| Making sense of performance regimes: Rebalancing external accountability and internal learning ML Jakobsen, M Baekgaard, DP Moynihan, N van Loon Perspectives on Public Management and Governance 1 (2), 127-141, 2018 | 129 | 2018 |
| A two-pronged approach? Combined leadership styles and innovative behavior F Günzel-Jensen, JR Hansen, MLF Jakobsen, J Wulff International Journal of Public Administration 41 (12), 957-970, 2018 | 124 | 2018 |
| Perceived organizational red tape and organizational performance in public services CB Jacobsen, ML Jakobsen Public Administration Review 78 (1), 24-36, 2018 | 91 | 2018 |
| Comparative public management: Why national, environmental, and organizational context matters LJ O'TooleJr, C Wimpy, M Jackson, R Andrews, C Stieg, R Torenvlied, ... Georgetown University Press, 2017 | 90 | 2017 |
| Distributed leadership and performance‐related employee outcomes in public sector organizations ML Jakobsen, AM Kjeldsen, T Pallesen Public Administration 101 (2), 500-521, 2023 | 84 | 2023 |
| Political pressure, conformity pressure, and performance information as drivers of public sector innovation adoption SC Andersen, ML Jakobsen International Public Management Journal 21 (2), 213-242, 2018 | 74 | 2018 |
| Rules and the doctrine of performance management MLF Jakobsen, PB Mortensen Public Administration Review 76 (2), 302-312, 2016 | 61 | 2016 |
| Does ownership matter for the provision of professionalized services? Hip operations at publicly and privately owned clinics in Denmark LB Andersen, M Jakobsen Public administration 89 (3), 956-974, 2011 | 59 | 2011 |
| Connecting governance and the front lines: How work pressure and autonomy matter for coping in different performance regimes NM Van Loon, ML Jakobsen Public Administration 96 (3), 435-451, 2018 | 48 | 2018 |
| How politics shapes the growth of rules MLF Jakobsen, PB Mortensen Governance 28 (4), 497-515, 2015 | 45 | 2015 |
| The effects of new public management: Activity‐based reimbursement and efficiency in the Scandinavian hospital sectors MLF Jakobsen Scandinavian Political Studies 33 (2), 113-134, 2010 | 41 | 2010 |
| Tackling the performance regime paradox: A problem‐solving approach engages professional goal‐based learning DP Moynihan, M Baekgaard, ML Jakobsen Public Administration Review 80 (6), 1001-1010, 2020 | 33 | 2020 |
| Kvalitativ analyse: kodning ML Jakobsen Metoder i statskundskab, 173-187, 2012 | 30 | 2012 |
| Økonomiske incitamenter i den offentlige sektor LB Andersen, ML Jakobsen, S Serritzlew, T Pallesen Via Systime, 2010 | 25* | 2010 |
| Performance budgeting in practice: The case of Danish hospital management MLF Jakobsen, T Pallesen Public Organization Review 17 (2), 255-273, 2017 | 24 | 2017 |
| Theorizing leadership credibility: The concept and causes of the perceived credibility of leadership initiatives MLF Jakobsen, LB Andersen, MP van Luttervelt Perspectives on Public Management and Governance 5 (3), 243-254, 2022 | 22 | 2022 |
| Untangling the impact of Europeanization and globalization on national utility liberalization: A systematic process analysis of two Danish reforms MLF Jakobsen Journal of European Public Policy 17 (6), 891-908, 2010 | 19 | 2010 |
| 11 Public Innovation and Organizational Structure Searching (in Vain) for the Optimal Design MLF Jakobsen, C Thrane Enhancing public innovation by transforming public governance, 217, 2016 | 13 | 2016 |
| Distribueret ledelse i offentlige serviceorganisationer MLF Jakobsen, AM Kjeldsen, T Pallesen Politica 48 (2), 2016 | 13 | 2016 |
| Kvalitativ analyse: Kodning og dybdegående tekstanalyse ML Jakobsen, GS Harrits Metoder i statskundskab, 173-191, 2010 | 13 | 2010 |
Thomas PallesenProfessor public administrationVerified email at ps.au.dk
