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The Performance Paradox in the Public Sector

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References

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2013Constitutive Effects of Performance Indicators: Getting beyond unintended consequences216 cited
2009Policy Alienation of Public Professionals197 cited
2015Unintended but not unanticipated consequences187 cited
2009On bullshit in cultural policy practice and research: notes from the British case174 cited

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2013Transparency, E-Government, and Accountability154 cited

2014Performance and Accountability—A Theoretical Discussion and an Empirical Assessment151 cited

2010Constructing performance measurement in the public sector146 cited

2013The UK and Italian research assessment exercises face to face113 cited

2010Applying integrated DEA/AHP to evaluate the economic performance of local governments in China110 cited

2018Let’s play the patients music109 cited

2006Publishing public performance results on the Internet108 cited

2013The Other Type of Performance Information: Nonroutine Feedback, Its Relevance and Use89 cited

2013Performance information use by politicians and public managers for internal control and external accountability purposes88 cited

2011Good Neighbours or Distant Friends?82 cited

2013New development: The paradox of outcomes—the more we measure, the less we understand81 cited