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What a Mess! Participation as a Simple Managerial Rule to ‘Complexify’ Organizations

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References

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1987SHARED INFLUENCE AND ORGANIZATIONAL BEHAVIOR: A META-ANALYSIS OF SITUATIONAL VARIABLES EXPECTED TO MODERATE PARTICIPATION-OUTCOME RELATIONSHIPS.273 cited

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2000

Birth of the Chaordic Age

267 cited

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2008Implementation Activities and Organizational Sensemaking136 cited
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2004Participation in decision making: a matter of context?88 cited
2005The moderating effects of size, manager tactics and involvement on strategy implementation in foodservice77 cited
2009Complexity, simplicity, simplexity67 cited
2011The relationship among participative management style, strategy implementation success, and financial performance in the foodservice industry66 cited
2008The moderating effects of hierarchy and control systems on the relationship between budgetary participation and performance58 cited
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2017Opening up the strategy process – a network perspective47 cited
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2008Making Radical Change Happen Through Selective Inclusion and Exclusion of Stakeholders*39 cited
2004Customer satisfaction and organisational justice35 cited
2015Exploring the link between clinical managers involvement in budgeting and performance33 cited
2017Matchmaking in organizational change: Does every employee value participatory leadership? An empirical study31 cited