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The Future of Public and Nonprofit Strategic Planning in the United States
16 references·16 citing·27 second hopsampled
The Future of Public and Nonprofit Strategic Planning in the United States (2010)The Future of Public and Nonprofit Strate…Organizational culture and leadership (2012)Organizational culture and le…Reassembling the social: An introduction to actor‐network‐theory (2008)Reassembling the social: An i…The Practice Turn in Contemporary Theory (2005)The Practice Turn in Contempo…Reassembling the Social (2005)Reassembling the SocialThe iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The iron cage revisited insti…Reconceptualizing Organizational Routines as a Source of Flexibility and Change (2003)Reconceptualizing Organizatio…Communities of practice learning, meaning, and identity (1999)Communities of practice learn…An Organizational Learning Framework: From Intuition to Institution (1999)An Organizational Learning Fr…Communities of Practice (1998)Communities of PracticeReinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (1995)Reinventing Government: How t…Educating the Reflective Practitioner: Toward a New Design for Teaching and Learning in the Professions (1987)Educating the Reflective Prac…Organizational Culture and Leadership (1986)Organizational Culture and Le…The Constitution of Society. Outline of the Theory of Structuration (1984)The Constitution of Society. …The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Caged Revisited : In…The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…The Public and its Problems (1927)The Public and its ProblemsSuccessful Strategic Plan Implementation in Public Organizations: Connecting People , Process , and Plan (3Ps) (2020)Successful Strategic Plan Imp…Debate: The learning organization—a key construct linking strategic planning and strategic management (2020)Debate: The learning organiza…Bounded rationality, blame avoidance, and political accountability: how performance information influences management quality (2019)Bounded rationality, blame av…Mission statements of universities worldwide: Text mining and visualization (2018)Mission statements of univers…Strategic planning and the stratification of Chinese higher education institutions (2017)Strategic planning and the st…Does strategic planning ‘work’ in public organizations? Insights from Flemish municipalities (2017)Does strategic planning ‘work…Collaboration, strategic plans, and government performance: the case of efforts to reduce homelessness (2017)Collaboration, strategic plan…Cognitive styles, user acceptance and commitment to strategic plans in public organizations: an empirical analysis (2017)Cognitive styles, user accept…Toward a strategic view of higher education social responsibilities: A dynamic capabilities approach (2016)Toward a strategic view of hi…Strategic-Decision Quality in Public Organizations: An Information Processing Perspective (2016)Strategic-Decision Quality in…Directing Corporate Entrepreneurship Strategy in the Public Sector to Public Value: Antecedents, Components, and Outcomes (2016)Directing Corporate Entrepren…“They Are All Organizations”: The Cultural Roots of Blurring Between the Nonprofit, Business, and Government Sectors (2014)“They Are All Organizations”:…Successful Diffusion of a Failed Policy: The case of pay-for-performance in the US federal government (2013)Successful Diffusion of a Fai…Collaboration Between Nonprofit and Business Sectors: A Framework to Guide Strategy Development for Nonprofit Organizations (2013)Collaboration Between Nonprof…Public Managers in Integrated Services Collaboratives: What Works Is Workarounds (2012)Public Managers in Integrated…Higher Education for the Public Good (2012)Higher Education for the Publ…A Garbage Can Model of Organizational Choice (1972)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Population Ecology of Organizations (1977)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)International Norm Dynamics and Political Change (1998)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Social Cognitive Theory: An Agentic Perspective (2001)Expansive Learning at Work: Toward an activity theoretical reconceptualization (2001)Clusters and knowledge: local buzz, global pipelines and the process of knowledge creation (2004)Problem-Based Learning: What and How Do Students Learn? 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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 1999Communities of practice learning, meaning, and identity28,353 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 1998Communities of Practice23,452 cited
  • 1984The Constitution of Society. Outline of the Theory of Structuration21,160 cited
  • 2005Reassembling the Social16,760 cited
  • 1986Organizational Culture and Leadership9,602 cited
  • 1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields9,047 cited
  • 2008Reassembling the social: An introduction to actor‐network‐theory7,617 cited
  • 1987Educating the Reflective Practitioner: Toward a New Design for Teaching and Learning in the Professions6,908 cited
  • 1995Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector4,540 cited
  • 1999An Organizational Learning Framework: From Intuition to Institution4,537 cited
  • 2012Organizational culture and leadership4,303 cited
  • 1927The Public and its Problems4,150 cited
  • 2003Reconceptualizing Organizational Routines as a Source of Flexibility and Change

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4,008 cited
  • 2005The Practice Turn in Contemporary Theory3,946 cited
  • Cited by

    • 2014“They Are All Organizations”: The Cultural Roots of Blurring Between the Nonprofit, Business, and Government Sectors242 cited
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    • 2013Collaboration Between Nonprofit and Business Sectors: A Framework to Guide Strategy Development for Nonprofit Organizations120 cited
    • 2016Directing Corporate Entrepreneurship Strategy in the Public Sector to Public Value: Antecedents, Components, and Outcomes94 cited
    • 2018Mission statements of universities worldwide: Text mining and visualization81 cited
    • 2016Strategic-Decision Quality in Public Organizations: An Information Processing Perspective80 cited
    • 2012Public Managers in Integrated Services Collaboratives: What Works Is Workarounds77 cited
    • 2012Higher Education for the Public Good74 cited
    • 2020Successful Strategic Plan Implementation in Public Organizations: Connecting People , Process , and Plan (3Ps)69 cited
    • 2017Strategic planning and the stratification of Chinese higher education institutions66 cited
    • 2019Bounded rationality, blame avoidance, and political accountability: how performance information influences management quality65 cited
    • 2013Successful Diffusion of a Failed Policy: The case of pay-for-performance in the US federal government63 cited
    • 2017Cognitive styles, user acceptance and commitment to strategic plans in public organizations: an empirical analysis62 cited
    • 2017Does strategic planning ‘work’ in public organizations? Insights from Flemish municipalities51 cited
    • 2020Debate: The learning organization—a key construct linking strategic planning and strategic management50 cited
    • 2017Collaboration, strategic plans, and government performance: the case of efforts to reduce homelessness49 cited