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Cited by

• 1999The filling in the sandwich: HRM and middle managers in the health sector130 cited
• 2020The Voice Cultivation Process: How Team Members Can Help Upward Voice Live on to Implementation124 cited
• 2002Policy Emergence and Policy Convergence: The Case of ‘Scientific-Bureaucratic Medicine’ in the United States and United Kingdom115 cited
• 2008Understanding Change and Innovation in Healthcare Settings: Reconceptualizing the Active Role of Context103 cited
• 2008Accounting for the `dark side' of new organizational forms: The case of healthcare professionals84 cited
• 2011The contested terrain of hospital management: Professional projects and healthcare reforms in Denmark66 cited
• 2007Spanning boundaries in pursuit of effective knowledge sharing within networks in the NHS59 cited
• 2005Understanding organizational culture: the key to successful middle manager strategic involvement in health care delivery?51 cited
• 2002Reengineering as Knowledge Management35 cited
• 1996Strategic choice and new forms of employment relations in the public service sector:developing an analytical framework33 cited
• 2010Offshoring Professional Services: Institutions and Professional Control32 cited
• 1994Beyond the vision: Cultural change in the public sector31 cited
• 1996Managers, Doctors, and Culture