Donald Moynihan

Q: What Schools Are Affiliated With Donald Moynihan

Donald Moynihan is affiliated with the following schools: National University of Ireland, University of Wisconsin–Madison, Syracuse University, University of Limerick, Georgetown University, Texas A&M University

Donald Moynihan's AcademicInfluence.com Rankings

Donald Moynihan

Political Science

#1372

World Rank

#1649

Historical Rank

political-science Degrees

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Political Science

Donald Moynihan's Degrees

Bachelors Political Science National University of Ireland

Why Is Donald Moynihan Influential?

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According to Wikipedia, Donald P. Moynihan is an Irish-American political scientist. He is the McCourt Chair at the McCourt School of Public Policy at Georgetown University, having previously worked at the University of Wisconsin–Madison and Texas A&M University. While at UW–Madison, his book The Dynamics of Performance Management: Constructing Information and Reform was named best book by the Academy of Management's Public and Nonprofit Division and received the Herbert Simon award from the American Political Science Association.

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Donald Moynihan's Published Works

Number of citations in a given year to any of this author's works

Total number of citations to an author for the works they published in a given year. This highlights publication of the most important work(s) by the author

Published Works

The Role of Organizations in Fostering Public Service Motivation (2007) (788)
The Dynamics of Performance Management: Constructing Information and Reform (2008) (613)
The Big Question for Performance Management: Why Do Managers Use Performance Information? (2010) (537)
Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence (2012) (485)
Testing How Management Matters in an Era of Government by Performance Management (2004) (390)
The Network Governance of Crisis Response: Case Studies of Incident Command Systems (2009) (373)
Managing for Results in State Government: Evaluating a Decade of Reform (2006) (354)
Finding Workable Levers Over Work Motivation (2007) (336)
Setting the Table: How Transformational Leadership Fosters Performance Information Use (2012) (327)
Learning Under Uncertainty: Networks in Crisis Management (2008) (307)
Public Service Motivation and Interpersonal Citizenship Behavior in Public Organizations: Testing a Preliminary Model (2008) (303)
Goal‐Based Learning and the Future of Performance Management (2005) (294)
The Ties that Bind: Social Networks, Person-Organization Fit and Turnover Intention (2007) (291)
The Ties that Bind: Social Networks, Person-Organization Value Fit, and Turnover Intention (2007) (281)
Administrative Burden: Learning, Psychological, and Compliance Costs in Citizen-State Interactions (2015) (270)
Normative and Instrumental Perspectives on Public Participation (2003) (235)
Integrative Leadership in the Public Sector (2004) (223)
How Do Public Organizations Learn? Bridging Cultural and Structural Perspectives (2009) (206)
Explaining Turnover Intention in State Government (2008) (182)
Performance Regimes Amidst Governance Complexity (2009) (171)
What Do We Talk About When We Talk About Performance? Dialogue Theory and Performance Budgeting (2005) (153)
A Model of Voluntary Turnover in State Government (2000) (153)
Does Involvement in Performance Management Routines Encourage Performance Information Use? Evaluating GPRA and PART (2012) (152)
Designing Public Participation Processes (2012) (152)
Administrative Burden (2019) (151)
The Effect of Administrative Burden on Bureaucratic Perception of Policies: Evidence from Election Administration (2012) (150)
Why and How Do State Governments Adopt and Implement “Managing for Results” Reforms? (2004) (141)
Election Laws, Mobilization, and Turnout: The Unanticipated Consequences of Election Reform: ELECTION LAWS, MOBILIZATION, AND TURNOUT (2014) (140)
Building Secure Elections: E-Voting, Security, and Systems Theory (2004) (133)
Organizational Effectiveness and Bureaucratic Red Tape: A Multimethod Study (2007) (132)
Measuring How Administration Shapes Citizenship: A Policy Feedback Perspective on Performance Management (2008) (127)
