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Goal Ambiguity in U.S. Federal Agencies

By CHUN, Young Han. London, UK : Oxford Journals, 2005

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Translating National Policy Objectives into Local Achievements across Planes of Governance and among Multiple Actors :

By CHO, Chung-Lae. London, UK : Oxford Journals, 2005

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Managing Uncertainty :

By CORDER, J. Kevin . London, UK : Oxford Journals, 2005

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How Competitive Is Competitive Bidding? The Case of the Single Regeneration Budget Program

By JOHN, Peter. London, UK : Oxford Journals, 2005

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Street-Level Bureaucrats and Intrastate Variation in the Implementation of Temporary Assistance for Needy Families Policies

By Riccucci, Norma M.. London, UK : Oxford Journals, 2005

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Management Tenure and Network Time :

By JUENKE, Eric Gonzalez. London, UK : Oxford Journals, 2005

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Red Tape and Public Employees :

By DEHART-DAVIS, Leisha. London, UK : Oxford Journals, 2005

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The Evolution of Dyadic Interorganizational Relationships in a Network of Publicly Funded Nonprofit Agencies

By ISETT, Kimberley Roussin. London, UK : Oxford Journals, 2005

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Is Hierarchical Governance in Decline? Evidence from Empirical Research

By HILL, Carolyn J.. London, UK : Oxford Journals, 2005

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Developing and Testing an Integrative Framework of Public Sector Leadership :

By FERNANDEZ, Sergio . London, UK : Oxford journals, 2005

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Why and How Do State Governments Adopt and Implement "Managing for Results" Reforms?

By Moynihan, Donald P.. London, UK : Oxford journals, 2005

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Individual-Level Factors and Organizational Performance in Government Organizations

By KIM, Sangmook . London, UK : Oxford journals, 2005

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High-Reliability Bandwidth Management in Large Technical Systems :

By ROE, Emery. London, UK : Oxford journals, 2005

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Institutional Design versus Reputational Effects on Bureaucratic Performance :

By krause, George A.. London, UK : Oxford journals, 2005

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A Model of Choice for Public Policy

By JONES, Bryan D. . London, UK : Oxford journals, 2005

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Interest Group Participation in Rule Making :

By Scott R. Furlong . London, UK : Oxford journals, 2005

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Linking Citizen Satisfaction with E-Government and Trust in Government

By WELCH, Eric W.. London, UK : Oxford journals, 2005

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Exploring and Explaining Contracting Out :

By Brudney, Jeffrey L.. London, UK : Oxford journals, 2005

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Testing How Management Matters in an Era of Government by Performance Management

By Moynihan, Donald P.. London, UK : Oxford journals, 2005

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A Question of Genesis :

By BOURDEAUX, Carolyn. London, UK : Oxford journals, 2005

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Representative Bureaucracy, Organizational Strategy, and Public Service Performance :

By Andrews, Rhys. London, UK : Oxford journals, 2005

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In the Eye of the Storm :

By BREWER, Gene A.. London, UK : Oxford journals, 2005

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Goal Ambiguity and Organizational Performance in U.S. Federal Agencies

By CHUN, Young Han . London, UK : Oxford journals, 2005

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How Does Public Management Affect Government Performance? Findings from International Research

By FORBES, Melissa. London, UK : Oxford journals, 2005

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The Effects of Managerial Succession on Organizational Performance

By HILL, Gregory C. . London, UK : Oxford journals, 2005

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Multiple Public Service Performance Indicators :

By MARTIN, Stephen. London, UK : Oxford journals, 2005

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Diversity, Representation, and Performance :

By PITTS, David W. . London, UK : Oxford journals, 2005

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New public management is dead :

By DUNLEAVY, Patrick. London, UK : Oxford Journals, 2006

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Institutional determinants of collaboration :

By SMITH, Craig R. Oxford Journals, 2009

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Conceptualizing and Measuring Collaboration

By THOMSON, Ann Marie. Oxford Journals, 2009

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Centralization, Organizational Strategy, and Public Service Performance

By ANDREWS, Rhys...[et al]. Oxford Journals, 2009

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Examining Perceived Honest Performance Reporting by Public Organizations :

By YANG, Kaifeng. Oxford Journals, 2009

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Evaluating the Expectations Disconfirmation and Expectations Anchoring Approaches to Citizen Satisfaction with Local Public Services

By JAMES, Oliver. Oxford Journals, 2009

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The Role of Procedural Justice in Public Personnel Management :

By RUBIN, Ellen V. Oxford Journals, 2009

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Making Implementation More Democratic through Action Implementation Research

By MISCHEN, Pamela A. Oxford Journals, 2009

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Escape from the Iron Cage? Organizational Change and Isomorphic Pressures in the Public Sector

By ASHWORTH, Rachel...[et al]. Oxford Journals, 2009

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Institutional Design and Information Revelation :

By WHITFORD, Andrew B. Oxford Journals, 2009

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Agency Theory and Beyond :

By LAMBRIGHT, Kristina T. Oxford Journals, 2009

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The Use of Multiple Informants in Public Administration Research :

By ENTICOTT, Gareth ...[et al]. Oxford Journals, 2009

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Results-Model Reform Leadership :

By DULL, Matthew. Oxford Journals, 2009

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Municipal Performance :

By AVELLANEDA, Claudia N. Oxford Journals, 2009

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At the Discretion of Rogue Agents :

By WENGER, Jeffrey B. Oxford Journals, 2009

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How Do Perceived Political Environment and Administrative Reform Affect Employee Commitment?

By YANG, Kaifeng. Oxford Journals, 2009

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Green Tape :

By DAVIS-DEHART, Leisha. Oxford Journals, 2009

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Power-Influence in Decision Making, Competence Utilization, and Organizational Culture in Public Organizations :

By AL-YAHYA, Khalid O. Oxford Journals, 2009

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Race, Bureaucracy, and Symbolic Representation :

By THEOBALD, Nick A. Oxford Journals, 2009

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Public Management Mentoring :

By Bozeman, Barry. Oxford Journals, 2009

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Politicians, Managers, and Street-Level Bureaucrats :

By MAY, Peter J. Oxford Journals, 2009

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Interdisciplinary Problems and Agency Boundaries :

By DALEY, Dorothy M. Oxford Journals, 2009

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Characteristics of Innovation and Innovation Adoption in Public Organizations :

By DAMANPOUR, Faríborz. Oxford Journals, 2009

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