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A Capacity for Central Coordination: The Case of the Department of the Prime Minister and Cabinet
3 references·1 citing·13 second hop
A Capacity for Central Coordination: The Case of the Department of the Prime Minister and Cabinet (2011)A Capacity for Central Coordination: The …Assessing the Capacity to Deliver - The BER Experience (2011)Assessing the Capacity to Del…THE DEPARTMENT OF THE PRIME MINISTER AND CABINET IN PERSPECTIVE (1979)THE DEPARTMENT OF THE PRIME M…Government administration in Australia (1979)Government administration in …Building informal knowledge‐sharing relationships between policy makers and academics: Insights from a PM&C engagement project (2019)Building informal knowledge‐s…The tyranny of light (1997)New directions in education policy implementation : confronting complexity (2006)New Directions in Education Policy Implementation (2006)The Administrative Sherpa and the Journey of Public Service Leadership (2013)Building the Education Revolution: Another Case of Australian Government Failure? (2014)Evidence, Argument, and Persuasion in the Policy Process. (1990)Using evidence (2007)Do Policy Makers Use Academic Research? Reexamining the “Two Communities” Theory of Research Utilization (2015)The Development of a Conceptual Framework for Knowledge Sharing in Agile IT Projects (2021)DO PRIME MINISTERS' DEPARTMENTS REALLY CREATE PROBLEMS? (1983)A Comparison of the Quality of Work Experience in Government and Private Organizations (1984)Pushing budgets down the line: ascribing financial responsibility in the UK social services (1998)Collaborative governance in a mandated setting: shifting collaboration in stunting interventions at local level (2023)
this work references cited by second hop

References

  • 1979Government administration in Australia61 cited
  • 2011Assessing the Capacity to Deliver - The BER Experience26 cited
  • 1979THE DEPARTMENT OF THE PRIME MINISTER AND CABINET IN PERSPECTIVE20 cited

Cited by

  • 2019Building informal knowledge‐sharing relationships between policy makers and academics: Insights from a PM&C engagement project7 cited

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