| A PUBLIC MANAGEMENT FOR ALL SEASONS? | 1991/03/01 | English | 3,947 |
| WHAT’S MEASURED IS WHAT MATTERS: TARGETS AND GAMING IN THE ENGLISH PUBLIC HEALTH CARE SYSTEM | 2006/08/01 | English | 748 |
| The Competent Boundary Spanner | 2002/01/01 | English | 634 |
| THE JOINT‐DECISION TRAP: LESSONS FROM GERMAN FEDERALISM AND EUROPEAN INTEGRATION | 1988/09/01 | English | 615 |
| ‘Accountability’: An Ever‐Expanding Concept? | 2000/01/01 | English | 572 |
| Evaluation, Policy Learning and Evidence‐Based Policy Making | 2002/01/01 | English | 468 |
| INNOVATION IN THE PUBLIC SECTOR: A SYSTEMATIC REVIEW AND FUTURE RESEARCH AGENDA | 2015/09/28 | English | 454 |
| STREET‐LEVEL BUREAUCRACY AND PUBLIC ACCOUNTABILITY | 2007/05/15 | English | 436 |
| MAKING GOVERNANCE NETWORKS EFFECTIVE AND DEMOCRATIC THROUGH METAGOVERNANCE | 2009/05/22 | English | 424 |
| NEW PUBLIC MANAGEMENT IN PUBLIC SECTOR ORGANIZATIONS: THE DARK SIDES OF MANAGERIALISTIC ‘ENLIGHTENMENT’ | 2009/11/23 | English | 408 |
| The Dynamics of Multi‐organizational Partnerships: an Analysis of Changing Modes of Governance | 1998/01/01 | English | 396 |
| Organizing Babylon ‐ On the Different Conceptions of Policy Networks | 1998/01/01 | English | 349 |
| THEORIZING HYBRIDITY: INSTITUTIONAL LOGICS, COMPLEX ORGANIZATIONS, AND ACTOR IDENTITIES: THE CASE OF NONPROFITS | 2014/07/20 | English | 329 |
| Managing Horizontal Government: The Politics of Co‐Ordination | 1998/01/01 | English | 317 |
| Understanding Policy Transfer: A Multi‐Level, Multi‐Disciplinary Perspective | 1999/01/01 | English | 268 |
| THE IMPACT OF NETWORK MANAGEMENT ON OUTCOMES IN GOVERNANCE NETWORKS | 2010/12/01 | English | 257 |
| DOES PUBLIC ACCOUNTABILITY WORK? AN ASSESSMENT TOOL | 2008/03/01 | English | 244 |
| NEW MODES OF CONTROL IN THE PUBLIC SERVICE | 1996/03/01 | English | 242 |
| Implementation Studies: Time for a Revival? Personal Reflections on 20 Years of Implementation Studies | 2004/05/19 | English | 222 |
| THE MANAGEMENT OF CHANGE IN PUBLIC ORGANIZATIONS: A LITERATURE REVIEW | 2013/08/24 | English | 222 |
| WHAT’S VALUED MOST? SIMILARITIES AND DIFFERENCES BETWEEN THE ORGANIZATIONAL VALUES OF THE PUBLIC AND PRIVATE SECTOR | 2008/05/30 | English | 220 |
| HYBRID MANAGER–PROFESSIONALS' IDENTITY WORK: THE MAINTENANCE AND HYBRIDIZATION OF MEDICAL PROFESSIONALISM IN MANAGERIAL CONTEXTS | 2015/01/23 | English | 217 |
| Delivering joined–up government in the UK: dimensions, issues and problems | 2002/01/01 | English | 214 |
| DEMOCRACY AND GOVERNANCE NETWORKS: COMPATIBLE OR NOT? | 2007/08/17 | English | 214 |
| A Critique of the Use of Path Dependency in Policy Studies | 2005/08/01 | English | 210 |
| NETWORKING LITERATURE ABOUT DETERMINANTS OF NETWORK EFFECTIVENESS | 2009/12/18 | English | 208 |
| INNOVATION, PUBLIC POLICY AND PUBLIC SERVICES DELIVERY IN THE UK. THE WORD THAT WOULD BE KING? | 2011/05/31 | English | 208 |
| CLUMSY SOLUTIONS FOR A COMPLEX WORLD: THE CASE OF CLIMATE CHANGE | 2006/08/15 | English | 207 |
| Constituting ‘the public’ in public participation | 2003/06/01 | English | 204 |
| META‐GOVERNANCE: VALUES, NORMS AND PRINCIPLES, AND THE MAKING OF HARD CHOICES | 2009/11/23 | English | 202 |