Policy Feedback and the Politics of Administration (2014) (122)
Election Laws, Mobilization, and Turnout: The Unanticipated Consequences of Election Reform (2010) (119)
Through A Glass, Darkly (2009) (113)
Shifting Administrative Burden to the State: The Case of Medicaid Take-Up (2013) (111)
Prosocial Values and Performance Management Theory: Linking Perceived Social Impact and Performance Information Use (2012) (107)
Ambiguity in Policy Lessons: The Agencification Experience (2005) (101)
Finding Workable Levers Over Work Motivation: Comparing Job Satisfaction, Job Involvement and Organizational Commitment (2007) (99)
Extra-Network Organizational Reputation and Blame Avoidance in Networks: The Hurricane Katrina Example (2012) (98)
How Do Politicians Attribute Bureaucratic Responsibility for Performance? Negativity Bias and Interest Group Advocacy (2016) (97)
How Different Forms of Health Matter to Political Participation (2017) (93)
Combining Structural Forms in the Search for Policy Tools: Incident Command Systems in U.S. Crisis Management (2008) (93)
A Workforce of Cynics? The Effects of Contemporary Reforms on Public Service Motivation (2010) (92)
People and Performance: Challenges for the Future Public Service – The Report From the Wye River Conference (2000) (91)
Look for the Silver Lining: When Performance‐Based Accountability Systems Work (2003) (90)
The Normative Model in Decline? Public Service Motivation in the Age of Governance (2008) (89)
Exploring the Links (2004) (86)
Capacity, Management, and Performance (2003) (86)
The Dynamics of Performance Management (2008) (85)
From Intercrisis to Intracrisis Learning (2009) (84)
Red Tape and Democracy: How Rules Affect Citizenship Rights (2010) (84)
Does Training Matter? Evidence from Performance Management Reforms (2015) (79)
Responsiveness to Reform Values: The Influence of the Environment on Performance Information Use (2012) (76)
Through A Glass, Darkly: Understanding the Effects of Performance Regimes (2009) (74)
The Triumph of Loyalty Over Competence: The Bush Administration and the Exhaustion of the Politicized Presidency (2010) (74)
Bureaucratic Red Tape and Organizational Performance: Testing the Moderating Role of Culture and Political Support (2005) (72)
Performance Management Routines that Work? An Early Assessment of the GPRA Modernization Act (2016) (71)
Explaining Turnover Intention in State Government: Examining the Roles of Gender, Life Cycle and Loyalty (2008) (70)
Leveraging Collaborative Networks in Infrequent Emergency Situations (2005) (70)
The Case for Countercyclical Fiscal Capacity (2006) (66)
Working Within Constraints: Can Transformational Leaders Alter the Experience of Red Tape? (2012) (63)
Human Capital and Administrative Burden: The Role of Cognitive Resources in Citizen‐State Interactions (2019) (62)
A great schism approaching? Towards a micro and macro public administration (2018) (62)
Making Sense of Performance Regimes: Rebalancing External Accountability and Internal Learning (2018) (54)
Cognitive Biases in Governing: Technology Preferences in Election Administration (2012) (53)
Advancing the Empirical Study of Performance Management (2013) (53)
A THEORY OF CULTURE‐SWITCHING: LEADERSHIP AND RED‐TAPE DURING HURRICANE KATRINA (2012) (47)
Agency Political Ideology and Reform Implementation: Performance Management in the Bush Administration (2013) (45)
A Life Worth Living (2015) (44)
JPART Virtual Issue on Citizen-State Interactions in Public Administration Research (2019) (44)
Homeland Security and the U.S. Public Management Policy Agenda (2005) (43)
Policymaking by Other Means (2016) (41)
Government Reform, Political Ideology, and Administrative Burden: The Case of Performance Management in the Bush Administration (2013) (39)
How Do Elected Officials Evaluate Performance? Goal Preferences, Governance Preferences, and the Process of Goal Reprioritization (2018) (38)
The response to Hurricane Katrina. (2009) (38)
Creating Desirable Organizational Characteristics: How Organizations Create a Focus on Results and Managerial Authority (2006) (35)
Does Public Service Motivation Lead to Budget Maximization? Evidence from an Experiment (2013) (35)
Toward Next-Generation Performance Budgeting: Lessons from the Experiences of Seven Reforming Countries (2016) (35)
