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Turning Universities into Actors on Quasi-markets: How New Public Management Reforms Affect Academic Research
16 references·0 citing·36 second hop
Turning Universities into Actors on Quasi-markets: How New Public Management Reforms Affect Academic Research (2014)Turning Universities into Actors on Quasi…Triple Helix of University-Industry-Government Relations (2013)Triple Helix of University-In…On the Way towards New Public Management? The Governance of University Systems in England, the Netherlands, Austria, and Germany (2007)On the Way towards New Public…Pasteur's Quadrant: Basic Science and Technological Innovation (2005)Pasteur's Quadrant: Basic Sci…Universities and the global knowledge economy : a triple helix of university-industry-government relations (2002)Universities and the global k…New Public Management (2002)New Public ManagementReal Science (2000)Real ScienceReal science what it is, and what it means (2000)Real science what it is, and …Academic Identities and Policy Change in Higher Education (2000)Academic Identities and Polic…Academic Capitalism (1999)Academic CapitalismAcademic capitalism: politics, policies, and the entrepreneurial university (1998)Academic capitalism: politics…The New Production of Knowledge (1994)The New Production of Knowled…Quasi-Markets and Social Policy (1993)Quasi-Markets and Social Poli…Laboratory Life: The Construction of Scientific Facts (1986)Laboratory Life: The Construc…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…The Matthew effect in science. The reward and communication systems of science are considered. (1968)The Matthew effect in science…The Matthew Effect in Science (1968)The Matthew Effect in ScienceThe division of labor in society (1935)The Social Construction of Reality (1967)Educational Organizations as Loosely Coupled Systems (1976)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts (1997)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Priorities in Scientific Discovery: A Chapter in the Sociology of Science (1957)Resistance by Scientists to Scientific Discovery (1961)The Scientific Community. (1966)Matthew Effects in Reading: Some Consequences of Individual Differences in the Acquisition of Literacy (1986)Power laws, Pareto distributions and Zipf's law (2005)The Increasing Dominance of Teams in Production of Knowledge (2007)The Social System (1951)Little Science, Big Science (1963)Communication And Persuasion (2017)The New Public Service: Serving Rather than Steering (2000)The Middle Aging of New Public Management: Into the Age of Paradox? (2004)The New Public Governance? 1 (2006)Establishing the norms of scientific argumentation in classrooms (2000)Sorting Things Out: Classification and Its Consequences (2000)Qualitative research: standards, challenges, and guidelines (2001)Institutional Theory and Institutional Change: Introduction to the Special Research Forum (2002)Neoliberalism, Corporate Culture, and the Promise of Higher Education: The University as a Democratic Public Sphere (2002)Why do academics engage with industry? The entrepreneurial university and individual motivations (2010)Higher education and its communities: Interconnections, interdependencies and a research agenda (2008)Trends in Global Higher Education (2010)Trends in Global Higher Education: Tracking an Academic Revolution (2010)A Motivational Science Perspective on the Role of Student Motivation in Learning and Teaching Contexts. (2003)A Conceptual Framework for Assessing Motivation and Self-Regulated Learning in College Students (2004)Positioning and Presenting Design Science Research for Maximum Impact1 (2013)Governing the Hollow State (2000)Competition and Incentives with Motivated Agents (2005)A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach (2012)STUDYING ORGANIZATIONAL CHANGE AND DEVELOPMENT: CHALLENGES FOR FUTURE RESEARCH. (2001)Research groups as ‘quasi-firms’: the invention of the entrepreneurial university (2002)The Quintuple Helix innovation model: global warming as a challenge and driver for innovation (2012)
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References

  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,593 cited
  • 1968The Matthew Effect in Science7,959 cited
  • 1986Laboratory Life: The Construction of Scientific Facts7,544 cited
  • 1968The Matthew effect in science. The reward and communication systems of science are considered.4,791 cited
  • 1998Academic capitalism: politics, policies, and the entrepreneurial university3,912 cited
  • 1994The New Production of Knowledge3,432 cited
  • 2005Pasteur's Quadrant: Basic Science and Technological Innovation2,093 cited
  • 2002New Public Management1,314 cited
  • 2002Universities and the global knowledge economy : a triple helix of university-industry-government relations1,205 cited
  • 1993Quasi-Markets and Social Policy1,127 cited
  • 2000Academic Identities and Policy Change in Higher Education832 cited
  • 2000Real science what it is, and what it means763 cited
  • 2000Real Science761 cited
  • 2007On the Way towards New Public Management? The Governance of University Systems in England, the Netherlands, Austria, and Germany427 cited
  • 2013Triple Helix of University-Industry-Government Relations330 cited

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  • 1999Academic Capitalism319 cited
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