| Performance management in the public sector W Van Dooren, G Bouckaert, J Halligan Routledge, 2015 | 1765 | 2015 |
| Performance information in the public sector: How it is used W Van Dooren, S Van de Walle Springer, 2016 | 359* | 2016 |
| Performance management in public sector organisations G Bouckaert, W Van Dooren Public management and governance.-London, 2003, 127-136, 2003 | 218* | 2003 |
| Lost in diffusion? How collaborative arrangements lead to an accountability paradox T Willems, W Van Dooren International Review of Administrative Sciences 77 (3), 505-530, 2011 | 214 | 2011 |
| What makes organisations measure? Hypotheses on the causes and conditions for performance measurement W Van Dooren Financial accountability & management 21, 363-383, 2005 | 196 | 2005 |
| Performance measurement in the Flemish public sector: A supply and demand approach W Van Dooren KUL, Faculteit Sociale Wetenschappen, 2006 | 189 | 2006 |
| Coming to terms with accountability: Combining multiple forums and functions T Willems, W Van Dooren Public Management Review 14 (7), 1011-1036, 2012 | 186 | 2012 |
| Discrimination and Administrative Burden in Public Service Markets: Does a Public–Private Difference Exist? S Jilke, W Van Dooren, S Rys Journal of Public Administration Research and Theory 28 (3), 423-439, 2018 | 174 | 2018 |
| How to measure public administration performance: A conceptual model with applications for budgeting, human resources management, and open government W Van Dooren, C De Caluwe, Z Lonti Public Performance & Management Review 35 (3), 489-508, 2012 | 138 | 2012 |
| Better performance management: Some single-and double-loop strategies W Van Dooren Public Performance & Management Review 34 (3), 420-433, 2011 | 137 | 2011 |
| A framework for assessing the performance of policy networks J Voets, W Van Dooren, F De Rynck Public management review 10 (6), 773-790, 2008 | 137 | 2008 |
| Linking turnover to organizational performance: the role of process conformance J Wynen, W Van Dooren, J Mattijs, C Deschamps Public Management Review 21 (5), 669-685, 2019 | 117 | 2019 |
| Staging science: Authoritativeness and fragility of models and measurement in the COVID‐19 crisis W Van Dooren, M Noordegraaf Public Administration Review 80 (4), 610-615, 2020 | 97 | 2020 |
| Nothing new under the sun? Change and continuity in the twentieth-century performance movements W Van Dooren Performance information in the public sector: How it is used, 11-23, 2008 | 95 | 2008 |
| Who you are/where you live: do neighbourhood characteristics explain co-production? P Thijssen, W Van Dooren International Review of Administrative Sciences 82 (1), 88-109, 2016 | 93 | 2016 |
| (De) politicization dynamics in public–private partnerships (PPPs): Lessons from a comparison between UK and Flemish PPP policy T Willems, W Van Dooren Public Management Review 18 (2), 199-220, 2016 | 83 | 2016 |
| How is information used to improve performance in the public sector? Exploring the dynamics of performance information S Van de Walle, W Van Dooren Connecting knowledge and performance in public services: From knowing to …, 2010 | 61 | 2010 |
| Conflict reconsidered: The boomerang effect of depoliticization in the policy process EEA Wolf, W Van Dooren Public Administration 96 (2), 286-301, 2018 | 59 | 2018 |
| How policies become contested: A spiral of imagination and evidence in a large infrastructure project EEA Wolf, W Van Dooren Policy Sciences 50, 449-468, 2017 | 57 | 2017 |
| Performance management in Europe: an idea whose time has come and gone? W Van Dooren, C Hoffmann The Palgrave handbook of public administration and management in Europe, 207-225, 2018 | 52 | 2018 |
John HalliganEmeritus Professor of Public Administration and Governance, University of CanberraVerified email at canberra.edu.au