References

• 1983Separation of Ownership and Control19,446 cited
• 2008The Dynamics of Performance Management: Constructing Information and Reform843 cited
• 2006Challenging the Performance Movement: Accountability, Complexity, and Democratic Values606 cited
• 2004Privatization and Its Reverse: Explaining the Dynamics of the Government Contracting Process545 cited
• 2002Outcomes–Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness507 cited
• 2006The Global Public Management Revolution496 cited
• 2006Managing Public Service Contracts: Aligning Values, Institutions, and Markets473 cited
• 1989The Privatization Decision: Public Ends, Private Means454 cited
• 2003Measuring Performance in Public and Nonprofit Organizations415 cited
• 2000You don't always get what you pay for: the economics of privatization398 cited
• 2004The risky business of public–private partnerships287 cited
• 2005State Social Services Contracting: Exploring the Determinants of Effective Contract Accountability254 cited
• 1982Privatizing the public sector : how to shrink government235 cited
• 2006Measuring the Performance of the Hollow State228 cited
• 2006Does Performance Budgeting Work? An Examination of the Office of Management and Budget’s PART Scores