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Why Do Agencies Work Together? The Determinants of Network Formation at the Subnational Level of Government in Thailand
16 references·16 citing·36 second hopsampled
Why Do Agencies Work Together? The Determinants of Network Formation at the Subnational Level of Government in Thailand (2008)Why Do Agencies Work Together? The Determ…External Control of Organizations: Resource Dependence Perspective (2011)External Control of Organizat…Varieties of Participation in Complex Governance (2006)Varieties of Participation in…Collaborative Public Management: Assessing What We Know and How We Know It (2006)Collaborative Public Manageme…Collaborative public management: new strategies for local governments (2003)Collaborative public manageme…Making Collaboration Work: Lessons from Innovation in Natural Resource Management (2002)Making Collaboration Work: Le…Big Questions in Public Network Management Research (2001)Big Questions in Public Netwo…Where Do Interorganizational Networks Come From? (1999)Where Do Interorganizational …Treating Networks Seriously: Practical and Research-Based Agendas in Public Administration (1997)Treating Networks Seriously: …Managing Complex Networks: Strategies for the Public Sector (1997)Managing Complex Networks: St…A General Theory of Network Governance: Exchange Conditions and Social Mechanisms (1997)A General Theory of Network G…A Preliminary Theory of Interorganizational Network Effectiveness: A Comparative Study of Four Community Mental Health Systems (1995)A Preliminary Theory of Inter…Organizations Working Together. (1994)Organizations Working Togethe…Task Complexity: A Review and Analysis (1988)Task Complexity: A Review and…Organizational Conflict: Concepts and Models (1967)Organizational Conflict: Conc…Power-Dependence Relations (1962)Power-Dependence RelationsSocial Behavior as Exchange (1958)Social Behavior as ExchangeWhat drives the perceived legitimacy of collaborative governance? An experimental study (2022)What drives the perceived leg…The political hourglass: opportunistic behavior in local government policy decisions (2021)The political hourglass: oppo…Public managers’ attitudes towards networks: different motivations, different attitudes (2020)Public managers’ attitudes to…Comparing three theories of participation in pro-environmental, collaborative governance networks (2019)Comparing three theories of p…Linking turnover to organizational performance: the role of process conformance (2018)Linking turnover to organizat…Efficiency, Incentives, and Transformational Leadership: Understanding Collaboration Preferences in the Public Sector (2018)Efficiency, Incentives, and T…Network Ethnography: A Mixed-Method Approach for the Study of Practices in Interorganizational Settings (2016)Network Ethnography: A Mixed-…Network Ethnography (2016)Network EthnographyDefinitions Do Make a Difference: County Managers and Their Conceptions of Collaboration (2016)Definitions Do Make a Differe…Collaborative Leadership and Organizational Performance: Assessing the Structural Relation in a Public Service Agency (2016)Collaborative Leadership and …The Effects of Public Service Motivation on Collaborative Behavior: Evidence from Three Experimental Games (2015)The Effects of Public Service…Measuring capacity to perform across local government services – managers' perceptions (2014)Measuring capacity to perform…The Politics of Connections: Assessing the Determinants of Social Structure in Policy Networks (2012)The Politics of Connections: …New Steering Concepts in Public Management (2011)New Steering Concepts in Publ…Environmental and Organizational Determinants of External Networking (2011)Environmental and Organizatio…Globalized Public Management: An Interdisciplinary Design Science? (2010)Globalized Public Management:…The Strength of Weak Ties (1973)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Economic Action and Social Structure: The Problem of Embeddedness (1985)Value creation in E‐business (2001)Do formal contracts and relational governance function as substitutes or complements? (2002)Modes of Network Governance: Structure, Management, and Effectiveness (2007)The Nature of the Firm (1937)Structural Holes and Good Ideas (2004)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)A Ladder Of Citizen Participation (1969)The structural transformation of the public sphere: an inquiry into a category of bourgeois