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Cited by

• 2015Toward More “Evidence‐Informed” Policy Making?457 cited
• 2010Does Performance Measurement Improve Strategic Decision Making? Findings From a National Survey of Nonprofit Social Service Agencies243 cited
• 2010Strategic Management Research in the Public Sector: A Review, Synthesis, and Future Directions208 cited
• 2010Cutback Management and the Paradox of Publicness195 cited
• 2013Informal Accountability in Multisector Service Delivery Collaborations152 cited
• 2014Transactional Authority and Bureaucratic Politics150 cited
• 2014A Conceptual Framework for Analysis of Goal Ambiguity in Public Organizations144 cited
• 2008Results-Model Reform Leadership: Questions of Credible Commitment144 cited
• 2012Public Management by Numbers as a Performance‐Enhancing Drug: Two Hypotheses132 cited
• 2008Collaborative Performance Measurement: Examining and Explaining the Prevalence of Collaboration in State and Local Government Contracts132 cited
• 2013Bringing Public Organization and Organizing Back In108 cited
• 2015Performance Management Routines That Work? An Early Assessment of the GPRA Modernization Act99 cited
• 2011Campaign Contributions, Access, and Government Contracting94 cited
• 2011