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The human side of organizational change: Compliance and management control systems in Italian public utilities
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The human side of organizational change: Compliance and management control systems in Italian public utilities (2012)The human side of organizational change: …The SAGE Handbook of Organizational Institutionalism (2017)The SAGE Handbook of Organiza…Cost Accounting: A Managerial Emphasis, (2010)Cost Accounting: A Managerial…Managing the Rivalry of Competing Institutional Logics (2009)Managing the Rivalry of Compe…Institutions and Organizations: Ideas and Interests (2008)Institutions and Organization…Steps toward a science of service systems (2007)Steps toward a science of ser…Service-dominant logic: continuing the evolution (2007)Service-dominant logic: conti…A Tale of Two Cities: Competing Logics and Practice Variation in the Professionalizing of Mutual Funds (2007)A Tale of Two Cities: Competi…Institutional Entrepreneurship In Mature Fields: The Big Five Accounting Firms (2006)Institutional Entrepreneurshi…Organisational change management: A critical review (2005)Organisational change managem…The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The iron cage revisited insti…Social Skill and the Theory of Fields (2001)Social Skill and the Theory o…DOES ISOMORPHISM LEGITIMATE? (1996)DOES ISOMORPHISM LEGITIMATE?Explaining Development and Change in Organizations (1995)Explaining Development and Ch…Choosing Strategies for Change (1989)Choosing Strategies for ChangeThe Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…Planning and Control Systems: A Framework for Analysis (1965)Planning and Control Systems:…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)Naturalistic inquiry (1985)Qualitative Data Analysis: An Expanded Sourcebook (1994)Theory Building From Cases: Opportunities And Challenges (2007)Inside the Hybrid Organization: Selective Coupling as a Response to Competing Institutional Logics (2012)Evolving to a New Dominant Logic for Marketing (2003)Service-dominant logic: reactions, reflections and refinements (2006)Managing the co-creation of value (2007)Customer Engagement (2011)Consumer Brand Engagement in Social Media: Conceptualization, Scale Development and Validation (2014)Institutions and axioms: an extension and update of service-dominant logic (2015)Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession in the Higher Education Publishing Industry, 1958– 1990 (1999)Institutions and Institutional Work (2006)Multiple Institutional Logics in Organizations: Explaining Their Varied Nature and Implications (2013)Tackling Grand Challenges Pragmatically: Robust Action Revisited (2015)The Social Construction of Reality (1967)The Social Psychology of Organizations. (1979)Capitalism, Socialism and Democracy (1997)ORGANIZATIONAL CHANGE AND DEVELOPMENT (1999)Strategies for Theorizing from Process Data (1999)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)Approaching adulthood: the maturing of institutional theory (2008)The Institution-Based View as a Third Leg for a Strategy Tripod. (2009)From Smoke and Mirrors to Walking the Talk: Decoupling in the Contemporary World (2012)Past, present, and future of decision support technology (2002)Management control systems as a package—Opportunities, challenges and research directions (2008)The design and use of performance management systems: An extended framework for analysis (2009)WHEN WORLDS COLLIDE: THE INTERNAL DYNAMICS OF ORGANIZATIONAL RESPONSES TO CONFLICTING INSTITUTIONAL DEMANDS. (2010)Theorizing Practice and Practicing Theory (2011)What We Know and Don’t Know About Corporate Social Responsibility (2012)The contingency theory of management accounting: achievement and prognosis (1980)Performance Measure Congruity and Diversity in Multi-Task Principal/Agent Relations. (1994)Are Selling, General, and Administrative Costs “Sticky”? (2003)Corporate Social and Financial Performance: A Meta-Analysis (2003)
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 2007Service-dominant logic: continuing the evolution7,615 cited
  • 1995Explaining Development and Change in Organizations3,759 cited
  • 2008Institutions and Organizations: Ideas and Interests2,943 cited
  • 2010Cost Accounting: A Managerial Emphasis,2,496 cited
  • 1965Planning and Control Systems: A Framework for Analysis2,226 cited
  • 2017The SAGE Handbook of Organizational Institutionalism2,196 cited
  • 2006Institutional Entrepreneurship In Mature Fields: The Big Five Accounting Firms2,182 cited
  • 2009Managing the Rivalry of Competing Institutional Logics1,821 cited
  • 1996DOES ISOMORPHISM LEGITIMATE?1,696 cited
  • 2001Social Skill and the Theory of Fields1,631 cited
  • 1989Choosing Strategies for Change1,386 cited
  • 2007A Tale of Two Cities: Competing Logics and Practice Variation in the Professionalizing of Mutual Funds1,354 cited
  • 2007Steps toward a science of service systems1,263 cited

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  • 2005Organisational change management: A critical review1,229 cited
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