| Constraints in the implementation of performance management systems in developing countries: The Ghanaian case FLK Ohemeng International Journal of Cross Cultural Management 9 (1), 109-132, 2009 | 192 | 2009 |
| Current state of public sector performance management in seven selected countries ML Rhodes, L Biondi, R Gomes, AI Melo, F Ohemeng, G Perez‐Lopez, ... International Journal of Productivity and Performance Management 61 (3), 235-271, 2012 | 156 | 2012 |
| The relationship between leadership style and employee performance: An exploratory study of the Ghanaian public service FLK Ohemeng, E Amoako-Asiedu, T Obuobisa Darko International Journal of Public Leadership 14 (4), 274-296, 2018 | 117 | 2018 |
| One way traffic: The open data initiative project and the need for an effective demand side initiative in Ghana FLK Ohemeng, K Ofosu-Adarkwa Government Information Quarterly 32 (4), 419-428, 2015 | 114 | 2015 |
| Getting the state right: Think tanks and the dissemination of new public management ideas in Ghana FLK Ohemeng The Journal of Modern African Studies 43 (3), 443-465, 2005 | 94 | 2005 |
| Institutionalizing the performance management system in public organizations in Ghana: chasing a mirage? FLK Ohemeng Public Performance & Management Review 34 (4), 467-488, 2011 | 80 | 2011 |
| The dangers of internationalization and “one‐size‐fits‐all” in public sector management: Lessons from performance management policies in Ontario and Ghana F Ohemeng International Journal of Public Sector Management 23 (5), 456-478, 2010 | 80 | 2010 |
| Bureaucratic leadership, trust building, and employee engagement in the public sector in Ghana: The perspective of social exchange theory FLK Ohemeng, T Obuobisa Darko, E Amoako-Asiedu International Journal of Public Leadership 16 (1), 17-40, 2020 | 78 | 2020 |
| Overcoming the digital divide in developing countries: An examination of Ghana’s strategies to promote universal access to information communication technologies (ICTs) FLK Ohemeng, K Ofosu-Adarkwa Journal of Developing Societies 30 (3), 297-322, 2014 | 66 | 2014 |
| The politics of decision making in developing countries: A comparative analysis of privatization decisions in Botswana and Ghana C Conteh, FLK Ohemeng Public management review 11 (1), 57-77, 2009 | 64 | 2009 |
| The ‘new approach’to public sector reforms in Ghana: a case of politics as usual or a genuine attempt at reform? FLK Ohemeng, JRA Ayee Development Policy Review 34 (2), 277-300, 2016 | 63 | 2016 |
| Breaking through the glass ceiling: Strategies to enhance the advancement of women in Ghana’s public service FL Kwaku Ohemeng, A Adusah-Karikari Journal of Asian and African Studies 50 (3), 359-379, 2015 | 58 | 2015 |
| Representative bureaucracy in the public service? A critical analysis of the challenges confronting women in the civil service of Ghana A Adusah-Karikari, FLK Ohemeng International Journal of Public Administration 37 (9), 568-580, 2014 | 53 | 2014 |
| When markets fail to deliver: An examination of the privatization and de‐privatization of water and wastewater services delivery in Hamilton, Canada FK Ohemeng, JK Grant Canadian Public Administration 51 (3), 475-499, 2008 | 51 | 2008 |
| The politics of administrative reforms in Ghana: Perspectives from path dependency and punctuated equilibrium theories FK Ohemeng, FK Anebo International Journal of Public Administration 35 (3), 161-176, 2012 | 49 | 2012 |
| The new Charter System in Ghana: the ‘holy grail’of public service delivery? FLK Ohemeng International Review of Administrative Sciences 76 (1), 115-136, 2010 | 42 | 2010 |
| Performance management and “undesirable” organizational behaviour: Standardized testing in Ontario schools F Ohemeng, E McCall‐Thomas Canadian Public Administration 56 (3), 456-477, 2013 | 41 | 2013 |
| Implementing a revenue authority model of tax administration in Ghana: An organizational learning perspective FLK Ohemeng, FY Owusu The American Review of Public Administration 45 (3), 343-364, 2015 | 35 | 2015 |
| Administrative leaders as institutional entrepreneurs in developing countries: A study of the development and institutionalization of performance management in Ghana's public … FLK Ohemeng, O Kamga Public Administration and Development 40 (1), 87-100, 2020 | 33 | 2020 |
| Civil society and policy making in developing countries: Assessing the impact of think tanks on policy outcomes in Ghana FLK Ohemeng Journal of Asian and African studies 50 (6), 667-682, 2015 | 33 | 2015 |
