Models of Performance‐Measurement Use in Local Governments: Understanding Budgeting, Communication, and Lasting Effects

By J. Melkers, Katherine G. Willoughby. 2005

440 citations recorded by the source corpus.

Subfields: Management Information Systems, Political Science and International Relations, Public Administration

View Paper: https://www.semanticscholar.org/paper/10f69c45b2daccb4f59ae718cdf1057d546ac7c2

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Citations in the corpus

Beyond Profit? Sectoral Differences in High-Performance Work Practices (2006, background): “Performance concerns remain evident in more recent literature in public administration (Melkers & Willoughby, 2005).”
Performance Regimes Amidst Governance Complexity (2011, background): “There is strong evidence that some organizational factors matter, particularly supportive leadership (Askim et al. 2008; Jennings and Haist 2006; Melkers and Willoughby 2005; Moynihan and Ingraham 2004) and a goal-oriented culture (de Lancer Julnes and Holzer 2001).”
Drivers of Performance Information Use: Systematic Literature Review and Directions for Future Research (2015, background): “Most of the sociodemographic variables, such as job experience (Dull, 2009; Melkers & Willoughby, 2005; Taylor, 2011), hierarchical position (de Lancer Julnes & Holzer, 2001; Taylor, 2011), or educational level (Moynihan & Ingraham, 2004; Moynihan & Hawes, 2012), turned out to be insignificant or…”
From Measurement to Management: Breaking through the Barriers to State and Local Performance (2008, background): “…of state and local government offi cials about the use and value of metrics ( Berman and Wang 2000 ; GASB 2002a ; Holzer and Kloby 2005 ; Melkers and Willoughby 2000, 2004, 2005 ; Poister and Streib 1999 ); and document reviews and interviews with offi cials ( Moynihan 2001; Smith et…”
What makes a city smart? Identifying core components and proposing an integrative and comprehensive conceptualization (2015, positive): “The literature also discusses the importance of managing and evaluating the performance of a city government [71,99,132,186].”
Setting the Table: How Transformational Leadership Fosters Performance Information Use (2012, background): “M adison, G eneral Library S ystem on M ay 10, 2011 jpart.oxfordjournals.org D ow nloaded from”