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Obedient Servants?: Management Freedoms and Accountabilities in the New Zealand Public Sector
1 references·16 citing·48 second hop
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References

  • 1998Decentralising Public Service Management215 cited

Cited by

  • 2015Five dilemmas in public procurement73 cited
  • 2008Performance Regimes—The Institutional Context of Performance Policies68 cited
  • 2009Leadership, Accountability and Public Value: Resolving a Problem in “New Governance”?68 cited
  • 2008Autonomy and Regulation of State Agencies: Reinforcement, Indifference or Compensation?63 cited
  • 2009The Transformative Impact of E-Government on Public Governance in New Zealand61 cited
  • 2007Accountability or Countability? Performance Measurement in the New Zealand Public Service, 1992–200255 cited
  • 2006The Federal Civil Service: The Demise of an Institution54 cited
  • 2017Analysing public sector continuous improvement: a systems approach37 cited
  • 2012Contrasting New Public Management (NPM) Versus Post-NPM Through Financial Performance35 cited
  • 2016Internal Performance-Based Steering in Public Sector Organizations: Examining the Effect of Organizational Autonomy and External Result Control34 cited
  • 2007Managing Outcomes While Accounting for Outputs: Redefining "Public Value" in New Zealand's Performance Management System30 cited
  • 2009Cross-Cultural Analysis of Stakeholder Identification in Municipal Districts24 cited
  • 2009Public Sector Reform in Central and Eastern Europe

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19 cited
  • 2021Retrofitting Collaboration into the New Public Management17 cited
  • 2006Responsibility Budgeting at the Air Force Materiel Command17 cited
  • 2012You say you want a revolution: the next stage of public sector reform in New Zealand16 cited