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Revisiting Bureaucratic Entrepreneurialism in the Age of Urban Austerity: Framing Issues, Taking Risks, and Building Collaborative Capacity
16 references·0 citing·44 second hop
Revisiting Bureaucratic Entrepreneurialism in the Age of Urban Austerity: Framing Issues, Taking Risks, and Building Collaborative Capacity (2019)Revisiting Bureaucratic Entrepreneurialis…25 Years of Transparency Research: Evidence and Future Directions (2016)25 Years of Transparency Rese…Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management (2014)Public Value Governance: Movi…Wicked Problems (2013)Wicked ProblemsThe Institutional Collective Action Framework (2013)The Institutional Collective …Governing Institutional Complexity: The Ecology of Games Framework (2013)Governing Institutional Compl…Framing Theory (2007)Framing TheoryPhases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers1 (2006)Phases of the Adoption of Inn…Motivated Skepticism in the Evaluation of Political Beliefs (2006)Motivated Skepticism in the E…Resources, Knowledge and Influence: The Organizational Effects of Interorganizational Collaboration* (2003)Resources, Knowledge and Infl…The Myth of the Dichotomy: Complementarity of Politics and Administration in the Past and Future of Public Administration (2001)The Myth of the Dichotomy: Co…Risk Culture in Public and Private Organizations (1998)Risk Culture in Public and Pr…Creating public value : strategic management in government (1995)Creating public value : strat…A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)A PUBLIC MANAGEMENT FOR ALL S…Agendas, Alternatives, and Public Policies (1985)Agendas, Alternatives, and Pu…Agendas, alternatives, and public policies (1984)Agendas, alternatives, and pu…A Garbage Can Model of Organizational Choice (1972)A Garbage Can Model of Organi…Reinventing government: how the entrepreneurial spirit is transforming the public sector (1993)Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (1995)Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging (2015)Distinguishing Different Types of Coproduction: A Conceptual Analysis Based on the Classical Definitions (2015)Towards a multi-actor theory of public value co-creation (2016)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)Dilemmas in a general theory of planning (1973)The reflective practitioner: How professionals think in action (1984)The Reflective Practitioner: How Professionals Think in Action (1985)Wicked and less wicked problems: a typology and a contingency framework (2017)Wicked Problems in Public Policy (2023)Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. (1964)Organizational Information Requirements, Media Richness and Structural Design (1986)A Dynamic Theory of Organizational Knowledge Creation (1994)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Research in Organizational Behavior. (1986)Towards a multidisciplinary definition of innovation (2009)Innovation, organizational learning, and performance (2010)Innovation and Creativity in Organizations (2014)A Theory of Cognitive Dissonance (1957)The case for motivated reasoning. (1990)Dual-process theories in social psychology (1999)When Corrections Fail: The Persistence of Political Misperceptions (2010)Misinformation and Its Correction (2012)Exposure to opposing views on social media can increase political polarization (2018)Understanding Attitudes and Predicting Social Behavior (1980)Media Discourse and Public Opinion on Nuclear Power: A Constructionist Approach (1989)Framing: Toward Clarification of a Fractured Paradigm (1993)Framing Public Opinion in Competitive Democracies (2007)The Generalizability of Survey Experiments (2015)Durably reducing transphobia: A field experiment on door-to-door canvassing (2016)New Public Management Is Dead--Long Live Digital-Era Governance (2005)Beyond Engagement and Participation: User and Community Coproduction of Public Services (2007)An advocacy coalition framework of policy change and the role of policy-oriented learning therein (1988)Introduction: epistemic communities and international policy coordination (1992)When Effect Becomes Cause: Policy Feedback and Political Change (1993)Stakeholder analysis: a review (2000)
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References

  • 1985Agendas, Alternatives, and Public Policies11,225 cited
  • 1991A PUBLIC MANAGEMENT FOR ALL SEASONS?9,822 cited
  • 1984Agendas, alternatives, and public policies9,318 cited
  • 1972A Garbage Can Model of Organizational Choice7,956 cited
  • 2006Motivated Skepticism in the Evaluation of Political Beliefs4,340 cited
  • 2007Framing Theory3,065 cited
  • 1995Creating public value : strategic management in government2,353 cited
  • 2014Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management1,565 cited
  • 2013Wicked Problems1,513 cited
  • 2006Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers11,295 cited
  • 2003Resources, Knowledge and Influence: The Organizational Effects of Interorganizational Collaboration*741 cited
  • 2013The Institutional Collective Action Framework690 cited
  • 201625 Years of Transparency Research: Evidence and Future Directions511 cited
  • 2001The Myth of the Dichotomy: Complementarity of Politics and Administration in the Past and Future of Public Administration494 cited
  • 1998Risk Culture in Public and Private Organizations461 cited

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  • 2013Governing Institutional Complexity: The Ecology of Games Framework438 cited
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