Public Management Review

2008 - 2025

Current editor(s): Stephen P. Osborne

From Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().

Access Statistics for this journal.
Is something missing from the series or not right? See the RePEc data check for the archive and series.

Volume 23, issue 12, 2021

Public management reforms in Pakistan pp. 1725-1735

Yaamina Salman

South Korea’s fast response to coronavirus disease: implications on public policy and public management theory pp. 1736-1747

Pan Suk Kim

A validated measurement for felt relational accountability in the public sector: gauging the account holder’s legitimacy and expertise pp. 1748-1767

Sjors Overman, Thomas Schillemans and Stephan Grimmelikhuijsen

Intra-organizational trust in public organizations – the study of interpersonal trust in both vertical and horizontal relationships from a bidirectional perspective pp. 1768-1788

Nina Hasche, Linda Höglund and Maria Mårtensson

Public leadership and participation: understanding the experiences of South African local government officials’ engagement within informal settlements in the Western Cape pp. 1789-1807

Elmé Vivier, Derick De Jongh and Lisa Thompson

The perceived effectiveness of collaborative approaches to address domestic violence: the role of representation, ‘reverse-representation,’ embeddedness, and resources pp. 1808-1832

Danielle M. McLaughlin, Jack M. Mewhirter, James E. Wright and Richard Feiock

Performance information and learning effects on citizen satisfaction with public services pp. 1833-1855

Yu Noda

Social entrepreneurship in the context of disaster recovery: Organizing for public value creation pp. 1856-1877

Yanto Chandra and Arnil Paras

Collaborative networks and environmental governance performance: a social influence model pp. 1878-1899

Chen Huang, Wenna Chen and Hongtao Yi

Volume 23, issue 11, 2021

Implementing collaborative governance: models, experiences, and challenges pp. 1581-1589

Carmine Bianchi, Greta Nasi and William C. Rivenbark

Radical and disruptive answers to downstream problems in collaborative governance? pp. 1590-1611

Eva Sørensen and Jacob Torfing

Relational leadership in collaborative governance ecosystems pp. 1612-1639

Tony Kinder, Jari Stenvall, Frédérique Six and Ally Memon

When the going gets tough, the goal-committed get going: overcoming the transaction costs of inter-agency collaborative governance pp. 1640-1663

Rodney James Scott and Eleanor R. K. Merton

Under what conditions do governments collaborate? A qualitative comparative analysis of air pollution control in China pp. 1664-1682

Yao Liu, Jiannan Wu, Hongtao Yi and Jing Wen

A qualitative comparative analysis of collaborative governance structures as applied in urban gardens pp. 1683-1704

Astrid Molenveld, William Voorberg, Arwin Van Buuren and Liselotte Hagen

Unpredictable cocktails or recurring recipes? Identifying the patterns that shape collaborative performance summits pp. 1705-1723

Scott Douglas and Marie-Jeanne Schiffelers

Volume 23, issue 10, 2021

Correction pp. I-I

The Editors

Lack of reform in Israeli local government and its impact on modern developments in public management pp. 1423-1435

Itai Beeri

The value of public organizations’ diversity reputation in women’s and minorities’ job choice decisions pp. 1436-1455

Danbee Lee and Yahong Zhang

Determinants of non-profit commercialism. Resource deficits, institutional pressures or organizational contingencies? pp. 1456-1478

Ben Suykens, Bert George, Filip De Rynck and Bram Verschuere

What drives network effectiveness? A configurational approach pp. 1479-1503

Denita Cepiku, Filippo Giordano, Marco Mastrodascio and Weijie Wang

Exploring local government fiscal slack in a political-budgetary-managerial framework pp. 1504-1526

Wenchi Wei

Barriers to entrepreneurship in public enterprises: boards contributing to inertia pp. 1527-1552

Timo Tremml

The adoption of e-Health in public hospitals. Unfolding the gender dimension of TMT and line managers pp. 1553-1579

Claudia Arena, Simona Catuogno, Sara Saggese and Fabrizia Sarto

Volume 23, issue 9, 2021

In search of a golden thread: recent developments in public management across New Zealand and Australia pp. 1265-1274

Michael Macaulay

Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion pp. 1275-1294

Joris van der Voet and Bram Steijn

Governing collaborations: the case of a pioneering settlement services partnership in Australia pp. 1295-1316

Jinhua Chen

Representative bureaucracy and hierarchy: interactions among leadership, middle-level, and street-level bureaucracy pp. 1317-1338

Sounman Hong

Contact with citizens and job satisfaction: expanding person-environment models of public service motivation pp. 1339-1358

Palina Prysmakova

Privatization and intermunicipal cooperation in US local government services: balancing fiscal stress, need and political interests pp. 1359-1376

Mildred E. Warner, Austin M. Aldag and Yunji Kim

Experts’ contribution to strategy when strategy is absent. A case study of quality experts in hospitals pp. 1377-1397

