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Implications of Success and Persistence for Public Sector Performance

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  • Jeremy Hall

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  • Jeremy Hall, 2007. "Implications of Success and Persistence for Public Sector Performance," Public Organization Review, Springer, vol. 7(3), pages 281-297, September.
    • Handle: RePEc:kap:porgrv:v:7:y:2007:i:3:p:281-297
    DOI: 10.1007/s11115-007-0037-0
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    References listed on IDEAS

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    1. March, James G. & Olson, Johan P., 1983. "Organizing Political Life: What Administrative Reorganization Tells Us about Government," American Political Science Review, Cambridge University Press, vol. 77(2), pages 281-296, June.
    2. Ken G. Smith & Curtis M. Grimm, 1987. "Environmental variation, strategic change and firm performance: A study of railroad deregulation," Strategic Management Journal, Wiley Blackwell, vol. 8(4), pages 363-376, July.
    3. Danny Miller, 1994. "What Happens After Success: The Perils Of Excellence," Journal of Management Studies, Wiley Blackwell, vol. 31(3), pages 325-358, May.
    4. Eugene Bardach, 2004. "Presidential address-The extrapolation problem: How can we learn from the experience of others?," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 23(2), pages 205-220.
    5. Davis, Otto A. & Dempster, M. A. H. & Wildavsky, Aaron, 1966. "A Theory of the Budgetary Process," American Political Science Review, Cambridge University Press, vol. 60(3), pages 529-547, September.
    6. Wood, B. Dan & Waterman, Richard W., 1991. "The Dynamics of Political Control of the Bureaucracy," American Political Science Review, Cambridge University Press, vol. 85(3), pages 801-828, September.
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    Cited by:

    1. Juliani, Fernando & de Oliveira, Otávio José, 2016. "State of research on public service management: Identifying scientific gaps from a bibliometric study," International Journal of Information Management, Elsevier, vol. 36(6), pages 1033-1041.

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