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Using the structure of social networks to map inter-agency relationships in public health services
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Using the structure of social networks to map inter-agency relationships in public health services (2015)Using the structure of social networks to…THE FUTURE OF NETWORK GOVERNANCE RESEARCH: STRENGTH IN DIVERSITY AND SYNTHESIS (2011)THE FUTURE OF NETWORK GOVERNA…Towards Relational Sociology (2010)Towards Relational SociologyUnderstanding communication networks in the emergency department (2009)Understanding communication n…The Role of Middle Management in the Strategy Process: Group Affiliation, Structural Holes, and Tertius Iungens (2009)The Role of Middle Management…Policy Network Analysis (2009)Policy Network AnalysisManaging Complex Governance Systems (2009)Managing Complex Governance S…Contracting for Innovation: Vertical Disintegration and Interfirm Collaboration (2009)Contracting for Innovation: V…The Oxford Handbook of Public Policy (2008)The Oxford Handbook of Public…Knowing in action: Beyond communities of practice (2008)Knowing in action: Beyond com…Contracting for Innovation: Vertical Disintegration and Interfirm Collaboration (2008)Contracting for Innovation: V…Theories of Democratic Network Governance (2007)Theories of Democratic Networ…The Firm as a Collaborative Community (2006)The Firm as a Collaborative C…Graphic elicitation: using research diagrams as interview stimuli (2006)Graphic elicitation: using re…The politics of networked innovation (2005)The politics of networked inn…Creating and managing a high-performance knowledge-sharing network: the Toyota case (2000)Creating and managing a high-…Knowing and Learning as Networking (1998)Knowing and Learning as Netwo…Joint ventures: Theoretical and empirical perspectives (1988)Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology (1992)Motivation Crowding Theory (2001)Roepke Lecture in Economic Geography Venture Capital in the “Periphery”: The New Argonauts, Global Search, and Local Institution Building (2008)The mirroring hypothesis: theory, evidence, and exceptions (2016)AI-Enabled Business Models in Legal Services: From Traditional Law Firms to Next-Generation Law Companies? (2019)Situated Learning: Legitimate Peripheral Participation. (1994)The Knowledge-creating company: How Japanese companies create the dynamics of innovation (1997)Communities of practice learning, meaning, and identity (1999)Civilizing markets: Carbon trading between in vitro and in vivo experiments (2008)Beyond the Creative City: Cognitive–Cultural Capitalism and the New Urbanism (2014)Thinking together: What makes Communities of Practice work? (2016)The Strength of Weak Ties (1973)Case Study Research: Design and Methods (1984)Sense-making and agenda construction in emerging business networks — How to direct radical innovation (2009)Walking the Walk: Portraits in Leadership for Family Engagement in Urban Schools (2009)Actors' Heterogeneity in Innovation Networks (2012)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Dynamic capabilities and strategic management (1997)Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study (2000)The Network Structure Of Social Capital (2000)Value creation in E‐business (2001)Firm resources and sustained competitive advantage (2004)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Qualitative Data Analysis: An Expanded Sourcebook (1994)Basics of qualitative research : techniques and procedures for developing grounded theory (1998)Timelining: visualizing experience (2011)Diagrams and Relational Maps: The Use of Graphic Elicitation Techniques with Interviewing for Data Collection, Analysis, and Display (2012)Turning on the tap: the benefits of using ‘real-life’ vignettes in qualitative research interviews (2019)Exchange and Power in Social Life. (1965)The Interpretation of Cultures (1974)Sensemaking in Organizations (1996)The Ups and Downs of Bureaucratic Organization (2008)Understanding and influencing the policy process (2011)Rethinking the Union of Europe Post-Crisis: Has Integration Gone Too Far? (2014)Habit and Habitus (2013)Relational agency (2015)Being Well Together: Individual Subjective and Community Wellbeing (2019)Maybe It Is Time to Rediscover Bureaucracy (2005)The New Governance: Practices and Processes for Stakeholder and Citizen Participation in the Work of Government (2005)Policy diffusion and policy transfer (2009)MAKING GOVERNANCE NETWORKS EFFECTIVE AND DEMOCRATIC THROUGH METAGOVERNANCE (2009)Enhancing Collaborative Innovation in the Public Sector (2011)Transforming the Public Sector Into an Arena for Co-Creation: Barriers, Drivers, Benefits, and Ways Forward (2016)Self-organization in urban development: towards a new perspective on spatial planning (2011)What is so wicked about wicked problems? A conceptual analysis and a research program (2017)Forty years of wicked problems literature: forging closer links to policy studies (2018)
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References

  • 2000Creating and managing a high-performance knowledge-sharing network: the Toyota case3,569 cited
  • 2008The Oxford Handbook of Public Policy1,664 cited
  • 2007Theories of Democratic Network Governance1,077 cited
  • 2008Knowing in action: Beyond communities of practice798 cited
  • 2010Towards Relational Sociology604 cited
  • 2009Policy Network Analysis367 cited
  • 2006Graphic elicitation: using research diagrams as interview stimuli297 cited
  • 2009Managing Complex Governance Systems235 cited
  • 2005The politics of networked innovation231 cited
  • 2008Contracting for Innovation: Vertical Disintegration and Interfirm Collaboration186 cited
  • 1998Knowing and Learning as Networking184 cited
  • 2009The Role of Middle Management in the Strategy Process: Group Affiliation, Structural Holes, and Tertius Iungens145 cited
  • 2006The Firm as a Collaborative Community145 cited
  • 2009Understanding communication networks in the emergency department142 cited
  • 2009Contracting for Innovation: Vertical Disintegration and Interfirm Collaboration131 cited
  • 2011THE FUTURE OF NETWORK GOVERNANCE RESEARCH: STRENGTH IN DIVERSITY AND SYNTHESIS

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