Andersen, S. and Moynihan, D. 2016a. ‘How leaders respond to diversity: the moderating role of organizational culture on performance information use’, Journal of Public Administration Research and Theory 26(3): 448–60.
Andersen, S. and Moynihan, D. 2016b. ‘Bureaucratic investments in expertise: evidence from a randomized controlled field trial’, Journal of Politics 78(4): 1032–1044.
Askim, J. 2007. ‘How do politicians use performance information? An analysis of the Norwegian local government experience’, International Review of Administrative Sciences 73(3): 453–72.
Askim, J. 2009. ‘The demand side of performance measurement: explaining councillors’ utilization of performance information in policymaking’, International Public Management Journal 12(1): 24–47.
Bourdeaux, C. 2008. ‘Integrating performance information into legislative budget processes’, Public Performance and Management Review 31(4): 547–69.
Bourdeaux, C. and Chikoto, G. 2008. ‘Legislative influences on performance management reform’, Public Administration Review 68(2): 253–65.
Boyne, G., James, O., John, P., and Petrovsky, N. 2009. ‘Democracy and government performance: holding incumbents accountable in English local governments’, Journal of Politics 71(4): 1273–84.
Chun, Y. and Rainey, H. 2005. ‘Goal ambiguity and organizational performance in U.S. federal agencies’, Journal of Public Administration Research and Theory 15(4): 529–57.
Cyert, R. and March, J. 1963. A Behavioral Theory of the Firm. Hoboken, NJ: Willey-Blackwell.
Gailmard, S. and Patty, J. 2012. Learning while Governing: Information, Accountability, and Executive Branch Institutions. Chicago: University of Chicago Press.
George, B., Deschmidt, S., Nielsen, P., and Bækgaard, M. 2016. ‘Rational planning and politicians’ attitudes to spending and reform: replication and extension of a survey experiment’, forthcoming in Public Management Review.
Gilmour, J. and Lewis, D. 2006. ‘Assessing performance budgeting at OMB: the influence of politics, performance, and program size’, Journal of Public Administration Research and Theory 16(2): 169–86.
Greve, H. 2003. Organizational Learning from Performance Feedback: A Behavioral Perspective on Innovation and Change. Cambridge: Cambridge University Press.
Heinrich, C. 2012. ‘How credible is the evidence, and does it matter? An analysis of the program assessment rating tool’, Public Administration Review 72(1): 123–34.
James, O. 2009. ‘Evaluating the expectations, disconfirmation and expectations anchoring approaches to citizen satisfaction with public services’, Journal of Public Administration Research and Theory 19(1): 107–23.
James, O. 2011. ‘Performance measures and democracy: information effects on citizens in field and laboratory experiments’, Journal of Public Administration Research and Theory 21(3): 399–418.
James, O. and Moseley, A. 2014. ‘Does performance information about public services affect citizens’ perceptions, satisfaction and voice behaviour? Field experiments with absolute and relative performance information’, Public Administration 92(2): 493–511.
Johnson, C. and Talbot, C. 2007. ‘The UK Parliament and performance: challenging or challenged?’, International Review of Administrative Sciences 73(1): 113–31.
Jung, C. 2012. ‘Developing and validating new concepts and measures of program goal ambiguity in the U.S. federal government’, Administration and Society 44: 675–701.
Kogan, V, Laverty, S. and Peskowitz, Z. 2015. ‘Performance federalism and local democracy: theory and evidence from school tax referenda’, American Journal of Political Science 60(2): 418–35.
Kroll, A. 2013. ‘The other type of performance information: nonroutine feedback, its relevance and use’, Public Administration Review 73(2): 265–76.
Kroll, A. 2014. ‘Why performance information use varies among public managers: testing manager-related explanations’, International Public Management Journal 17(2): 174–201.
Kroll, A. 2015a. ‘Drivers of performance information use: systematic literature review and directions for future research’, Public Performance and Management Review 38(3): 459–86.
Kroll, A. 2015b. ‘Explaining the use of performance information by public managers: a planned-behavior approach’, American Review of Public Administration 45(2): 201–15.
