capitalism (2001)Misery Loves Companies: Rethinking Social Initiatives by Business (2003)
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References

  • 1993The New Institutionalism in Organizational Analysis.8,261 cited
  • 1991Strategic Responses to Institutional Processes6,953 cited
  • 1992The new institutionalism in organizational analysis5,470 cited
  • 1991STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES5,173 cited
  • 1995The “new public management” in the 1980s: Variations on a theme3,815 cited
  • 1999Performance management: a framework for management control systems research2,028 cited
  • 2003Why Measure Performance? Different Purposes Require Different Measures1,401 cited
  • 2000An institutional perspective on performance measurement and management in the ‘new public sector’907 cited
  • 2008The Dynamics of Performance Management: Constructing Information and Reform843 cited
  • 2005Maybe It Is Time to Rediscover Bureaucracy787 cited
  • 2001Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation761 cited
  • 2010The Big Question for Performance Management: Why Do Managers Use Performance Information?663 cited
  • 2003Implementing performance measurement innovations: evidence from government604 cited
  • 2010Management Innovation and Organizational Performance: The Mediating Effect of Performance Management551 cited

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  • 1995Accounting, ambiguity, and the new institutionalism532 cited
  • 2008Managing performance : international comparisons518 cited
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