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Institutional transformation and managerialism in cultural heritage: Heritage Malta
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Institutional transformation and managerialism in cultural heritage: Heritage Malta (2010)Institutional transformation and manageri…SYMPOSIUM ON CHANGING MODES OF GOVERNANCE IN PUBLIC SECTOR ORGANIZATIONS: ACTION AND RHETORIC (2007)SYMPOSIUM ON CHANGING MODES O…Public Sector Management (2007)Public Sector ManagementCULTURAL HERITAGE BETWEEN CENTRALISATION AND DECENTRALISATION (2007)CULTURAL HERITAGE BETWEEN CEN…Quasi Strategy: Strategic Management in the Contemporary Public Sector (2006)Quasi Strategy: Strategic Man…Managerial Rhetoric and Arts Organizations (2006)Managerial Rhetoric and Arts …Handbook of Strategy and Management (2006)Handbook of Strategy and Mana…Human Resources Strategy (2005)Human Resources StrategyPublic Sector Management (2002)Public Sector ManagementPrivatising culture : corporate art intervention since the 1980s (2002)Privatising culture : corpora…Origin and theoretical basis of new public management (2001)Origin and theoretical basis …Management by decree. Paradoxes in the reform of the Italian public sector (2000)Management by decree. Paradox…EMERGING ISSUES IN PUBLIC ADMINISTRATION (1995)EMERGING ISSUES IN PUBLIC ADM…A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)A PUBLIC MANAGEMENT FOR ALL S…The Awakening Giant: Continuity and Change in ICI. (1987)The Awakening Giant: Continui…The awakening giant: Continuity and change at ICI (1986)The awakening giant: Continui…Perspectives on Strategy: The Real Story behind Honda's Success (1984)Perspectives on Strategy: The…Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Firm Resources and Sustained Competitive Advantage (1991)Situated Learning: Legitimate Peripheral Participation. (1994)Reputation, Diversification, and Organizational Explanations of Performance in Professional Service Firms (2005)The Emerging Knowledge Governance Approach: Challenges and Characteristics (2007)How organizational learning affects a firm's flexibility, competitive strategy, and performance (2011)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Exploring intellectual capital in hospitals: two qualitative case studies in Italy and Austria (2003)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Social and environmental reporting in local authorities (2005)EFFECTS OF BUDGETARY AND ACCRUALS ACCOUNTING COEXISTENCE: EVIDENCE FROM ITALIAN LOCAL GOVERNMENTS (2007)Social Choice and Individual Values. (1951)Organizational Learning (1988)The Management of Innovation (1994)The “new public management” in the 1980s: Variations on a theme (1995)The New Governance: Governing without Government (1996)Governance as theory: five propositions (1998)The Nature of Managerial Work (1974)The art of Japanese management (1981)Learning 1, planning 0 reply to Igor Ansoff (1991)The Transfer of Management Innovations from Japan (1995)Minimal Structures: From Jazz Improvisation to Product Innovation (2001)An Economic Theory of Democracy. (1958)The Structure of Scientific Revolutions (1963)Foundations of social theory (1990)Toward a public administration theory of public service motivation (2007)NEW PUBLIC MANAGEMENT IN PUBLIC SECTOR ORGANIZATIONS: THE DARK SIDES OF MANAGERIALISTIC ‘ENLIGHTENMENT’ (2009)A public value perspective for ICT enabled public sector reforms: A theoretical reflection (2012)From Max Weber: Essays in Sociology (1946)Capitalism, Socialism, and Democracy. (1951)E-government developments on delivering public services among EU cities (2005)ARE ICTs IMPROVING TRANSPARENCY AND ACCOUNTABILITY IN THE EU REGIONAL AND LOCAL GOVERNMENTS? AN EMPIRICAL STUDY (2007)Accrual Accounting in EU Local Governments: One Method, Several Approaches (2009)Bringing politics back in: Towards a model of the developmental state (1995)Defining the Client in the Public Sector: A Social‐Exchange Perspective (2002)User-centered E-Government in practice: A comprehensive model for measuring user satisfaction (2009)Internationalization as a strategy process (1992)Innovation as newness: what is new, how new, and new to whom? (2001)Sustainability Practices and Corporate Financial Performance: A Study Based on the Top Global Corporations (2011)Human resource management: an agenda for the 1990s (1990)EXPLORING THE MENTAL MODELS OF COMPETITIVE STRATEGISTS: THE CASE FOR A PROCESSUAL APPROACH (1994)Innovative characteristics of small manufacturing firms (2006)The Diffusion and Adoption of Public Sector Innovations: A Meta-Synthesis of the Literature (2018)A systematic literature review of open innovation in the public sector: comparing barriers and governance strategies of digital and non-digital open innovation (2020)
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References

  • 1991A PUBLIC MANAGEMENT FOR ALL SEASONS?9,822 cited
  • 2001Origin and theoretical basis of new public management937 cited
  • 1987The Awakening Giant: Continuity and Change in ICI.553 cited
  • 2002Public Sector Management465 cited
  • 2006Handbook of Strategy and Management449 cited
  • 1984Perspectives on Strategy: The Real Story behind Honda's Success429 cited
  • 1986The awakening giant: Continuity and change at ICI333 cited
  • 1995EMERGING ISSUES IN PUBLIC ADMINISTRATION227 cited
  • 2007Public Sector Management131 cited
  • 2000Management by decree. Paradoxes in the reform of the Italian public sector108 cited
  • 2005Human Resources Strategy99 cited
  • 2002Privatising culture : corporate art intervention since the 1980s94 cited
  • 2007CULTURAL HERITAGE BETWEEN CENTRALISATION AND DECENTRALISATION62 cited
  • 2006Managerial Rhetoric and Arts Organizations62 cited
  • 2006Quasi Strategy: Strategic Management in the Contemporary Public Sector49 cited
  • 2007SYMPOSIUM ON CHANGING MODES OF GOVERNANCE IN PUBLIC SECTOR ORGANIZATIONS: ACTION AND RHETORIC

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