| Changing institutional logics and executive identities: A managerial challenge to public administration in Austria RE Meyer, G Hammerschmid American behavioral scientist 49 (7), 1000-1014, 2006 | 597 | 2006 |
| Of Bureaucrats and Passionate Public Managers: Institutional Logics, Executive Identities, and Public Service Motivation R Meyer, I Egger-Peitler, M Höllerer, G Hammerschmid Public Administration, 26pp., 2012 | 335 | 2012 |
| Review Essay: The Impact of the New Public Management: Challenges for Coordination and Cohesion in European Public Sectors G Hammerschmid, S Van de Walle Halduskultuur-Administrative Culture, 190, 2011 | 270* | 2011 |
| Public Administration Reforms in Europe: The View from the Top G Hammerschmid, S van de Walle, R Andres, P Bezes Edward Elgar, 2016 | 197 | 2016 |
| Public Management Reform as an Identity Project R Meyer, G Hammerschmid Public Sector Reform, 2014 | 160* | 2014 |
| Public Management Reform: An Identity Project R Meyer, G Hammerschmid Public Policy and Administration 21 (1), 99-115, 2006 | 160 | 2006 |
| A comparative overview of public administration characteristics and performance in EU28 N Thijs, G Hammerschmid, E Palaric European Commission, Brussels, 2017 | 150 | 2017 |
| The degree of decentralization and individual decision making in central government human resource management: A European comparative perspective RE Meyer, G Hammerschmid Public Administration 88 (2), 455-478, 2010 | 150 | 2010 |
| New Public Management reforms in Europe and their effects: findings from a 20-country top executive survey G Hammerschmid, S Van de Walle, A Rhys, AMS Mostafa International Review of Administrative Sciences, 2018 | 142 | 2018 |
| New public management in Austria: Local Variation on a Global Theme? G Hammerschmid, RE Meyer Public Administration 83 (3), 709-733, 2005 | 135 | 2005 |
| Internal and external use of performance information in public organizations: results from an international survey G Hammerschmid, S Van de Walle, V Stimac Public Money & Management 33 (4), 261-268, 2013 | 126 | 2013 |
| Mikroperspektive. Die Rolle der Akteure R Meyer, G Hammerschmid Senge, K./Hellmann, K.-U.(Hg.): Einführung in den Neo-Institutionalismus …, 2006 | 111* | 2006 |
| Theorizing contemporary public management: international and comparative perspectives R Ashworth, E Ferlie, G Hammerschmid, MJ Moon, T Reay British Journal of Management 24, S1-S17, 2013 | 97 | 2013 |
| More delegation, more political control? Politicization of senior-level appointments in 18 European countries T Bach, G Hammerschmid, L Löffler Public Policy and Administration 35 (1), 3-23, 2020 | 86 | 2020 |
| Institutions or contingencies? A cross‐country analysis of management tool use by public sector executives B George, S Van de Walle, G Hammerschmid Public Administration Review 79 (3), 330-342, 2019 | 82 | 2019 |
| Contextualizing influence activities: An objective hermeneutical approach M Lueger, K Sandner, R Meyer, G Hammerschmid Organization Studies 26 (8), 1145-1168, 2005 | 69 | 2005 |
| Das Konzept der Public Service Motivation G Hammerschmid, R Meyer, I Egger-Peitler Handbuch zur Verwaltungsreform, 349-356, 2010 | 61* | 2010 |
| Administrative tradition and management reforms: A comparison of agency chief executive accountability in four Continental Rechtsstaat countries T Bach, S van Thiel, G Hammerschmid, R Steiner Public Management Review 19 (6), 765-784, 2017 | 53 | 2017 |
| Decentralisation and accountability as focus of public administration modernisation C Demmke, G Hammerschmid, R Meyer EIPA. Wien, Austrian Federal Chancellery, 2006 | 51 | 2006 |
| COCOPS executive survey on public sector reform in Europe: Research report G Hammerschmid, A Oprisor, V Štimac COCOPS Work Package 3, 2013 | 45 | 2013 |
