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Coaction Interrupted: Logic Contestations in the Implementation of Inter‐organisational Collaboration around Talent Management in the Public Sector in Scotland
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References

  • 2007Theory Building From Cases: Opportunities And Challenges16,654 cited
  • 2012Seeking Qualitative Rigor in Inductive Research13,176 cited
  • 1999Strategies for Theorizing from Process Data7,011 cited
  • 1998What Is Agency?6,156 cited
  • 2012The Institutional Logics Perspective3,801 cited
  • 2011Institutional Complexity and Organizational Responses3,500 cited
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  • 2012‘Unsatisfactory Saturation’: a critical exploration of the notion of saturated sample sizes in qualitative research1,943 cited
  • 2011Public management reform : a comparative analysis - new public management, governance, and the Neo-Weberian State1,736 cited
  • 2010WHEN WORLDS COLLIDE: THE INTERNAL DYNAMICS OF ORGANIZATIONAL RESPONSES TO CONFLICTING INSTITUTIONAL DEMANDS.1,718 cited
  • 2013Multiple Institutional Logics in Organizations: Explaining Their Varied Nature and Implications1,565 cited
  • 2010Institutional Work: Refocusing Institutional Studies of Organization1,354 cited
  • 2014Harnessing Productive Tensions in Hybrid Organizations: The Case of Work Integration Social Enterprises944 cited
  • 2006Collaborative Public Management: Assessing What We Know and How We Know It932 cited
  • 2009

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Strategy‐as‐practice: A review and future directions for the field
931 cited
  • 1998The Calculated and the Avowed: Techniques of Discipline and Struggles Over Identity in Big Six Public Accounting Firms863 cited
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