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Managing to Collaborate
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  • 2022Public administration and politics meet turbulence: The search for robust governance responses221 cited
  • 2020What do we know about nonprofit collaboration? A systematic review of the literature137 cited
  • 2019Weaknesses of wickedness: a critical perspective on wickedness theory105 cited
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  • 2023The democratic quality of co-creation: A theoretical exploration48 cited
  • 2022Case study research of green life cycle model for the evaluation and reduction of scope 3 emissions in food supply chains48 cited
  • 2021Strategic management as an enabler of co-creation in public services45 cited
  • 2020Managing Competing Demands: Coping With the Inclusiveness–Efficiency Paradox in Cross-Sector Partnerships43 cited
  • 2022COVID ‐19‐induced governance transformation: How external shocks may spur cross‐organizational collaboration and trust‐based management41 cited
  • 2020Co‐creating ambitious climate change mitigation goals: The Copenhagen experience40 cited
  • 2018Don’t push too hard. Examining the managerial behaviours of local authorities in collaborative networks with nonprofit organisations

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37 cited
  • 2025Power dynamics and intersectoral collaboration for health in low- and middle-income countries: a realist review37 cited
  • 2021Integrating Corporate Social Innovations and cross-collaboration: An empirical study36 cited
  • 2021Concluding discussion: key themes in the (possible) move to co-production and co-creation in public management34 cited