The Administrators of Democracy: A Research Note on Local Election Officials (2008) (35)
Uncovering the Circumstances of Performance Information Use Findings from an Experiment (2015) (34)
Creating desirable organizational characteristics (2006) (33)
How Leaders Respond to Diversity: The Moderating Role of Organizational Culture on Performance Information Use (2016) (32)
Communicating the Vision: How Face‐to‐Face Dialogue Facilitates Transformational Leadership (2018) (32)
Racialized Burdens: Applying Racialized Organization Theory to the Administrative State (2020) (30)
Debate: Advancing public service motivation research (2013) (30)
Bureaucratic Investments in Expertise: Evidence from a Randomized Controlled Field Trial (2016) (28)
Transformational Leadership in the Public Sector Empirical Evidence of Its Effects (2013) (27)
Advocacy and Learning: An Interactive-Dialogue Approach to Performance Information Use (2008) (27)
“Our Usable Past”: A Historical Contextual Approach to Administrative Values (2009) (26)
The Design and Practice of Integrating Evidence: Connecting Performance Management with Program Evaluation (2017) (24)
The Suspect Handmaiden: The Evolution of Politics and Administration in the American State (2010) (23)
Human Capital and Administrative Burden: The Role of Cognitive Resources in Citizen-State Interactions (2019) (22)
Behavioral Public Performance (2020) (22)
The Complicated Partisan Effects of State Election Laws (2017) (22)
Why Reforms do not Always Have to “Work” to Succeed (2002) (21)
Romanticizing bureaucratic leadership? The politics of how elected officials attribute responsibility for performance (2017) (21)
Trump’s (mis)management of the COVID-19 pandemic in the US (2021) (20)
Public management in North America (2008) (20)
Early Voting and Election Day Registration in the Trenches: Local Officials' Perceptions of Election Reform (2011) (19)
The Promises and Paradoxes of Performance‐Based Bureaucracy (2010) (18)
Rising to Ostrom’s challenge: an invitation to walk on the bright side of public governance and public service (2021) (16)
Burdens, Sludge, Ordeals, Red tape, Oh My!: A User's Guide to the Study of Frictions (2021) (16)
Managing for Results in an Impossible Job: Solution or Symbol? Abstract (2005) (16)
The Politics Measurement Makes: Performance Management in the Obama Era (2010) (16)
Protection Versus Flexibility: The Civil Service Reform Act, Competing Administrative Doctrines, and the Roots of Contemporary Public Management Debate (2004) (15)
Selection Method, Partisanship, and the Administration of Elections (2013) (15)
A Life Worth Living: Evidence on the Relationship Between Prosocial Values and Happiness (2015) (15)
The Unequal Distribution of Opportunity: A National Audit Study of Bureaucratic Discrimination in Primary School Access (2020) (15)
Why Do Policymakers Support Administrative Burdens? The Roles of Deservingness, Political Ideology, and Personal Experience (2020) (15)
Motivated reasoning and policy information: politicians are more resistant to debiasing interventions than the general public (2020) (14)
What Makes Hierarchical Networks Succeed? Evidence from Hurricane Katrina (2006) (14)
Political use of performance data (2016) (14)
Dysfunction by Design: Trumpism as Administrative Doctrine (2020) (13)
Public Service Reform and the New Security Agenda (2002) (13)
E-Voting in the United States (2007) (13)
Advancing the Empirical Study of Performance Management: What we Learned from the Program Assessment Rating Tool (2013) (12)
Managerial use of performance data by bureaucrats and politicians (2017) (11)
Administrative Burdens in Health Policy (2020) (11)
How Do Socially Distinctive Newcomers Fare? Evidence from a Field Experiment (2018) (11)
Public Service Performance: Bureaucratic red tape and organizational performance: Testing the moderating role of culture and political support (2006) (10)
How to foster collaborative performance management? Key factors in the US federal agencies (2019) (10)
Formal and informal institutions in public administration (2008) (10)
Public Management for Populists: Trump’s Schedule F Executive Order and the Future of the Civil Service (2021) (9)
Administrative Reform, Ideology, and Bureaucratic Effort: Performance Management in the Bush Era (Withdrawn by Author 4/3/12) (WITHDRAWN) (2012) (9)
