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There’s More to Policy Than Alignment
16 references·0 citing·36 second hop
There’s More to Policy Than Alignment (2013)There’s More to Policy Than AlignmentFostering Innovation in Public Services (2010)Fostering Innovation in Publi…Using evidenceHow research can inform public services (2007)Using evidenceHow research ca…Think tanks, public policy, and the politics of expertise (2004)Think tanks, public policy, a…Governing by Network: The New Shape of the Public Sector (2004)Governing by Network: The New…The Extent and Determinants of the Utilization of University Research in Government Agencies (2003)The Extent and Determinants o…Utilization of social science research knowledge in Canada (2001)Utilization of social science…Organizational Slack and Response to Environmental Shifts: The Impact of Resource Allocation Patterns (1997)Organizational Slack and Resp…The rise and fall of strategic planning: reconceiving roles for planning, plans, planners (1994)The rise and fall of strategi…Networks and Organizations: Structure, Form, and Action. (1994)Networks and Organizations: S…Loosely Coupled Systems: A Reconceptualization (1990)Loosely Coupled Systems: A Re…Decisions and Organizations (1988)Decisions and OrganizationsGroup politics and public policy (1986)Group politics and public pol…Information in Organizations as Signal and Symbol (1981)Information in Organizations …Knowledge Creep and Decision Accretion (1980)Knowledge Creep and Decision …A Garbage Can Model of Organizational Choice (1972)A Garbage Can Model of Organi…Mixed-Scanning: A "Third" Approach to Decision-Making (1967)Mixed-Scanning: A "Third" App…Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. (1964)Organizational Information Requirements, Media Richness and Structural Design (1986)A Dynamic Theory of Organizational Knowledge Creation (1994)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Markets and Hierarchies: Analysis and Antitrust Implications. (1976)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Social Psychology of Organizations. (1979)Making knowledge the basis of a dynamic theory of the firm (1996)SOCIAL CAPITAL AND VALUE CREATION: THE ROLE OF INTRAFIRM NETWORKS. (1998)Knowledge and Organization: A Social-Practice Perspective (2001)The Social Construction of Reality: A Treatise in the Sociology of Knowledge. (1967)Ambiguity and Choice in Organizations. (1977)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1 (2005)Developing relationships in business networks (1995)World Society and the Nation‐State (1997)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)Collaboration and Leadership for Effective Emergency Management (2006)Disaster Governance: Social, Political, and Economic Dimensions (2012)Wicked Problems in Public Policy (2023)Policy analytical capacity and evidence‐based policy‐making: Lessons from Canada (2009)Wicked Problems (2013)What are shared and social values of ecosystems? (2015)Internet paradox: A social technology that reduces social involvement and psychological well-being? (1998)Social Capital: Prospects for a New Concept (2002)Social media? Get serious! Understanding the functional building blocks of social media (2011)Factors Affecting the Use of Market Research Information: A Path Analysis (1982)Small wins: Redefining the scale of social problems. (1984)Scientific Research in Education (2002)Developing a Process Model of Problem Recognition (1986)Working in Practice But Not in Theory: Theoretical Challenges of “High-Reliability Organizations” (1991)Governing Climate Change (2018)Cycles of organizational change (1992)Role Expectations and Middle Manager Strategic Agency (2007)Approved for Public Release; Distribution is Unlimited (2008)
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References

  • 1972A Garbage Can Model of Organizational Choice7,956 cited
  • 1994Networks and Organizations: Structure, Form, and Action.3,219 cited
  • 1990Loosely Coupled Systems: A Reconceptualization2,441 cited
  • 1981Information in Organizations as Signal and Symbol1,723 cited
  • 2007Using evidenceHow research can inform public services1,335 cited
  • 1967Mixed-Scanning: A "Third" Approach to Decision-Making897 cited
  • 1988Decisions and Organizations804 cited
  • 2004Governing by Network: The New Shape of the Public Sector801 cited
  • 1980Knowledge Creep and Decision Accretion667 cited
  • 1994The rise and fall of strategic planning: reconceiving roles for planning, plans, planners603 cited
  • 1997Organizational Slack and Response to Environmental Shifts: The Impact of Resource Allocation Patterns555 cited
  • 2001Utilization of social science research knowledge in Canada484 cited
  • 2003The Extent and Determinants of the Utilization of University Research in Government Agencies395 cited
  • 2004Think tanks, public policy, and the politics of expertise310 cited
  • 2010Fostering Innovation in Public Services275 cited

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1986
Group politics and public policy
260 cited

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