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Tension in democratic administration: Does managerial confidence in administrative capacity reduce citizen participation in organizational decision‐making?
16 references·5 citing·47 second hop
Tension in democratic administration: Does managerial confidence in administrative capacity reduce citizen participation in organizational decision‐making? (2019)Tension in democratic administration: Doe…Handbook of Structural Equation Modeling (2013)Handbook of Structural Equati…The reliability of a two-item scale: Pearson, Cronbach, or Spearman-Brown? (2012)The reliability of a two-item…Principles and Practice of Structural Equation Modeling (2012)Principles and Practice of St…The Place of Self‐Interest and the Role of Power in Deliberative Democracy* (2009)The Place of Self‐Interest an…What to do when Stakeholders matter (2004)What to do when Stakeholders …Citizen Participation in Decision Making: Is It Worth the Effort? (2004)Citizen Participation in Deci…Cops, Teachers, Counselors (2003)Cops, Teachers, CounselorsCommon method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Common method biases in behav…Deepening Democracy: Innovations in Empowered Participatory Governance (2001)Deepening Democracy: Innovati…Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts (1997)Toward a Theory of Stakeholde…Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)Toward a Theory of Stakeholde…Strategic Responses to Institutional Processes (1991)Strategic Responses to Instit…Accountability in the Public Sector: Lessons from the Challenger Tragedy (1987)Accountability in the Public …THE APPLICATION OF EXPLORATORY FACTOR ANALYSIS IN APPLIED PSYCHOLOGY: A CRITICAL REVIEW AND ANALYSIS (1986)THE APPLICATION OF EXPLORATOR…Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence (1983)Organizational Life Cycles an…Organizations in Action: Social Science Bases of Administrative Theory. (1968)Organizations in Action: Soci…A model of bureaucratic capacities against democratic backsliding (2025)A model of bureaucratic capac…The Effect of Administrative Burden Perception on Citizen Participation: A Barrier or a Spur? (2024)The Effect of Administrative …Service Delivery During Crises: The Effects of Organizational Capacity, Collaboration, and Public Service Motivation on Organizational Resilience (2024)Service Delivery During Crise…Are public sector accounts trusted? Exploring the verdict of the Public Administration and Constitutional Affairs Committee in the United Kingdom (2024)Are public sector accounts tr…Explaining Public Organization Adaptation to Climate Change: Configurations of Macro- and Meso-Level Institutional Logics (2022)Explaining Public Organizatio…Structural Equations with Latent Variables (1989)Structural Equations with Latent Variables. 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this work references cited by second hop

References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 2012Principles and Practice of Structural Equation Modeling38,893 cited
  • 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts9,467 cited
  • 1991Strategic Responses to Institutional Processes6,953 cited
  • 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts5,029 cited
  • 1968Organizations in Action: Social Science Bases of Administrative Theory.4,133 cited
  • 2013Handbook of Structural Equation Modeling3,440 cited
  • 2012The reliability of a two-item scale: Pearson, Cronbach, or Spearman-Brown?2,690 cited
  • 2004Citizen Participation in Decision Making: Is It Worth the Effort?1,937 cited
  • 1983Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence1,757 cited
  • 1986THE APPLICATION OF EXPLORATORY FACTOR ANALYSIS IN APPLIED PSYCHOLOGY: A CRITICAL REVIEW AND ANALYSIS1,732 cited
  • 2001Deepening Democracy: Innovations in Empowered Participatory Governance1,717 cited
  • 2004What to do when Stakeholders matter1,426 cited
  • 2003Cops, Teachers, Counselors1,161 cited

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  • 1987Accountability in the Public Sector: Lessons from the Challenger Tragedy1,044 cited
  • 2009The Place of Self‐Interest and the Role of Power in Deliberative Democracy*1,023 cited
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    • 2024Are public sector accounts trusted? Exploring the verdict of the Public Administration and Constitutional Affairs Committee in the United Kingdom20 cited
    • 2024The Effect of Administrative Burden Perception on Citizen Participation: A Barrier or a Spur?16 cited
    • 2024Service Delivery During Crises: The Effects of Organizational Capacity, Collaboration, and Public Service Motivation on Organizational Resilience11 cited
    • 2025A model of bureaucratic capacities against democratic backsliding5 cited