High Impact Research
Perspectives on Public Management and Governance, an official journal of the Public Management Research Association, is dedicated to theory development and conceptual work challenging and advancing the field of public affairs. PPMG seeks to develop new theories, frameworks, and conceptual models, as well as summative and critical evaluations of existing theoretical frameworks.
OUP has granted free access to the articles on this page that represent a selection of highly cited articles from recent years. These articles are just a sample of the impressive body of research from Perspectives on Public Management and Governance.
The nation state is discovering the limits of its crisis management capacities. The Ebola and Zika outbreaks, the financial crisis, the downing of flight MH17 over Ukraine, sinking ships overfilled with refugees, cyber-attacks, urban terrorism and existential environmental threats serve as strong reminders of the complex origins and transboundary dimensions of many contemporary crises and disasters. As these transboundary aspects of modern crises become increasingly manifest, the need for international, collaborative responses appears ever clearer.
The external control of public organizations and their members, commonly referred to as accountability, is an enduring theme in public administration. This article shifts attention from a traditional focus on accountability as a macro-institutional matter to the psychology of accountability, that is, whether and how employees internalize accountability systems.
What happens to public administration when populists are elected into government? This article argues that populists seek to realize an anti-pluralist reform agenda, thereby fuelling trends of democratic backsliding.
In public administration today, many new reform ideas mingle, offering new diagnoses of governmental problems and courses of action. But scholars have highlighted reasons why we should doubt the optimistic claims of reformists. A new set of policy tools called “open government” arrived nearly a decade ago, and scholars have not yet explained its origins or prospects as specific approach to management reform.
This research uses an abductive research strategy and person–environment (P–E) fit as a frame to understand: (1) how digital technologies have transformed emergency managerial work; and (2) managers’ cognitive, affective, and behavioral responses to these structural and organizational transformations.
