1. Introduction. Experiments in public management research Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin; 2. A systematic review of experimental studies in public management journals Huafang Li and Gregg G. Van Ryzin; 3. Experiments and the classical roots of public administration: comments on the potential utility of experiments for contemporary public management Kenneth Meier and Kendall Funk; 4. Causal inference and the design and analysis of experiments Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin; 5. Field experiments in public management Oliver James, Peter John and Alice Moseley; 6. Survey experiments for public management research Sebastian R. Jilke and Gregg G. Van Ryzin; 7. Laboratory experiments: their potential for public management research Markus Tepe and Christine Prokop; 8. Work motivation Nicola Belle and Paola Cantarelli; 9. Experimenting with leadership in public organisations Lotte Andersen, Louise Bro, Anne Bøllingtoft and Jacob Ladenburg; 10. Prospects for experimental approaches to research on bureaucratic red tape Sanjay Pandey, Sheela Pandey and Gregg G. Van Ryzin; 11. Managerial use of performance data by bureaucrats and politicians Donald Moynihan, Poul Nielsen and Alexander Kroll; 12. Citizens and public performance measures: making sense of performance information Oliver James and Asmus Olsen; 13. Public sector transparency Stephan Grimmelikhuijsen, Ulrike Weske, Robin Bouwman and Lars Tummers; 14. Representative bureaucracy: an experimental approach Gregg G. Van Ryzin and Norma Riccucci; 15. Coproduction of public services Simon Andersen, Morten Jakobsen, Søren Serritzlew and Mette Thomsen; 16. Expectations and satisfaction with public services Jue Young Mok, Oliver James and Gregg G. Van Ryzin; 17. Citizen and users' responses to public service failure: experimentation about blame, exit and voice Oliver James and Sebastian R. Jilke; 18. Assessing public support for government policy: comparing experimental and attitudinal approaches Scott Robinson, James Stoutenborough and Arnold Vedlitz; 19. Legislative oversight of the bureaucracy: insights from formal modeling and experimental testing Susumu Shikano, Michael Stoffel and Markus Tepe; 20. Experimental research for nonprofit management: charitable giving and fundraising Mirae Kim, Dyana Mason and Huafang Li; 21. Replication of experimental research: implications for the study of public management Richard Walker, M. Jin Lee and Oliver James; 22. The experimental turn in public management: how methodological preferences drive substantive choices Steven Van de Walle; 23. Changing how government works: the transformative potential of an experimental public management Peter John; 24. Conclusions. Towards an experimental public management? Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin.
1. Introduction. Experiments in public management research Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin; 2. A systematic review of experimental studies in public management journals Huafang Li and Gregg G. Van Ryzin; 3. Experiments and the classical roots of public administration: comments on the potential utility of experiments for contemporary public management Kenneth Meier and Kendall Funk; 4. Causal inference and the design and analysis of experiments Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin; 5. Field experiments in public management Oliver James, Peter John and Alice Moseley; 6. Survey experiments for public management research Sebastian R. Jilke and Gregg G. Van Ryzin; 7. Laboratory experiments: their potential for public management research Markus Tepe and Christine Prokop; 8. Work motivation Nicola Belle and Paola Cantarelli; 9. Experimenting with leadership in public organisations Lotte Andersen, Louise Bro, Anne Bøllingtoft and Jacob Ladenburg; 10. Prospects for experimental approaches to research on bureaucratic red tape Sanjay Pandey, Sheela Pandey and Gregg G. Van Ryzin; 11. Managerial use of performance data by bureaucrats and politicians Donald Moynihan, Poul Nielsen and Alexander Kroll; 12. Citizens and public performance measures: making sense of performance information Oliver James and Asmus Olsen; 13. Public sector transparency Stephan Grimmelikhuijsen, Ulrike Weske, Robin Bouwman and Lars Tummers; 14. Representative bureaucracy: an experimental approach Gregg G. Van Ryzin and Norma Riccucci; 15. Coproduction of public services Simon Andersen, Morten Jakobsen, Søren Serritzlew and Mette Thomsen; 16. Expectations and satisfaction with public services Jue Young Mok, Oliver James and Gregg G. Van Ryzin; 17. Citizen and users' responses to public service failure: experimentation about blame, exit and voice Oliver James and Sebastian R. Jilke; 18. Assessing public support for government policy: comparing experimental and attitudinal approaches Scott Robinson, James Stoutenborough and Arnold Vedlitz; 19. Legislative oversight of the bureaucracy: insights from formal modeling and experimental testing Susumu Shikano, Michael Stoffel and Markus Tepe; 20. Experimental research for nonprofit management: charitable giving and fundraising Mirae Kim, Dyana Mason and Huafang Li; 21. Replication of experimental research: implications for the study of public management Richard Walker, M. Jin Lee and Oliver James; 22. The experimental turn in public management: how methodological preferences drive substantive choices Steven Van de Walle; 23. Changing how government works: the transformative potential of an experimental public management Peter John; 24. Conclusions. Towards an experimental public management? Oliver James, Sebastian R. Jilke and Gregg G. Van Ryzin.
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