Towards Positive Public Administration: A Manifesto (2019) (9)
The New Architecture of State Government Administration: Key Questions and Preliminary Answers (2009) (8)
A central agency is crucial for disaster response (2013) (8)
The Empirical Implications of Theoretical Models: A Description of the Method and an Application to the Study of Performance Management Implementation (2013) (8)
Tackling the Performance Regime Paradox: A Problem‐Solving Approach Engages Professional Goal‐Based Learning (2019) (8)
Tools of Control? Comparing Congressional and Presidential Performance Management Reforms (2020) (8)
Your Face is Your Fortune: Does Adolescent Attractiveness Predict Intimate Relationships Later in Life? (2015) (8)
Populism and the Deep State: The Attack on Public Service Under Trump (2020) (8)
Public Management and Performance: Budgets and financial management (2010) (7)
Civil service and administrative reform in the United States (2004) (7)
The Effects and Costs of Early Voting, Election Day Registration, and Same Day Registration in the 2008 Elections (2009) (7)
The Policy Views of Partisan Election Officials (2013) (7)
What Is the Future of Studying Elections? Making the Case for a New Approach (2005) (7)
Performance-Based Budgeting : Beyond Rhetoric (2003) (6)
Stability not change: Improving frontline employee motivation through organizational reform is harder than it looks (2020) (6)
Personality and Public Administration: Policymaker Tolerance of Administrative Burdens in Welfare Services (2021) (6)
Rethinking and Expanding the Study of Administrative Rules: Report of the 2010 Red Tape Research Workshop (2010) (5)
Education, early life, and political participation: New evidence from a sibling model (2020) (5)
Identifying the Antecedents to Government Performance: Implications for Human Resource Management (2012) (5)
Collaboration amid Crisis: The Department of Defense during Hurricane Katrina (2015) (5)
What Happens at the Polling Place: Using Administrative Data to Look Inside Elections (2017) (5)
The Case for Counter-Cyclical Fiscal Capacity (2007) (4)
Core Concepts and Key Ideas for Understanding Public Sector Organizational Networks : Using Research to Inform (2012) (4)
Leadership and Reform: Mapping the Causal Pathways of Performance Information Use (2009) (4)
La Follette School of Public Affairs (2005) (4)
Motivated Reasoning and Blame: Responses to Performance Framing and Outgroup Triggers during COVID-19 (2020) (3)
What Can Baseball Teach Us about Performance Management (2006) (3)
Crisis Management Policy and Hierarchical Networks (2005) (3)
How Leaders Respond to Diversity: The Moderating Role of Culture on Performance Information Use (2015) (3)
The Impact of Managing for Results Mandates in Corrections: Lessons From Three States (2005) (3)
Creating a Performance-Driven Federal Government (2012) (3)
Commentary: Mapping a More Specialized Public Administration (2017) (3)
Delegitimization, Deconstruction and Control: Undermining the Administrative State (2022) (3)
Does Managerial Use of Performance Information Matter to Organizational Outcomes? (2021) (2)
Trump's (mis)management of the COVID-19 pandemic in the US (2022) (2)
A Heckuva Job: How Management Failures Doomed the Bush Administration (2008) (2)
Public Policies, Citizenship Outcomes and the Implications for Performance Measurement: An Analysis of the Program Assessment Rating Tool (2006) (2)
The Big Question for Performance Management: Explaining Performance Information Use (2009) (2)
Health in Citizen‐State Interactions: How Physical and Mental Health Problems Shape Experiences of Administrative Burden and Reduce Take‐Up (2022) (2)
Election Officials: How Selection Methods Shape Their Policy Preferences and Affect Voter Turnout (2010) (1)
Pursuing rationality in public management: Managing for results in United States state governments (2002) (1)
Public Management by the Book (2006) (1)
The Turnout Effects of Early Voting , Election Day Registration , and Same Day Registration in the 2008 Presidential Election (2009) (1)
Tackling the Performance Regime Paradox: A Problem-Solving Approach Engages Professional Goal-Based Learning (2019) (1)
Learning Under Uncertainty: Networks in Emergency Management (2005) (1)
