Publications
Books
James, O., Jilke, S. and Van Ryzin, G.G. (eds) (2017) Experimental Research in Public Management, Cambridge, Cambridge University Press.
with Hood C, Peters B, Scott C, Controlling Modern Government: Variety, Commonality and Change, Cheltenham, Edward Elgar, 2004.
James, O. (2013) The Executive Agency Revolution in Whitehall: Public Interest versus Bureau-shaping Perspectives, Palgrave Macmillan, 2003.
with Hood C, Scott C, Travers T, Jones GW, Regulation inside Government, Oxford University Press, 1999.
Journal articles
James, O., Jilke S., Petersen, S. & S. Van de Walle (2016): Citizens’ Blame of Politicians for Public Service Failure: Experimental Evidence about Blame Reduction through Delegation and Contracting, Public Administration Review, 76(1): 83-93.
Fernandez-Guiterrez, M. , James, O. and S. Jilke (2016): Competition and Switching in Public Service Markets: Can They Reduce Inequalities? Regulation & Governance, in press
with Petrovsky N, Boyne GA, New leaders’ managerial background and the performance of public organizations: The theory of publicness fit, Journal of Public Administration Research and Theory, vol. 25, no. 1, 2015, 217-236
with Nakamura A, Shared performance targets for the horizontal coordination of public organizations: control theory and departmentalism in the United Kingdom’s Public Service Agreement system, International Review of Administrative Sciences, vol. 81, no. 2, 2015, 392-411
with Moseley A, Does performance information about public services affect citizens’ perceptions, satisfaction, and voice behaviour? Field experiments with absolute and relative performance information, Public Administration, vol. 92, no. 2, 2014, 493-511
Performance Measures and Democracy: Information Effects on Citizens in Field and Laboratory Experiments, JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY, vol. 21, no. 3, 2011, 399-418
CITIZENS’ EXPECTATIONS OF PUBLIC SERVICE PERFORMANCE: EVIDENCE FROM OBSERVATION AND EXPERIMENTATION IN LOCAL GOVERNMENT, Public Administration, vol. 89, Blackwell, 2011
with Boyne G, John P, Petrovsky N, LEADERSHIP SUCCESSION AND ORGANIZATIONAL SUCCESS: WHEN DO NEW CHIEF EXECUTIVES MAKE A DIFFERENCE, Public Money and Management, vol. 31, no. 5, Routledge, 2011
MANAGING CITIZENS’ EXPECTATIONS OF PUBLIC SERVICE PERFORMANCE: EVIDENCE FROM OBSERVATION AND EXPERIMENTATION IN LOCAL GOVERNMENT, PUBLIC ADMINISTRATION, vol. 89, no. 4, 2011, 1419-1435
with Wilson D, Standards of evidence in the comparison of public service performance, Evaluation, no. 1, Sage, 2010, 5-12
with Boyne GA, John P, Petrovsky N, Does public service performance affect top management turnover?, Journal of Public Administration Research and Theory, vol. 20, no. SUPPL. 2, 2010, i261-i279
with Wilson D, Introduction: Evidence from the comparison of public service performance, Evaluation, vol. 16, no. 1, 2010, 5-12
with Boyne GA, John P, Petrovsky N, DOES POLITICAL CHANGE AFFECT SENIOR MANAGEMENT TURNOVER? AN EMPIRICAL ANALYSIS OF TOP-TIER LOCAL AUTHORITIES IN ENGLAND, PUBLIC ADMINISTRATION, vol. 88, no. 1, 2010, 136-153
with Boyne G, John P, Petrovsky N, Does Political Change Affect Senior Management Turnover? An Empirical Analysis of Top-tier Local Authorities in England, Public Administration, vol. 86, Wiley, 2009
Evaluating the Expectations Disconfirmation and Expectations Anchoring Approaches to Citizen Satisfaction with Local Public Services, Journal of Public Administration Research and Theory, vol. 19, no. 1, Oxford University Press, 2009, 107-124
with Boyne GA, John P, Petrovsky N, Democracy and government performance: holding incumbents accountable in English local governments, Journal of Politics, vol. 71, no. 4, Cambridge University Press, 2009
with Moseley A, Central State Steering of Local Collaboration: Assessing the Impact of Tools of Meta-governance in Homelessness Services in England, Public Organization Review, vol. 8, no. 2, 2008, 117-136
