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Making modernisation work
2 references·16 citing·54 second hop
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this work references cited by second hop

References

  • 1992Leadership and the New Science1,132 cited
  • 1995Crossroads Tempered Radicalism and the Politics of Ambivalence and Change835 cited

Cited by

  • 2013I shouldn't have to do this: Illegitimate tasks as a stressor in relation to organizational control and resource deficits105 cited
  • 2007Combining Planned and Emergent Change in a Healthcare Lean Transformation93 cited
  • 2002Leading communities: capabilities and cultures46 cited
  • 2009Gender Balance in Leadership?39 cited
  • 2011The Transformation of Transport Policy in Great Britain? ‘New Realism’ and New Labour's Decade of Displacement Activity36 cited
  • 2007Corporatisation and Accounting Change: The Role of Accounting and Accountants in a Malaysian Public Utility36 cited
  • 2004The “MATE” model: a strategic knowledge management technique on the chessboard of public‐sector modernization34 cited
  • 2011An inquiry into the strategic‐operational role of performance management in local government33 cited
  • 2008The formation of public‐public partnerships33 cited
  • 2008An exploratory study of knowledge flows: A case study of Public Sector Procurement33 cited
  • 2004What's Different About Public and Non-Profit ‘Turnaround’?30 cited
  • 2009The impact of organisational change on public sector employees implementing the UK Government's “Back to work” programme

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29 cited
  • 2014Measuring capacity to perform across local government services – managers' perceptions26 cited
  • 2005The effects of appreciative inquiry interviews on staff in the UK National Health Service26 cited
  • 2010Modernising pay in the UK public services: trends and implications22 cited
  • 2007The Politics of Gender in the NHS: Impression Management and ‘Getting Things Done’21 cited