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Why Do Bureaucrats Consider Public Consultation Statements (or Not)? Information Processing in Public Organizations
16 references·0 citing·33 second hop
Why Do Bureaucrats Consider Public Consultation Statements (or Not)? Information Processing in Public Organizations (2018)Why Do Bureaucrats Consider Public Consul…Putting the Public Back into Governance: The Challenges of Citizen Participation and Its Future (2015)Putting the Public Back into …Reputation and Power (2014)Reputation and PowerDesigning Public Participation Processes (2012)Designing Public Participatio…Reputation and Public Administration (2011)Reputation and Public Adminis…External Control of Organizations: Resource Dependence Perspective (2011)External Control of Organizat…Democratic Innovations (2009)Democratic InnovationsAre innovative, participatory and deliberative procedures in policy making democratic and effective? (2007)Are innovative, participatory…Sweet-Talking the Fourth Branch: The Influence of Interest Group Comments on Federal Agency Rulemaking (2005)Sweet-Talking the Fourth Bran…Exchanging access goods for access: A comparative study of business lobbying in the European Union institutions (2004)Exchanging access goods for a…Implementing public policy: governance in theory and in practice (2003)Implementing public policy: g…Corporate lobbying in the European Union: the logic of access (2002)Corporate lobbying in the Eur…The External Control of Organizations: A Resource Dependence Perspective (1979)The External Control of Organ…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…Public Choice: A Different Approach to the Study of Public Administration (1971)Public Choice: A Different Ap…Exchange as a Conceptual Framework for the Study of Interorganizational Relationships (1961)Exchange as a Conceptual Fram…Models of Man. (1959)Models of Man.Poor People's Movements: Why They Succeed, How they Fail (1978)Citizen Politics: Public Opinion and Political Parties in Advanced Industrial Democracies (1996)Democracy, Accountability, and Representation (1999)Engagement of Sectors Other than Health in Integrated Health Governance, Policy, and Action (2017)Why leadership of public leadership research matters: and what to do about it (2017)5. Leadership of organisations (2022)The Social Construction of Reality (1967)Organizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)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)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The Logic of Collective Action (1965)Foundations of social theory (1990)Voice and Access (2004)Researching Interest Group Politics in Europe and Elsewhere: Much We Study, Little We Know? (2008)Organizational Information Requirements, Media Richness and Structural Design (1986)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Organizing for Crisis Management: Building Governance Capacity and Legitimacy (2016)When Do Institutions “Bite”? Historical Institutionalism and the Politics of Institutional Change (2016)Exchange and Power in Networks of Interorganizational Relations (1977)Unanticipated Gains (2009)A public value perspective for ICT enabled public sector reforms: A theoretical reflection (2012)Concept Misformation in Comparative Politics (1970)The New Institutionalism: Organizational Factors in Political Life (1983)When Effect Becomes Cause: Policy Feedback and Political Change (1993)Organizing and the Process of Sensemaking (2005)Participatory Democracy Revisited (2012)A Problem-Based Approach to Democratic Theory (2017)Collaborative innovation in the public sector: the argument (2018)Facts and Myths about Research on Public Policy Implementation: Out‐of‐Fashion, Allegedly Dead, But Still Very Much Alive and Relevant (2005)Public Management: Old and New (2006)Making Sense of Corruption (2017)
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References

  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 2011External Control of Organizations: Resource Dependence Perspective14,181 cited
  • 1979The External Control of Organizations: A Resource Dependence Perspective9,172 cited
  • 1959Models of Man.3,558 cited
  • 2009Democratic Innovations1,315 cited
  • 2015Putting the Public Back into Governance: The Challenges of Citizen Participation and Its Future1,233 cited
  • 1961Exchange as a Conceptual Framework for the Study of Interorganizational Relationships1,116 cited
  • 2014Reputation and Power848 cited
  • 2002Corporate lobbying in the European Union: the logic of access727 cited
  • 2003Implementing public policy: governance in theory and in practice705 cited
  • 2012Designing Public Participation Processes626 cited
  • 2011Reputation and Public Administration553 cited
  • 1971Public Choice: A Different Approach to the Study of Public Administration454 cited
  • 2004Exchanging access goods for access: A comparative study of business lobbying in the European Union institutions432 cited
  • 2007Are innovative, participatory and deliberative procedures in policy making democratic and effective?

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396 cited
  • 2005Sweet-Talking the Fourth Branch: The Influence of Interest Group Comments on Federal Agency Rulemaking311 cited
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