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Partnership building between NGOs and Indonesian local governments: a case study of integrative leadership immersing itself in innovativeness
16 references·0 citing·51 second hopsampled
Partnership building between NGOs and Indonesian local governments: a case study of integrative leadership immersing itself in innovativeness (2022)Partnership building between NGOs and Ind…Expanding the resource based view model of strategic human resource management (2020)Expanding the resource based …When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit (2018)When do Dynamic Capabilities …Two Strategies for Qualitative Content Analysis: An Intramethod Approach to Triangulation (2018)Two Strategies for Qualitativ…Collaborative innovation in the public sector: the argument (2018)Collaborative innovation in t…Saturation in qualitative research: exploring its conceptualization and operationalization (2017)Saturation in qualitative res…Harnessing Difference: A Capability‐Based Framework for Stakeholder Engagement in Environmental Innovation (2017)Harnessing Difference: A Capa…NGOs, States, and Donors Revisited: Still Too Close for Comfort? (2014)NGOs, States, and Donors Revi…Integrative leadership and the creation and maintenance of cross-sector collaborations (2010)Integrative leadership and th…Utilizing Collaboration Theory to Evaluate Strategic Alliances (2004)Utilizing Collaboration Theor…Government–nonprofit partnership: a defining framework (2002)Government–nonprofit partners…Dynamic capabilities and strategic management (1997)Dynamic capabilities and stra…The resource‐based view within the conversation of strategic management (1992)The resource‐based view withi…Toward a Comprehensive Theory of Collaboration (1991)Toward a Comprehensive Theory…Firm Resources and Sustained Competitive Advantage (1991)Firm Resources and Sustained …The politics of government-NGO relations in Africa (1989)The politics of government-NG…Asset Stock Accumulation and Sustainability of Competitive Advantage (1989)Asset Stock Accumulation and …Power: A Radical View (1974)Research in Organizational Behavior (1984)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)Assessing and improving partnership relationships and outcomes: a proposed framework (2002)Public–private partnerships: Perspectives on purposes, publicness, and good governance (2011)Enhancing the Impact of Cross-Sector Partnerships (2015)The Causal Texture of Organizational Environments (1965)The External Control of Organizations. 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(1991)A Resource-Based Theory of the Firm: Knowledge Versus Opportunism (1996)Contemporary Strategy Analysis (1998)Firm resources and sustained competitive advantage (2004)An Evolutionary Theory of Economic Change. (1983)A resource‐based view of the firm (1984)Strategic Factor Markets: Expectations, Luck, and Business Strategy (1986)The Nature of the Firm (1937)Dynamic capabilities: what are they? (2000)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Theory of Economic Development (2003)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Too close for comfort? the impact of official aid on nongovernmental organizations (1996)Doing Good? The Politics and Antipolitics of NGO Practices (1997)Accountability In Practice: Mechanisms for NGOs (2003)Capacity Development Evaluation: The Challenge of the Results Agenda and Measuring Return on Investment in the Global South (2015)Transnational social protection: setting the agenda (2016)NGOs and international development: A review of thirty-five years of scholarship (2018)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Basics of qualitative research : techniques and procedures for developing grounded theory (1998)How Many Interviews Are Enough? (2005)Characterising and justifying sample size sufficiency in interview-based studies: systematic analysis of qualitative health research over a 15-year period (2018)To saturate or not to saturate? Questioning data saturation as a useful concept for thematic analysis and sample-size rationales (2019)How to use and assess qualitative research methods (2020)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)Capitalism, Socialism and Democracy (1997)Collaborative Governance in Theory and Practice (2007)Public service innovation: a typology (2019)The COVID-19 pandemic as a game changer for public administration and leadership? The need for robust governance responses to turbulent problems (2020)5. Leadership of organisations (2022)The cornerstones of competitive advantage: A resource‐based view (1993)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)
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References

  • 1991Firm Resources and Sustained Competitive Advantage48,209 cited
  • 1997Dynamic capabilities and strategic management34,723 cited
  • 2017Saturation in qualitative research: exploring its conceptualization and operationalization11,995 cited
  • 1989Asset Stock Accumulation and Sustainability of Competitive Advantage8,348 cited
  • 1992The resource‐based view within the conversation of strategic management3,392 cited
  • 1991Toward a Comprehensive Theory of Collaboration1,285 cited
  • 2014NGOs, States, and Donors Revisited: Still Too Close for Comfort?772 cited
  • 2018Collaborative innovation in the public sector: the argument570 cited
  • 2002Government–nonprofit partnership: a defining framework552 cited
  • 2010Integrative leadership and the creation and maintenance of cross-sector collaborations520 cited
  • 1989The politics of government-NGO relations in Africa481 cited
  • 2004Utilizing Collaboration Theory to Evaluate Strategic Alliances414 cited
  • 2017Harnessing Difference: A Capability‐Based Framework for Stakeholder Engagement in Environmental Innovation390 cited
  • 2018Two Strategies for Qualitative Content Analysis: An Intramethod Approach to Triangulation372 cited
  • 2018When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit

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342 cited
  • 2020Expanding the resource based view model of strategic human resource management313 cited
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