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The Effects of Managers’ Purposeful Performance Information Use on American Hospital Performance
16 references·1 citing·47 second hop
The Effects of Managers’ Purposeful Performance Information Use on American Hospital Performance (2019)The Effects of Managers’ Purposeful Perfo…We Know the Yin—But Where Is the Yang? Toward a Balanced Approach on Common Source Bias in Public Administration Scholarship (2017)We Know the Yin—But Where Is …The Impact of Performance Management on Performance in Public Organizations: A Meta-Analysis (2014)The Impact of Performance Man…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…Performance Measurement: Getting Results (2007)Performance Measurement: Gett…Testing How Management Matters in an Era of Government by Performance Management (2004)Testing How Management Matter…Institutional Isomorphism and Public Sector Organizations (2004)Institutional Isomorphism and…Why Measure Performance? Different Purposes Require Different Measures (2003)Why Measure Performance? 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(2015)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Principles and Practice of Structural Equation Modeling (1998)Management Innovation: Management as Fertile Ground for Innovation (2013)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)
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References

  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.3,153 cited
  • 2003Why Measure Performance? Different Purposes Require Different Measures1,401 cited
  • 2008The Dynamics of Performance Management: Constructing Information and Reform843 cited
  • 2000Comparing Public and Private Organizations: Empirical Research and the Power of the A Priori822 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
  • 2004Institutional Isomorphism and Public Sector Organizations655 cited
  • 1999Modeling the Impact of Public Management: Implications of Structural Context554 cited
  • 2010Management Innovation and Organizational Performance: The Mediating Effect of Performance Management551 cited
  • 2002Outcomes–Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness507 cited
  • 2007Performance Measurement: Getting Results487 cited
  • 2004Testing How Management Matters in an Era of Government by Performance Management428 cited
  • 2017We Know the Yin—But Where Is the Yang? Toward a Balanced Approach on Common Source Bias in Public Administration Scholarship424 cited

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Public management and organizational performance: The effect of managerial quality
394 cited
  • 2014The Impact of Performance Management on Performance in Public Organizations: A Meta-Analysis321 cited
  • 2000Moving Beyond Discretion and Outcomes: Examining Public Management from the Front Lines of the Welfare System319 cited
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    • 2022How does transformational leadership influence on the performance of public service organizations in a developing country? The interventional roles of NPM cultural orientations23 cited