society (1990)Bowling alone: the collapse and revival of American community (2000)An Integrative Framework for Collaborative Governance (2011)Authoritarian Deliberation: The Deliberative Turn in Chinese Political Development (2011)Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management (2014)Development of the Job Diagnostic Survey. (1975)Motivation through the design of work: test of a theory (1976)The Framing of Decisions and the Psychology of Choice (1981)Work teams: Applications and effectiveness. (1990)Self-Efficacy: A Theoretical Analysis of Its Determinants and Malleability (1992)Media, Tasks, and Communication Processes: A Theory of Media Synchronicity1 (2008)The Economic Institutions of Capitalism (1987)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature (2006)Conflict and Its Management (1995)INTRAGROUP CONFLICT IN ORGANIZATIONS: A CONTINGENCY PERSPECTIVE ON THE CONFLICT-OUTCOME RELATIONSHIP (2003)The paradox of intragroup conflict: A meta-analysis. (2011)Organizational Information Requirements, Media Richness and Structural Design (1986)Managing Legitimacy: Strategic and Institutional Approaches (1995)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Social Exchange Theory (1976)Social Exchange Theory (2006)What Makes Online Content Viral? (2011)POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION. (1992)Power, approach, and inhibition. (2003)Deliberative Policy Analysis (2003)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 2011External Control of Organizations: Resource Dependence Perspective14,181 cited
  • 1962Power-Dependence Relations6,258 cited
  • 1958Social Behavior as Exchange5,342 cited
  • 1999Where Do Interorganizational Networks Come From?3,012 cited
  • 2006Varieties of Participation in Complex Governance2,460 cited
  • 1997A General Theory of Network Governance: Exchange Conditions and Social Mechanisms2,222 cited
  • 1995A Preliminary Theory of Interorganizational Network Effectiveness: A Comparative Study of Four Community Mental Health Systems1,903 cited
  • 1997Managing Complex Networks: Strategies for the Public Sector1,690 cited
  • 1988Task Complexity: A Review and Analysis1,629 cited
  • 1967Organizational Conflict: Concepts and Models1,380 cited
  • 2002Making Collaboration Work: Lessons from Innovation in Natural Resource Management1,280 cited
  • 1997Treating Networks Seriously: Practical and Research-Based Agendas in Public Administration1,244 cited
  • 2001Big Questions in Public Network Management Research1,241 cited
  • 1994Organizations Working Together.1,060 cited
  • 2006Collaborative Public Management: Assessing What We Know and How We Know It932 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

  • 2003Collaborative public management: new strategies for local governments860 cited
  • Cited by

    • 2016Network Ethnography78 cited
    • 2012The Politics of Connections: Assessing the Determinants of Social Structure in Policy Networks77 cited
    • 2016Collaborative Leadership and Organizational Performance: Assessing the Structural Relation in a Public Service Agency73 cited
    • 2018Linking turnover to organizational performance: the role of process conformance69 cited
    • 2018Efficiency, Incentives, and Transformational Leadership: Understanding Collaboration Preferences in the Public Sector60 cited
    • 2015The Effects of Public Service Motivation on Collaborative Behavior: Evidence from Three Experimental Games55 cited
    • 2022What drives the perceived legitimacy of collaborative governance? An experimental study45 cited
    • 2011Environmental and Organizational Determinants of External Networking39 cited
    • 2010Globalized Public Management: An Interdisciplinary Design Science?28 cited
    • 2016Network Ethnography: A Mixed-Method Approach for the Study of Practices in Interorganizational Settings28 cited
    • 2014Measuring capacity to perform across local government services – managers' perceptions26 cited
    • 2019Comparing three theories of participation in pro-environmental, collaborative governance networks22 cited
    • 2011New Steering Concepts in Public Management22 cited
    • 2021The political hourglass: opportunistic behavior in local government policy decisions19 cited
    • 2016Definitions Do Make a Difference: County Managers and Their Conceptions of Collaboration13 cited
    • 2020Public managers’ attitudes towards networks: different motivations, different attitudes13 cited