Roy Liff and Thomas Andersson

Taking context and strategy seriously: the contracting out decision in the U.S. public education pp. 1398-1422

Eunju Rho, Soojin Kim and Sumin Han

Volume 23, issue 8, 2021

Is the turtle still plodding along? Public management reform in Germany pp. 1107-1116

Kai Wegrich

Changing neo-corporatist institutions? Examining the relationship between government and civil society organizations in Belgium pp. 1117-1138

Raf Pauly, Bram Verschuere, Filip De Rynck and Joris Voets

Aligning accountability arrangements for ambiguous goals: the case of museums pp. 1139-1159

Sjors Overman

Civil servants’ perceptions of agency heads’ leadership styles: the role of gender in public sector organizations pp. 1160-1183

Don S. Lee and Soonae Park

Activating job crafting in public services: the roles of discretionary human resource practices and employee use of normative public values pp. 1184-1216

Trong Tuan Luu

The impact of management on NFP and FP social enterprises governed by government contracts and legislation pp. 1217-1233

Yvonne Brunetto, Matthew Xerri and Benjamin Farr-Wharton

Promoting work engagement in public administrations: the role of middle managers’ leadership pp. 1234-1263

Alessandro Ancarani, Francesco Arcidiacono, Carmela Di Mauro and Maria Daniela Giammanco

Volume 23, issue 7, 2021

The COVID-19 pandemic as a game changer for public administration and leadership? The need for robust governance responses to turbulent problems pp. 949-960

Christopher Ansell, Eva Sørensen and Jacob Torfing

Confronting the big challenges of our time: making a difference during and after COVID-19 pp. 961-980

Janine O’Flynn

Examining the institutional drivers of Public-Private Partnership (PPP) market performance: a fuzzy set Qualitative Comparative Analysis (fsQCA) pp. 981-1005

Carter Boon Casady

Public managers’ attitudes towards networks: different motivations, different attitudes pp. 1006-1031

José Barrutia and Carmen Echebarria

Citizens’ perceptions of closing the gender pay gap: an experimental study pp. 1032-1055

Madinah F. Hamidullah, Norma M. Riccucci and Ivan P. Lee

What happens when the going gets tough? Linking change scepticism, organizational identification, and turnover intentions pp. 1056-1080

Jan Boon, Jan Wynen and Bjorn Kleizen

English local government finance in transition: towards the ‘marketization of income’ pp. 1081-1106

Luke Taylor, Philip Haynes and Mary Darking

Volume 23, issue 6, 2021

Dignity and equity in the public administration and management research community pp. 795-796

Stephen P Osborne

Erased: ending faculty sexual misconduct in academia: an open letter from women of public affairs education pp. 797-801

Sarah Young and Kimberly Wiley

Dynamic persistence in UK policy making: the evolution of social investment ideas and policy instruments pp. 802-817

Alex Nicholls and Simon Teasdale

Can rational planning stimulate cooperative behaviour? How perceived self-efficacy mediates the relationship between strategic plan use, performance information use and strategic voice by local councillors pp. 818-842

Kenn Meyfroodt and Sebastian Desmidt

Employing complexity: complexification management for locked issues pp. 843-864

Hans Joosse and Geert Teisman

Local organizational determinants of local-international NGO collaboration pp. 865-885

Long Tran and Khaldoun AbouAssi

Continuing the development of the public service logic: a study of value co-destruction in public services pp. 886-905

Marit Engen, Martin Fransson, Johan Quist and Per Skålén

Quality standards, implementation autonomy, and citizen satisfaction with public services: cross-national evidence pp. 906-928

Miyeon Song, Seung-Ho An and Kenneth J. Meier

Gender and performance in public organizations: a research synthesis and research agenda pp. 929-948

Sanghee Park

Volume 23, issue 5, 2021

Introducing research insights into the third sector, social enterprise and public service delivery pp. 633-640

Madeline Powell and Frances Stokes Berry

Responding to failure: the promise of market mending for social enterprise pp. 641-664

Erynn E. Beaton and Elena Dowin Kennedy

Local government as a catalyst for promoting social enterprise pp. 665-686

Donwe Choi and Jinsol Park

To measure or not to measure?An empirical investigation of social impact measurement in UK social enterprises pp. 687-709

Catherine Liston-Heyes and Gordon Liu

Examining the impact of control and ownership on social enterprises’ public value creation using integrative publicness theory pp. 710-730

Donwe Choi, Keon-Hyung Lee and Hyungjo Hur

Institutional intermediaries as legitimizing agents for social enterprise in China and India pp. 731-753

Janelle A. Kerlin, Saurabh A. Lall, Shuyang Peng and Tracy Shicun Cui

Revenue diversification or revenue concentration? Impact on financial health of social enterprises pp. 754-774

Shanshan Guan, Siyu Tian and Guosheng Deng

The evolutionary trajectory of social enterprises in the Czech Republic and Slovakia pp. 775-794

