Organizational Control Systems and Pay-for-Performance in the Public Service

By Bruno S. Frey, Fabian Homberg, M. Osterloh. 2013

220 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Public Administration

View Paper: https://www.semanticscholar.org/paper/648ec20e97a0d95b423fb7d98913576fc48a5236

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. F. Verbeeten
2. Berend van der Kolk
3. Henk J. ter Bogt
4. Paula M. G. van Veen-Dirks
5. Frank Wijen
6. R. Speklé
7. Johannes K. Brustbauer

In Management Information Systems

1. F. Verbeeten
2. Berend van der Kolk
3. Henk J. ter Bogt
4. Paula M. G. van Veen-Dirks
5. Frank Wijen
6. R. Speklé

In Public Administration

1. F. Verbeeten
2. Henk J. ter Bogt
3. Frank Wijen
4. R. Speklé

Citations in the corpus

• Reviewing and Theorizing the Unintended Consequences of Performance Management Systems (2018, unknown): “Some organizations heavily rely on performance monitoring and extrinsic rewards whilst others rely on other more enabling means to deliver their mission and performance (Franco-Santos et al., 2014; Frey et al., 2013).”
• Means versus Ends in Opaque Institutional Fields: Trading off Compliance and Achievement in Sustainability Standard Adoption (2014, methodology): “Other relatively opaque fields include health care (Nigam & Ocasio, 2010), management consultancy (David, Sine, & Haveman, 2013), global geopolitics (Levy, 2008), climate change mitigation (Ansari, Wijen, & Gray, 2013), financial stability (Fligstein & Goldstein, 2010), traffic security (Braithwaite”
• Management Control, Results-Oriented Culture and Public Sector Performance: Empirical Evidence on New Public Management (2015, methodology): “Because public sector organizations often operate in these conditions, a decision-facilitating use of performance measurement systems may be expected to have value in this sector (Frey et al., 2013).”
• The Impact of Management Control on Employee Motivation and Performance in the Public Sector (2018, background): “Yet, other, more critical, studies have pointed to the differences between the public and the private sector, and signal that results control may be problematic in the public sector given the complexity and the ambiguity of objectives in this sector (Frey et al., 2013).”