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Collaboration in Fighting Traffic Congestion: A Study of Minnesota’s Urban Partnership Agreement
16 references·0 citing·41 second hop
Collaboration in Fighting Traffic Congestion: A Study of Minnesota’s Urban Partnership Agreement (2008)Collaboration in Fighting Traffic Congest…Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)Organizational Ambidexterity:…Managing within Networks: Adding Value to Public Organizations (2007)Managing within Networks: Add…The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature (2006)The Design and Implementation…Reassembling the social an introduction to actor-network-theory (2005)Reassembling the social an in…Managing to collaborate the theory and practice of collaborative advantage (2005)Managing to collaborate the t…Reconceptualizing Organizational Routines as a Source of Flexibility and Change (2003)Reconceptualizing Organizatio…Collaborative public management: new strategies for local governments (2003)Collaborative public manageme…Collaboration: What Makes It Work (2001)Collaboration: What Makes It …Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession in the Higher Education Publishing Industry, 1958– 1990 (1999)Institutional Logics and the …Consensus Building and Complex Adaptive Systems (1999)Consensus Building and Comple…Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining organizational achievement (1996)Strategic planning for public…Creating public value : strategic management in government (1995)Creating public value : strat…Collaborating: Finding Common Ground for Multiparty Problems (1990)Collaborating: Finding Common…Agendas, alternatives, and public policies (1984)Agendas, alternatives, and pu…Organizations in Action: Social Science Bases of Administrative Theory. (1968)Organizations in Action: Soci…The Causal Texture of Organizational Environments (1965)The Causal Texture of Organiz…The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Governing the Commons (1990)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)An Integrative Framework for Collaborative Governance (2011)Wicked Problems (2013)The New Institutionalism in Organizational Analysis (1991)The New Institutionalism in Organizational Analysis. (1993)Institutions and organizations (1995)Rhetorical Strategies of Legitimacy (2005)Building Sustainable Hybrid Organizations: The Case of Commercial Microfinance Organizations (2010)Institutional Complexity and Organizational Responses (2011)Design for a Brain (1952)New Patterns of Management. (1962)Characteristics of Organizational Environments and Perceived Environmental Uncertainty (1972)THE HUMAN SIDE OF ENTERPRISE (1985)Stakeholder Theory: The State of the Art (2010)Organizing for Innovation in the Digitized World (2012)The Principles of Psychology (1891)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Outline of a Theory of Practice (1977)10 Sociomateriality: Challenging the Separation of Technology, Work and Organization (2008)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)The Structure of Scientific Revolutions (1963)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)The Use of Partial Least Squares Structural Equation Modeling in Strategic Management Research: A Review of Past Practices and Recommendations for Future Applications (2012)Organizational Ambidexterity: Past, Present, and Future (2013)Ghosts of War in Vietnam (2008)Tourism Imaginaries: A Conceptual Approach (2011)The Subject of Virtue: An Anthropology of Ethics and Freedom (2013)The interdisciplinary study of coordination (1994)Developing relationships in business networks (1995)Making knowledge the basis of a dynamic theory of the firm (1996)New Public Management Is Dead--Long Live Digital-Era Governance (2005)Beyond Engagement and Participation: User and Community Coproduction of Public Services (2007)Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management (2014)An advocacy coalition framework of policy change and the role of policy-oriented learning therein (1988)Introduction: epistemic communities and international policy coordination (1992)When Effect Becomes Cause: Policy Feedback and Political Change (1993)Collaborative Governance in Theory and Practice (2007)
this work references cited by second hop

References

  • 1984Agendas, alternatives, and public policies9,318 cited
  • 1968Organizations in Action: Social Science Bases of Administrative Theory.4,133 cited
  • 2003Reconceptualizing Organizational Routines as a Source of Flexibility and Change4,008 cited
  • 1999Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession in the Higher Education Publishing Industry, 1958– 19903,241 cited
  • 1965The Causal Texture of Organizational Environments2,968 cited
  • 2008Organizational Ambidexterity: Antecedents, Outcomes, and Moderators2,714 cited
  • 1990Collaborating: Finding Common Ground for Multiparty Problems2,683 cited
  • 2006The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature2,398 cited
  • 1995Creating public value : strategic management in government2,353 cited
  • 2005Reassembling the social an introduction to actor-network-theory1,926 cited
  • 1996Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining organizational achievement1,688 cited
  • 2005Managing to collaborate the theory and practice of collaborative advantage1,393 cited
  • 1999Consensus Building and Complex Adaptive Systems1,305 cited
  • 2003Collaborative public management: new strategies for local governments860 cited

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  • 2001Collaboration: What Makes It Work716 cited
  • 2007Managing within Networks: Adding Value to Public Organizations608 cited
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