| It All Depends, But on What? Testing Contingency in Public Strategic Implementation D Mitchell Public Performance & Management Review 42 (4), 783-807, 2019 | 25 | 2019 |
| To monitor or intervene? City managers and the implementation of strategic initiatives D Mitchell Public Administration 96 (1), 200-217, 2018 | 25 | 2018 |
| Currents and Undercurrents in Budgeting Theory: Exploring the Swirls, Heading upstream D Mitchell, K Thurmaier Foundations of Public Administration, 192-211, 2016 | 21* | 2016 |
| Strategic Implementation: An Illustration of Theory/Practice Disconnect in Public Administration D Mitchell Public Administration Quarterly 42 (1), 59-89, 2018 | 17* | 2018 |
| (Re) Defining the Disarticulated Municipality: Budget Accountability for Networked Governance D Mitchell, K Thurmaier Public Budgeting & Finance 36 (1), 47-67, 2016 | 16* | 2016 |
| Bought in? The contingent effect of stakeholder support upon strategic implementation success in American municipalities D Mitchell Public Management Review 24 (5), 773-798, 2022 | 14 | 2022 |
| Planning for change: Incorporating contextual implementation design into strategic planning D Mitchell, SE Larson, C Colantonio, C Nguyen State and local government review 50 (2), 110-118, 2018 | 14 | 2018 |
| Toward a theory of public strategic implementation D Mitchell Governance and Management Review 5 (1), 17-37, 2020 | 8 | 2020 |
| Accountability in Public Management Networks: An Analysis of Cost Monitoring in Chicago Municipal Networks D Mitchell, ZT Mohr International Journal of Public Administration 42 (11), 961-973, 2019 | 8* | 2019 |
| Turning dreams into reality: Examining strategic implementation in US municipalities D Mitchell Northern Illinois University, 2014 | 7 | 2014 |
| Put your money where your mouth is: The influence of designated funding upon strategic implementation in US municipalities D Mitchell, D Kanaan, S Stoeckel Public Administration Quarterly 45 (1), 29-50, 2021 | 6 | 2021 |
| Learning from the Joneses: The professional learning effect of regional councils of government on municipal fiscal slack in suburban Chicago D Mitchell, W Davis, R Hendrick Public Budgeting & Finance 41 (2), 3-21, 2021 | 5 | 2021 |
| A reflection of changing priorities? The reallocative impact of priority‐based budgeting in US municipalities D Mitchell, SE Larson, T Henley, A Spranger, S Myser Public Budgeting & Finance 42 (3), 3-22, 2022 | 3 | 2022 |
| Transforming plans into community impact: Strategic planning as service-learning in public and nonprofit administration graduate programs D Mitchell, G Buckingham Teaching Public Administration 39 (1), 9-25, 2021 | 3 | 2021 |
| Who Has Turned the Project Management Lights On? A Comparative Analysis of Transportation and Information Technology in US State Governments. A Grandage, D Mitchell Public Budgeting & Finance 43 (3), 21-38, 2023 | 2 | 2023 |
| Adding insult to injury: The fiscal impact of a failed FEMA disaster reimbursement system upon Florida municipalities. D Mitchell, C Knox Journal of Emergency Management 19 (2), 117-129, 2021 | 2 | 2021 |
| Establishing an agenda for public budgeting and finance research B McDonald, S Larson, C Maher, S Kavanagh, K Hunter, C Goodman, ... Public Finance Journal 1 (1), 9-28, 2024 | 1 | 2024 |
| Priority‐based budgeting: An honest broker among municipal functions? D Mitchell Public Budgeting & Finance 43 (1), 21-37, 2023 | 1 | 2023 |
| Councils, Managers... and Consultants? Management Consulting and Complementarity in Municipal Strategy Implementation D Mitchell Administration & Society 55 (1), 64-92, 2023 | 1 | 2023 |
| Retiring the Golden Hammer: Identifying Situational Practices for Public Strategy Implementation D Mitchell, D Kanaan, S Stoeckel, S Myser Journal of Public and Nonprofit Affairs 7 (3), 343-368, 2021 | 1 | 2021 |
Kurt ThurmaierNorthern Illinois University, School of Public & Global Affairs, Dept of Public AdministrationVerified email at niu.edu
