| New development: COVID-19 as an accelerator of digital transformation in public service delivery D Agostino, M Arnaboldi, MD Lema Public Money & Management 41 (1), 69-72, 2021 | 440 | 2021 |
| Italian state museums during the COVID-19 crisis: from onsite closure to online openness D Agostino, M Arnaboldi, A Lampis Museum Management and Curatorship 35 (4), 362-372, 2020 | 318 | 2020 |
| Using social media to engage citizens: A study of Italian municipalities D Agostino Public relations review 39 (3), 232-234, 2013 | 279 | 2013 |
| A measurement framework for assessing the contribution of social media to public engagement: An empirical analysis on Facebook D Agostino, M Arnaboldi Public Management Review 18 (9), 1289-1307, 2016 | 203 | 2016 |
| Digitalization, accounting and accountability: A literature review and reflections on future research in public services D Agostino, I Saliterer, I Steccolini Financial Accountability & Management 38 (2), 152-176, 2022 | 151 | 2022 |
| Design issues in Balanced Scorecards: The “what” and “how” of control D Agostino, M Arnaboldi European Management Journal 30 (4), 327-339, 2012 | 111 | 2012 |
| A performance measurement system to quantify the contribution of social media: new requirements for metrics and methods D Agostino, Y Sidorova Measuring Business Excellence 20 (2), 38-51, 2016 | 97 | 2016 |
| How social media reshapes action on distant customers: some empirical evidence D Agostino, Y Sidorova Accounting, Auditing & Accountability Journal 30 (4), 777-794, 2017 | 79 | 2017 |
| How to quantify social media influencers: An empirical application at the Teatro alla Scala A Deborah, A Michela, C Anna Heliyon 5 (5), 2019 | 76 | 2019 |
| Developing a performance measurement system for public research centres D Agostino, M Arena, G Azzone, M Dal Molin, C Masella International Journal of Business Science & Applied Management (IJBSAM) 7 (1 …, 2012 | 58 | 2012 |
| How the BSC implementation process shapes its outcome D Agostino, M Arnaboldi International Journal of Productivity and Performance Management 60 (2), 99-114, 2011 | 58 | 2011 |
| Social media data used in the measurement of public services effectiveness: Empirical evidence from Twitter in higher education institutions D Agostino, M Arnaboldi Public Policy and Administration 32 (4), 296-322, 2017 | 51 | 2017 |
| A measurement framework for assessing the digital transformation of cultural institutions: the Italian case D Agostino, C Costantini Meditari Accountancy Research 30 (4), 1141-1168, 2022 | 38 | 2022 |
| The New Public Management in hybrid settings: New challenges for performance measures D Agostino, M Arnaboldi International Review of Public Administration 20 (4), 353-369, 2015 | 37 | 2015 |
| Humanized museums? How digital technologies become relational tools C Marini, D Agostino Museum Management and Curatorship 37 (6), 598-615, 2022 | 36 | 2022 |
| From preservation to entertainment: Accounting for the transformation of participation in Italian state museums D Agostino, M Arnaboldi Accounting History 26 (1), 102-122, 2021 | 36 | 2021 |
| Performance measurement systems in public service networks. The what, who, and how of control D Agostino, M Arnaboldi Financial Accountability & Management 34 (2), 103-116, 2018 | 34 | 2018 |
| Rational and ritualistic use of key performance indicators in hybrid organizations D Agostino, M Arnaboldi Public money & management 37 (6), 409-416, 2017 | 33 | 2017 |
| Accounting and accountability for the digital transformation of public services D Agostino, E Bracci, I Steccolini Financial Accountability & Management 38 (2), 145-151, 2022 | 32 | 2022 |
| How performance measurement systems support managerial actions in networks: Evidence from an Italian case study D Agostino, M Arnaboldi Public Organization Review 15, 117-137, 2015 | 30 | 2015 |
