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Where you stand depends on where you sit: Participation and reactions to change
16 references·0 citing·39 second hop
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References

  • 1971Bureaucracy and Representative Government5,197 cited
  • 1985Power In and Around Organizations.2,437 cited
  • 1948Overcoming Resistance to Change2,083 cited
  • 2004What to do when Stakeholders matter1,426 cited
  • 1993STRATEGIC SENSEMAKING AND ORGANIZATIONAL PERFORMANCE: LINKAGES AMONG SCANNING, INTERPRETATION, ACTION, AND OUTCOMES.1,402 cited
  • 1987Classics of organization theory1,018 cited
  • 2002Administrative Behavior: A Study of Decision‐Making Processes in Administrative Organizations998 cited
  • 1989Policy Paradox and Political Reason. By Deborah A. Stone. Glenview, IL: Scott, Foresman and Little, Brown, 1988. 316p. $10.50 paper.935 cited
  • 1998Out on a Limb: The Role of Context and Impression Management in Selling Gender-Equity Issues631 cited
  • 1998To profit or not to profit the commercial transformation of the nonprofit sector478 cited
  • 1998To Profit or Not to Profit294 cited
  • 2002Why Decisions Fail: Avoiding the Blunders and Traps That Lead to Debacles260 cited
  • 1998To Profit or Not to Profit: Overview, conclusions, and public-policy issues196 cited
  • 2002Asserting Difference: The Strategic Response of Nonprofit Organizations to Competition191 cited
  • 2005Strategies for responsible restructuring

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186 cited
  • 2000Linking Organizational Values to Relationships with External Constituents: A Study of Nonprofit Professional Theatres158 cited
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