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Cited by

• 2005What Makes Organisations Measure? Hypotheses on the Causes and Conditions for Performance Measurement108 cited
• 2008Taken for Granted? Managing for Social Equity in Grant Programs53 cited
• 2020Civil servants’ perceptions of agency heads’ leadership styles: the role of gender in public sector organizations48 cited
• 2010Do Relationships Matter?42 cited
• 2019Contrasting and explaining purposeful and legitimizing uses of performance information: a mayor’s perspective36 cited
• 2019Conceptual Bases of Employee Accountability: A Psychological Approach33 cited
• 2009Legislating Results33 cited
• 2015Performance Budgeting in American States: A Framework of Integrating Performance with Budgeting27 cited
• 2020Making Every Vote Count: The Important Role of Managerial Capacity in Achieving Better Election Administration Outcomes25 cited
• 2019Exploring the Sources of Cognitive Gap Between Accountability and Performance24 cited
• 2011Performance Budgeting in the American States22 cited
• 2008Contrasting Views of Results-Based Management Tools from Different Organizational Levels21 cited
• 2013Accounting change and value creation in public services—Do relational archetypes make a difference in improving public service performance?18 cited