Public Management Review Journal Impact Factor & Information

Publisher: Taylor & Francis (Routledge)

Journal description

Public Management Review seeks to: explore the developing field of public management embrace research both about the strategic and operational management of public services and about social/public policy development and implementation encourage in particular work which either presents new empirical knowledge about public management and/or developed theory encourage questioning both of the legitimacy and hegemony of the 'new public management' paradigm and its alternatives, and of the developing pluralism in public management which encompasses the governance of inter-sectoral relationships between government, non-profit and for-profit organisations in the provision of public services. The remit of Public Management Review will be to promote the dissemination and discussion of such research about public management. Its specific target audience will be the academic and research community. Public Management Review will be an international journal, seeking to draw together and learn lessons from the development of public management across the world rather than being parochially focused upon one area and will encourage cross-national and comparative research papers. The journal will promote inter-disciplinary work. Much of the most important work about public management is coming at the cusp of traditional disciplines. Public Management Review will promote such cross-boundary learning and conceptualisation. This project is uniquely placed to offer a leading light on the rapidly developing interest in public management across the world, and especially in Europe, North America and the Pacific Rim. It will cover such key issues as: social policy making and implementation in the plural state inter-sectoral (government non-profit-for profit) relationships the evaluation and critique of the 'new public management' paradigm governance institutions and processes globalization and convergence in public management state reform and structural adjustment, and the operational/ strategic management of public service organisations, including such issues as contracting, marketing and strategic management.

Current impact factor: 1.42

Impact Factor Rankings

2015 Impact Factor Available summer 2016
2009 Impact Factor 0.848

Additional details

5-year impact 1.33
Cited half-life 7.00
Immediacy index 0.14
Eigenfactor 0.00
Article influence 0.46
Website Public Management Review website
Other titles Public management review (Online)
ISSN 1471-9037
OCLC 47766654
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Taylor & Francis (Routledge)

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Some individual journals may have policies prohibiting pre-print archiving
    • On author's personal website or departmental website immediately
    • On institutional repository or subject-based repository after a 18 months embargo
    • Publisher's version/PDF cannot be used
    • On a non-profit server
    • Published source must be acknowledged
    • Must link to publisher version
    • Set statements to accompany deposits (see policy)
    • The publisher will deposit in on behalf of authors to a designated institutional repository including PubMed Central, where a deposit agreement exists with the repository
    • SSH: Social Science and Humanities
    • Publisher last contacted on 25/03/2014
    • This policy is an exception to the default policies of 'Taylor & Francis (Routledge)'
  • Classification
    ​ green