A Crisis of Authority? A Conversation with Alasdair Roberts about the Bush Years (2008) (1)
Matching to Categories: Learning and Compliance Costs in Administrative Processes (2023) (1)
A Life Worth Living: Public Employment, Desire to Help Others, and Happiness (2011) (1)
Erratum to: Kafka’s Bureaucracy: Immigration Administrative Burdens in the Trump Era (2022) (0)
Th e Administrators of Democracy : A Research Note on Local Election Offi cials (2008) (0)
State Government: Managing for Results (2020) (0)
When blame avoidance backfires: Responses to performance framing and outgroup scapegoating during the COVID‐19 pandemic (2022) (0)
Public Administration Performance Management Survey (2015) (0)
The Big Question for Performance Management: Empirical Evidence on Performance Information Used Among Local Government Officials (2008) (0)
How do Elected Officials Assign Responsibility for Performance? The Role of Leadership Attribution Bias (2015) (0)
Performance Management Systems: Federal Government (2020) (0)
Of ‘Welfare Queens’ and ‘Poor Carinas’: Social Constructions, Deservingness Messaging and the Mental Health of Welfare Clients (2022) (0)
Your Face is Your Fortune: Does Adolescent Attractiveness Predict Intimate Relationships Later in Life? (2017) (0)
Challenges for goal-based learning in public investments : A behavioural perspective on performation information use 31 March 2017 (2018) (0)
Between Policy and Management: Common Ground and Shared Opportunities (2014) (0)
What Happens at the Polling Place A Preliminary Analysis of Incidents in the November 2008 General Election (2011) (0)
Your Face is Your Fortune: Does Adolescent Attractiveness Predict Marriage and Sexual Activity Later in Life? (2014) (0)
Reducing Health-Care Associated Infections: An Organizational How-To Guide (2011) (0)
Applying the Results (2016) (0)
The Politics of Public Management: Theories and Contemporary Studies (2013) (0)
Performance Management Under George W. Bush (2008) (0)
Book Review (2009) (0)
Conclusion: Operational Lessons and Key Questions (2016) (0)
How Diversity and Task Interdependence Facilitates Social Categorization and Problem Solving (2015) (0)
'Our Usable Past': A Historical Contextual Approach to Administrative Values (2009) (0)
State Government Adoption of "Managing for Results" Reforms (2007) (0)
MINNOWBROOK III: A SPECIAL ISSUE Performance Regimes Amidst Governance Complexity (2011) (0)
Innumeracy in a World of Numbers (2010) (0)
Performance Funding in Higher Education: Exploring Perceptions of Accountability Policies (2012) (0)
Do Managerial Practices Improve Performance (2019) (0)
Health care administrative burdens: Centering patient experiences. (2021) (0)
Self-harm and accident and emergency (A & E) (2019) (0)
Applying behaviouralscience to performance management (2021) (0)
Improving Performance and Accountability Systems (2018) (0)
Citizen Participation and Digital Town Hall Meeting (2008) (0)
“Poor Carina” and “Lazy Robert”: Social Constructions and the Mental Health of Welfare Clients (2019) (0)
Issue Reprioritization Amidst Performance Ambiguity: How Politician’s’ Public-Private Preferences Overwhelm Goal Preferences (2017) (0)
Book reviews (2007) (0)
How difficult should it be? Evidence of burden tolerance from a nationally representative sample (2022) (0)
Exploring Connections between Performance Reforms and Politics (2019) (0)
The Problems of Complex Systems : Natural Accident Theory and the Computer Security Perspective (2004) (0)
Biases and Governing: Experimental Evidence from Elected Officials Use of Performance Data (2015) (0)
Natural Disaster Analysis after Hurricane Katrina: Risk Assessment, Economic Impacts and Social Implications by Harry W. Richardson, Peter Gordon, and James E. Moore II (eds.) (2009) (0)
Administrative Burden Symposium: Introduction – Are we ‘administering inequality’ through our welfare systems? (2021) (0)
Behavior and Burdens (2022) (0)
Burdens, Sludge, Ordeals, Red Tape, Oh My! A User’s Guide to the Study of Frictions (2020) (0)
Status and Power : Th e Principal Inputs to Infl uence for Public Managers (2014) (0)
Day-to-Day Difficulties (2016) (0)
How Can Scholars Help to Embed Institutions of Public-Sector Change? (Or Things I Wish I’d Known When I Was a Grad Student) (2022) (0)

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