Michal Placek, Gabriela Vacekova, Maria Murray Svidronova, Juraj Nemec and Gabriela Korimova

Volume 23, issue 4, 2021

Marching through the deep-water zone: Chinese public sector reforms and the way forwards pp. 475-482

Yijia Jing

A human resource management review on public management and public administration research: stop right there…before we go any further… pp. 483-500

Paul Boselie, Jasmijn Van Harten and Monique Veld

NPG and Stewardship theory: remedies for NPM privatization prescriptions pp. 501-522

David Ernest Mills, Lisa Bradley and Robyn Keast

Open innovation in the public sector: creating public value through civic hackathons pp. 523-544

Qianli Yuan and Mila Gasco-Hernandez

Public service motivation matters: examining the differential effects of challenge and hindrance stressors on organizational identification and turnover intention pp. 545-566

Yuanjie Bao and Wei Zhong

Governing collaborations: how boards engage with their communities in multi-academy trusts in England pp. 567-589

Jacqueline Aundree Baxter and Chris Cornforth

Explaining the adoption rate of public-private partnerships in Chinese provinces: a transaction cost perspective pp. 590-609

Jie Tan and Jerry Zhirong Zhao

Public service motivation and government officials’ willingness to learn in public sector benchmarking process pp. 610-632

Namhoon Ki

Volume 23, issue 3, 2021

Illiberal challenges to mainstream public management research: Hungary as an exemplary case pp. 317-325

György Hajnal

An international exploration of barriers and tactics in the public sector innovation process pp. 326-353

Emre Cinar, Paul Trott and Christopher Simms

Leadership behaviours in local government networks: an empirical replication study pp. 354-375

Denita Cepiku and Marco Mastrodascio

Organizational identity threats and aspirations in reputation management pp. 376-396

Heike Doering, James Downe, Hadar Elraz and Steve Martin

How interagency coordination is affected by agency policy autonomy pp. 397-421

Karl Hagen Bjurstrøm

Employee engagement among public employees: examining the role of organizational images pp. 422-446

Taha Hameduddin and Shinwoo Lee

What motivates politicians to use strategic plans as a decision-making tool? Insights from the theory of planned behaviour pp. 447-474

Sebastian Desmidt and Kenn Meyfroodt

Volume 23, issue 2, 2021

Public management reform in Brazil (2002-2019) pp. 159-167

Ricardo Corrêa Gomes and Erika de Farias Lisboa

Disciplining the strong? Discrimination of service users and the moderating role of PSM and ability to cope pp. 168-188

Niels Bjørn Grund Petersen

In search for inclusiveness: vertical complexity in public-nonprofit networks pp. 189-209

Caroline Vermeiren, Peter Raeymaeckers and Jonathan Beagles

Co-production as a driver of client satisfaction with public service organizations: an analysis of German day-care centres pp. 210-232

Jörg Lindenmeier, Ann-Kathrin Seemann, Oto Potluka and Georg von Schnurbein

Drivers of trust in emergency organizations networks: the role of readiness, threat perceptions and participation in decision making pp. 233-253

Shlomo Mizrahi, Eran Vigoda-Gadot and Nissim Cohen

Conflicts fostering understanding of value co-creation and service systems transformation in complex public service systems pp. 254-275

Paula Rossi and Sanna Tuurnas

The limited transformational power of adaptive governance: a study of institutionalization and materialization of adaptive governance pp. 276-296

Jasper Eshuis and Lasse Gerrits

Innovation labs and co-production in public problem solving pp. 297-316

Michael McGann, Tamas Wells and Emma Blomkamp

Volume 23, issue 1, 2021

Public management reform in global context pp. 1-1

Stephen P. Osborne

The continued call and future of administrative reform in the United States pp. 2-9

Neil M. Boyd

‘I don’t think they trust the choices I will make.’ – Narrative analysis of choice and control for people with psychosocial disability within reform of the Australian Disability Employment Services program pp. 10-30

Alexandra Devine, Helen Dickinson, Lisa Brophy, Anne Kavanagh and Cathy Vaughan

Towards understanding workplace incivility: gender, ethical leadership and personal control pp. 31-52

Kim A. Young, Shahidul Hassan and Deneen M. Hatmaker

The institutionalization of public sector innovation pp. 53-69

Ulf Hjelmar

Municipal size and institutional support as differential elements in the implementation of freedom of information legislation by Spanish local governments pp. 70-90

Alejandro Sáez-Martín, Antonio M. López-Hernández and Carmen Caba-Pérez

The right kind of participation? The effect of a deliberative mini-public on the perceived legitimacy of public decision-making pp. 91-111

Daan Jacobs and Wesley Kaufmann

Setting sail in a storm: leadership in times of cutbacks pp. 112-134

J. E. T. Schmidt and S. M. Groeneveld

Innovative outcomes in public-private innovation partnerships: a systematic review of empirical evidence and current challenges pp. 135-157

Lena Brogaard