Publications in this journal

  • Public Management Review 10/2015; DOI:10.1080/14719037.2015.1088567
  • Public Management Review 09/2015; DOI:10.1080/14719037.2015.1088566
  • Public Management Review 07/2015; DOI:10.1080/14719037.2015.1066418
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    ABSTRACT: Self-organization is a concept that is often used to legitimize a government’s retreat from sectors in which it has traditionally played a vital role. In this article, we analyse how the emergence of new welfare services is mutually shaped by factors that stimulate self-organization among citizens and by meta-governing interventions by local governments. Self-organization seems to takes place in the shadow of a government hierarchy: either a fear-based one or a benevolent one. Boundary spanners play an important role in establishing these new arrangements, thereby making use of, and developing, trustworthy relationships between citizen groups and government.
    Public Management Review 07/2015; DOI:10.1080/14719037.2015.1066417
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    ABSTRACT: Sustainable procurement is a growing phenomenon and a key component of organizations’ corporate responsibility and sustainability strategy. The focus of this paper is sustainable procurement (SP) at universities in Australia and the United Kingdom. The study identifies a dearth of academic research into SP at universities and presents actionable insights gained from practitioners. Results from qualitative data collected from Australian and UK universities highlight the continued dominance of price in procurement decisions and the practical challenges faced in changing the status quo both internal and external to the university. Implications for theory, research and policy are also presented.
    Public Management Review 06/2015; DOI:10.1080/14719037.2015.1051575
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    ABSTRACT: Although mission statements are deemed effective tools for communicating the goals of public organizations, there is a dearth of research examining how employees perceive mission statements and their effect. Data from 1,418 employees of a Belgian public organization indicate that although perceived mission statement quality and employee mission engagement are positively related, individual acceptance of the mission statement varies within the analysed organization and can be, partially, explained by cognitions and attributes of the message receiver (hierarchical position, perceived self-efficacy and person-organization fit), and employee cognitions regarding the message sender (behavioural integrity) and the message (mission ambiguity).
    Public Management Review 06/2015; DOI:10.1080/14719037.2015.1051573
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    ABSTRACT: This article attempts to clarify the relationships between the politico-administrative system and responses to austerity by comparing municipal austerity plans in the Netherlands and North Rhine-Westphalia (NRW). Although austerity is a major topic in both states, the approaches differ. In our sample, Dutch municipalities have used the crisis as an opportunity to realize reforms, whereas NRW municipalities have regarded the challenge as a temporary issue and chosen fiscal discipline and stability. Although municipalities seem to deploy similar measures, an in-depth analysis of austerity plans illustrates a wider variety in chosen responses. This variety is shaped by financial autonomy and administrative culture.
    Public Management Review 06/2015; DOI:10.1080/14719037.2015.1051577
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    ABSTRACT: This study explores the impact of chief executives’ intangible assets - motives, capacity and networks - on government performance. Three main hypotheses suggesting a direct relationship between these assets and performance are tested using data from municipalities in El Salvador, where the chief executive is the elected mayor. The research involved an in-field survey of 135 Salvadorian mayors (out of 262) and data collected from national agencies, focusing on two dimensions of municipal performance: service delivery (electricity and running water) and expansion of revenue (with national grants). After controlling for municipal and constituent-level factors, findings indicate that the chief executive’s capacity (specifically mayoral expertise) is positively correlated to municipal delivery of electricity and running water; intrinsic motivation is linked to expansion of water services; and municipalities whose chief executives are nationally networked tend to receive more grant monies. This study contributes to the literature on government performance by assessing the role of chief executives’ intangible assets in the developing context of a relatively newly established democracy in Latin America.
    Public Management Review 06/2015; DOI:10.1080/14719037.2015.1051574
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    ABSTRACT: This article explores the influence of performance management (PM) and transformational leadership (TL) on altruistic helping behaviour (AHB). We argue that PM and TL provide alternative value frameworks against which employees will evaluate costs associated with AHB, and that consequently their influence may be interdependent. The results of regression analysis suggest that TL exerts a stronger influence on AHB in organizations that also have strong PM-based human resource systems, and that PM’s negative effects are stronger when leadership is weak. We conclude that leadership may be an important factor in determining whether public organizations can reap the benefits of PM.
    Public Management Review 05/2015; DOI:10.1080/14719037.2015.1045018
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    ABSTRACT: Positive diversity climates are associated with an array of benefits for public organizations. However, it is not clear why some agencies are perceived as more committed to diversity than others. This paper hypothesizes about how group and management characteristics, social identities, and procedural justice may shape perceptions of diversity climate. It then tests these expectations using cross-sectional data drawn from the US federal workforce. It shows that employees’ social identities and perceptions of procedural justice were strong predictors of perceptions of diversity climate. There was less evidence that the representativeness of management and personnel diversity were related to diversity climate.
    Public Management Review 05/2015; DOI:10.1080/14719037.2015.1045017
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    ABSTRACT: Collaborative governance institutions consisting of government and civil society actors often emerge to solve complex policy problems. Yet decades of research on collaborative governance has found that realizing the ‘collaborative advantage’ is often very difficult given the multitude of actors, organizations and interests to be managed. This article deploys a participant observation approach that also harnesses data from a natural experiment in collaborative governance for homelessness policy in Vancouver, Canada, to reveal the distinct collaborative advantage produced in terms of policy, using empirical decision data and counterfactual analysis. The data reveal that nearly 50 per cent of the policy decisions made in the collaborative institution would not be made in the alternative scenario of unilateral bureaucratic control. The collaborative advantage realized in this governance institution that is premised on horizontality, deliberation and diversity is the result of a series of small interventions and the strategic deployment of rules devised by the bureaucratic metagovernor in charge of steering the governance collaboration.
    Public Management Review 05/2015; DOI:10.1080/14719037.2015.1045019
  • [Show abstract] [Hide abstract]
    ABSTRACT: An integrated organization is one option for handling the provision of services in a welfare state. Australia’s welfare administration is centred on a mega department, the largest within the public service, with wide delivery responsibilities. Integration means that many welfare relationships are largely internalized, but this does not preclude the horizontal and vertical coordination problems of a large and complex organization, particularly where elements of the policy system extend outside. The research examines how to explain the use of an integrative form of coordination for service delivery, and how policy and implementation is coordinated.
    Public Management Review 04/2015; 17(7):1-19. DOI:10.1080/14719037.2015.1029346
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    ABSTRACT: This article suggests a framework to study service delivery networks that draws on the theories of collaboration, co-production, and networks combined. We introduce four dimensions of co-production under ‘coproduction-oriented collaborations’. This framework allows us to ‘zoom in and zoom out’ when we study networks. Using the case method approach, the framework is applied to analyse four networks in Singapore. Findings suggest that network process, network structure, and characteristics of actors are crucial to a network’s performance and coproduction’s effectiveness. This article also offers implications for practice that in certain contexts the usage of these concepts is for managerial effectiveness and not for enhancing democratic values.
    Public Management Review 04/2015; 17(4). DOI:10.1080/14719037.2013.866479