| Drivers of performance information use: Systematic literature review and directions for future research A Kroll Public Performance & Management Review 38 (3), 459-486, 2015 | 373 | 2015 |
| The PSM–leadership fit: A model of performance information use A Kroll, D Vogel Public administration 92 (4), 974-991, 2014 | 210 | 2014 |
| Performance management routines that work? An early assessment of the GPRA Modernization Act DP Moynihan, A Kroll Public Administration Review 76 (2), 314-323, 2016 | 186 | 2016 |
| Does training matter? Evidence from performance management reforms A Kroll, DP Moynihan Public Administration Review 75 (3), 411-420, 2015 | 167 | 2015 |
| The other type of performance information: Nonroutine feedback, its relevance and use A Kroll Public Administration Review 73 (2), 265-276, 2013 | 141 | 2013 |
| The stability and change of PSM-related values across time: Testing theoretical expectations against panel data D Vogel, A Kroll International Public Management Journal 19 (1), 53-77, 2016 | 135 | 2016 |
| Explaining the use of performance information by public managers: A planned-behavior approach A Kroll The American Review of Public Administration 45 (2), 201-215, 2015 | 134 | 2015 |
| The role of organizational social capital in performance management M Tantardini, A Kroll Public Performance & Management Review 39 (1), 83-99, 2015 | 108 | 2015 |
| Exploring the link between performance information use and organizational performance: A contingency approach A Kroll Public Performance & Management Review 39 (1), 7-32, 2015 | 100 | 2015 |
| Why performance information use varies among public managers: Testing manager-related explanations A Kroll International Public Management Journal 17 (2), 174-201, 2014 | 97 | 2014 |
| Formal hierarchies and informal networks: How organizational structure shapes information search in local government TA Whetsell, A Kroll, L DeHart-Davis Journal of Public Administration Research and Theory 31 (4), 653-669, 2021 | 90 | 2021 |
| The design and practice of integrating evidence: Connecting performance management with program evaluation A Kroll, DP Moynihan Public Administration Review 78 (2), 183-194, 2018 | 77 | 2018 |
| Mechanisms of social capital in organizations: how team cognition influences employee commitment and engagement A Kroll, L DeHart-Davis, D Vogel The American Review of Public Administration 49 (7), 777-791, 2019 | 58 | 2019 |
| When extrinsic rewards become “sour grapes”: An experimental study of adjustments in intrinsic and prosocial motivation A Kroll, GA Porumbescu Review of Public Personnel Administration 39 (4), 467-486, 2019 | 46 | 2019 |
| Why public managers use performance information: concepts, theory, and empirical analysis A Kroll University of Potsdam, 2012 | 46* | 2012 |
| What makes us tolerant of administrative burden? Race, representation, and identity D Johnson, A Kroll Journal of Behavioral Public Administration 4 (1), 2021 | 44 | 2021 |
| Can performance management foster social equity? Stakeholder power, protective institutions, and minority representation A Kroll Public Administration 95 (1), 22-38, 2017 | 41 | 2017 |
| Mitigating the negative effects of emotional labor: A study of disaster response and recovery workers after the 2010 Haiti earthquake A Kroll, CL Remington, P Awasthi, NE Ganapati Governance 34 (1), 87-106, 2021 | 39 | 2021 |
| Agreeing to disagree? Explaining self–other disagreement on leadership behaviour D Vogel, A Kroll Public Management Review 21 (12), 1867-1892, 2019 | 39 | 2019 |
| Spillover effects from customer to citizen orientation: how performance management reforms can foster public participation A Kroll, MI Neshkova, SK Pandey Administration & Society 51 (8), 1227-1253, 2019 | 37 | 2019 |
Dominik VogelProfessor of HRM and Organization in the Public Sector, Harz University of Applied Sciences, GermanyVerified email at hs-harz.de