Lavertu, S., Lewis, D., and Moynihan, D. 2013. ‘Administrative reform, ideology, and bureaucratic effort: performance management in the Bush era’, Public Administration Review 73(6): 845–56.
Meier, K. and O’Toole, L. 2013. ‘Subjective organizational performance and measurement error: common source bias and spurious relationships’, Journal of Public Administration Research and Theory 23(2): 429–56.
Moynihan, D. 2008. The Dynamics of Performance Management: Constructing Information and Reform. Washington, DC: Georgetown University Press.
Moynihan, D. 2013. ‘Advancing the empirical study of performance management: what we learned from the program assessment rating tool’, American Review of Public Administration 43(5): 499–517.
Moynihan, D. 2015. ‘Uncovering the circumstances of performance information use’, Public Performance and Management Review 39(1): 33–57.
Moynihan, D., Fernandez, S., Kim, S., LeRoux, K., Piotrowski, S., Wright, B. and Yang, K. 2011. ‘Performance regimes amidst governance complexity’, Journal of Public Administration Research and Theory 21 (suppl 1): i141–55.
Moynihan, D. and Kroll, A. 2015. ‘Performance management routines that work? An early assessment of the GPRA Modernization Act’, Public Administration Review 76(2): 314–23.
Moynihan, D. and Pandey, S. 2010. ‘The big question for performance management: why do managers use performance information?’, Journal of Public Administration Research and Theory 20(4): 849–66.
Moynihan, D. and Soss, J. 2014. ‘Policy feedback and the politics of administration’, Public Administration Review 74(3): 320–32.
Nielsen, P. 2014. ‘Learning from performance feedback: performance information, aspiration levels, and managerial priorities’, Public Administration 92(1): 142–60.
Nielsen, P. and Bækgaard, M. 2015. ‘Performance information, blame avoidance, and politicians’ attitudes to spending and reform: evidence from an experiment’, Journal of Public Administration Research and Theory 25(2): 545–69.
Nielsen, P. and Moynihan, D. 2015. ‘How do politicians attribute bureaucratic responsibility for performance? Negativity bias and interest group advocacy.’ Forthcoming in Journal of Public Administration Research and Theory.
Radin, B. 2012. Federal Management Reforms in a World of Contradictions. Washington, DC: Georgetown University Press.
Rutherford, A. and Meier, K. 2015. ‘Managerial goals in a performance-driven system: theory and empirical tests in higher education’, Public Administration 93(1): 17–33.
Salge, T. 2011. ‘A behavioral model of innovative search: evidence from public hospital services’, Journal of Public Administration Research and Theory 21(1): 181–210.
ter Bogt, H. 2004. ‘Politicians in search of performance information? Survey research on Dutch aldermen’s use of performance information’, Financial Accountability and Management 20(3): 221–52.
Taber, M. and Lodge, C. 2013. The Rationalizing Voter. Cambridge: Cambridge University Press.
Tilley, J. and Hobolt, S. 2011. ‘Is government to blame? An experimental test of how partisanship shapes perceptions of performance and responsibility’, The Journal of Politics 73(2): 1–15.
Van Dooren, W. 2004. ‘Supply and demand of policy indicators: a cross-sectoral comparison’, Public Management Review 6(4): 511–30.
Van Dooren, W. 2008. ‘Nothing new under the sun? Change and continuity in the twentieth-century performance movements’, in Van Dooren, W. and Van de Walle, S. (eds.), Performance Information in the Public Sector – How is it used?, Basingstoke: Palgrave, pp. 11–23.
Van Ryzin, G. 2006. ‘Testing the expectancy disconfirmation model of citizen satisfaction with local government’, Journal of Public Administration Research and Theory 16(4): 599–611.
Wilson, J. Q. 1989. Bureaucracy: What Government Agencies Do and Why They Do It. Jackson: Basic Books Classics.
Yang, K. and Hsieh, J. Y. 2007. ‘Managerial effectiveness of government performance measurement: testing a middle-range model’, Public Administration Review 67(5): 861–79.