Oliver James
TitleCited byYear
Regulation inside government: Waste watchers, quality police, and sleaze-busters
C Hood, O James, C Scott, GW Jones, T Travers
Oxford University Press, 1999
9801999
The limitations of ‘policy transfer’and ‘lesson drawing’for public policy research
O James, M Lodge
Political studies review 1 (2), 179-193, 2003
5282003
Controlling modern government: Variety, commonality and change
C Hood
Edward Elgar Publishing, 2005
2772005
The executive agency revolution in Whitehall
O James
Public Interest Versus Bureau-Shaping Perspectives, 2003
2762003
Evaluating the expectations disconfirmation and expectations anchoring approaches to citizen satisfaction with local public services
O James
Journal of Public Administration Research and Theory 19 (1), 107-123, 2007
2642007
Regulation of government: has it increased, is it increasing, should it be diminished?
C Hood, O James, C Scott
Public Administration 78 (2), 283-304, 2000
2472000
Performance measures and democracy: Information effects on citizens in field and laboratory experiments
O James
Journal of Public Administration Research and Theory 21 (3), 399-418, 2010
1812010
The UK core executive's use of public service agreements as a tool of governance
O James
Public administration 82 (2), 397-419, 2004
1722004
Regulation inside government: where new public management meets the audit explosion
C Hood, O James, G Jones, C Scott, T Travers
Public Money and Management 18 (2), 61-68, 1998
1661998
Regulation inside government: Public interest justifications and regulatory failures
O James
Public Administration 78 (2), 327-343, 2000
1552000
Public management at the ballot box: Performance information and electoral support for incumbent English local governments
O James, P John
Journal of Public Administration Research and Theory 17 (4), 567-580, 2006
1532006
Democracy and government performance: Holding incumbents accountable in English local governments
GA Boyne, O James, P John, N Petrovsky
The Journal of Politics 71 (4), 1273-1284, 2009
1482009
DOES PERFORMANCE INFORMATION ABOUT PUBLIC SERVICES AFFECT CITIZENS'PERCEPTIONS, SATISFACTION, AND VOICE BEHAVIOUR? FIELD EXPERIMENTS WITH ABSOLUTE AND RELATIVE PERFORMANCE …
O James, A Moseley
Public Administration 92 (2), 493-511, 2014
1142014
Business Models and the Transfer of Businesslike CentralGovernment Agencies
O James
Governance 14 (2), 233-252, 2001
1052001
MANAGING CITIZENS'EXPECTATIONS OF PUBLIC SERVICE PERFORMANCE: EVIDENCE FROM OBSERVATION AND EXPERIMENTATION IN LOCAL GOVERNMENT
O James
Public Administration 89 (4), 1419-1435, 2011
902011
Top management turnover and organizational performance: A test of a contingency model
GA Boyne, O James, P John, N Petrovsky
Public Administration Review 71 (4), 572-581, 2011
842011
Structural devolution and agencification
O James, S Thiel
Aldershot: Ashgate, 2011
722011
Does public service performance affect top management turnover?
GA Boyne, O James, P John, N Petrovsky
Journal of Public Administration Research and Theory 20 (suppl_2), i261-i279, 2010
622010
Does political change affect senior management turnover? An empirical analysis of top‐tier local authorities in England
GA Boyne, O James, P John, N Petrovsky
Public Administration 88 (1), 136-153, 2010
552010
Kingdon reconsidered: Ideas, interests and institutions in comparative policy analysis
D Béland
Journal of Comparative Policy Analysis: Research and Practice 18 (3), 228-242, 2016
522016
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Articles 1–20