with John P, Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments, Journal of Public Administration Research and Theory, vol. 17, no. 4, 2007, 567-580
with Dunlop CA, Principal-Agent Modelling and Learning: The European Commission, Experts and Agricultural Hormone Growth Promoters, Public Policy and Administration, vol. 22, no. 4, 2007, 403-422
with Boin A, Lodge M, ‘The New Public Management ‘Revolution’ in Political Control of the Public Sector: Promises and Outcomes in Three European Prison Systems’, Public Policy and Administration, vol. 21, no. 2, 2006, 81-100
with Boyne GA, John P, Petrovsky N, Executive succession in English local government, Public Money and Management, vol. 28, no. 5, 2008, 267-274
The rise of regulation of the public sector in the United Kingdom, Sociologie du Travail, vol. 47, no. 3, 2005, 323-339
with Hood C, Jones G, Scott C, Travers T, Regulation inside government: Where new public management meets the audit explosion, Public Money and Management, vol. 18, no. 2, 1998, 61-68
with Parry R, Hood C, Reinventing the treasury: Economic rationalism or an econocrat’s fallacy of control?, Public Administration, vol. 75, no. 3, 1997, 395-415
Chapters
James, Oliver, Moseley, Alice, Petrovsky, Nicolai and Boyne, George. 2012. “United Kingdom”, in Government Agencies: Practices and Lessons from 30 Countries. Basingstoke: Palgrave Macmillan.
James, O. (2011) ‘The Central State’, in The Oxford Handbook of British Politics, Oxford, Oxford University Press.
with Boyne G, John P, Petrovsky N, ‘What if public management reform actually works? The paradoxical success of performance management in English local government’, in Paradoxes of Modernization: Unintended Consequences of Public Policy Reform, Cambridge University Press
with Boyne G, Petrovsky N, John P, Change at the top: connecting political and managerial transitions with performance, in Walsh et al K (eds) Connecting Knowledge and Performance in Public Services: From Knowing to Doing, Cambridge University Press
with Van Thiel S, Structural devolution to agencies, in Christensen T, Legreid P (eds) The Ashgate Research Companion to New Public, Ashgate
The British Central State, in The Oxford Handbook of British Politics, Oxford University Press
Beyond the ‘New Public Management’: Regulated Partnerships in Britain, in Halligan J, Wilks S (eds) Reforming Public and Corporate Governance, 2002: Edward Elgar
Prisons: Varying Oversight and Mutuality, Much Tinkering, Limited Control, in Controlling Modern Government: Variety, Commonality and Change, Edward Elgar, 2004
US Federal Prisons: Bureau Family Mutuality in the Government of Strangers, in Controlling Modern Government: Variety, Commonality and Change, Edward Elgar, 2004
and Wales: Combining Oversight with Public-private Competition, in Controlling Modern Government: Variety, Commonality and Change, Edward Elgar, 2004
Executive Agencies and Joined-up Government in the UK, in Unbundled Government: A Critical Analysis of the Global Trend to Agencies, Quangos and Contractorisation, Edward Elgar, 2003
Executive Agencies and Joined-up Government in the UK, in Unbundled Government: A Critical Analysis of the Global Trend to Agencies, Quangos and Contractorisation, Edward Elgar, 2003
Executive Agencies and ‘Modernising Government”, in Modernising Government, Edward Elgar, 2003
‘Executive Agencies and Joined-up Government in the UK’, in Pollitt C, Talbot C (eds) Unbundled Government: A Critical Analysis of the Global Trend to Agencies, Quangos and Contractorisation, London: Routledge, 2003
‘Executive Agencies and ‘Modernising Government: ‘Regulated Partnerships in Britain’, in Ahn B, Halligan J, Wilks S (eds) Reforming Public and Corporate Governance, Cheltenham: Edward Elgar, 2002, 61-82
Bureaucratic Gamekeeping: Regulation of UK Public Administration 1976-96, in Transforming British Government Vol 1, , 2000
with Hood C, The Central Executive, in DEvelopments in British Politics 5, Macmillan, 1997