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„Kriseninternes Lernen“ und „krisenübergreifendes Lernen“ in der deutschen Kommunalverwaltung
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„Kriseninternes Lernen“ und „krisenübergreifendes Lernen“ in der deutschen Kommunalverwaltung (2022)„Kriseninternes Lernen“ und „krisenübergr…The Politics of Crisis Management (2016)The Politics of Crisis Manage…DESIGNING RESILIENT INSTITUTIONS FOR TRANSBOUNDARY CRISIS MANAGEMENT: A TIME FOR PUBLIC ADMINISTRATION (2016)DESIGNING RESILIENT INSTITUTI…Collaborative Innovation in the Public Sector (2016)Collaborative Innovation in t…RESILIENCE THINKING: LESSONS FOR PUBLIC ADMINISTRATION (2015)RESILIENCE THINKING: LESSONS …Risk and Crisis Management in the Public Sector (2014)Risk and Crisis Management in…Collaborative Innovation: A Viable Alternative to Market Competition and Organizational Entrepreneurship (2013)Collaborative Innovation: A V…The Network Governance of Crisis Response: Case Studies of Incident Command Systems (2009)The Network Governance of Cri…Organisational Crisis-Preparedness: The Importance of Learning from Failures (2008)Organisational Crisis-Prepare…Learning under Uncertainty: Networks in Crisis Management (2008)Learning under Uncertainty: N…Modes of Network Governance: Structure, Management, and Effectiveness (2007)Modes of Network Governance: …Beyond Engagement and Participation: User and Community Coproduction of Public Services (2007)Beyond Engagement and Partici…Public Leadership in Times of Crisis: Mission Impossible? (2003)Public Leadership in Times of…Crossing the great divide: Coproduction, synergy, and development (1996)Crossing the great divide: Co…Crisis Decision Making (1993)Crisis Decision MakingEconomic Action and Social Structure: The Problem of Embeddedness (1985)Economic Action and Social St…Politische vierteljahresschrift (1983)Politische vierteljahresschri…Governing the Commons: The Evolution of Institutions for Collective Action (1992)Economics, Organization and Management. (1993)Production, Information Costs and Economic Organization (1996)Bonds and Bridges: Social Capital and Poverty (2002)Varieties of Participation in Public Services: The Who, When, and What of Coproduction (2017)Situated Learning (1991)Situated Learning: Legitimate Peripheral Participation. (1994)Capitalism, Socialism and Democracy (1997)Public value creation through collaborative innovation (2016)Transforming the Public Sector Into an Arena for Co-Creation: Barriers, Drivers, Benefits, and Ways Forward (2016)5. Leadership of organisations (2022)A Ladder Of Citizen Participation (1969)Building Theories from Case Study Research (1989)Bowling alone: the collapse and revival of American community (2000)Co-Production and the Co-Creation of Value in Public Services: A suitable case for treatment? (2016)Risk Society, Towards a New Modernity (1994)Managing Legitimacy: Strategic and Institutional Approaches (1995)The politics of crisis management : public leadership under pressure (2005)Organizing for Crisis Management: Building Governance Capacity and Legitimacy (2016)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Enhancing Collaborative Innovation in the Public Sector (2011)Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging (2015)Strategic Planning for Public and Nonprofit Organizations (2015)Research in Organizational Behavior (1984)Exploration and Exploitation in Organizational Learning (1991)The fifth discipline, the art and practice of the learning organization (1991)Collaborative emergency management and national emergency management network (2010)Resource capability for local government in managing disaster (2010)Collaborative Decision-Making in Emergency and Disaster Management (2011)Agendas, alternatives, and public policies (1984)Agendas, Alternatives, and Public Policies (1985)Risk Society: Towards a New Modernity (1993)Urban resilience implementation: A policy challenge and research agenda for the 21st century (2018)Learning from the COVID-19 crisis: an initial analysis of national responses (2020)Lessons From South Korea’s Covid-19 Policy Response (2020)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Theory Building From Cases: Opportunities And Challenges (2007)Organising for Effective Emergency Management: Lessons from Research 1 (2010)An Integrative Model Of Organizational Trust (1995)Bowling Alone: America's Declining Social Capital (1995)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Balancing Governance Capacity and Legitimacy: How the Norwegian Government Handled the COVID ‐19 Crisis as a High Performer (2020)Hiding in Plain Sight: Conceptualizing the Creeping Crisis (2020)Mobilizing Policy (In)Capacity to Fight COVID-19: Understanding Variations in State Responses (2020)
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References

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  • 2007Modes of Network Governance: Structure, Management, and Effectiveness3,998 cited
  • 1996Crossing the great divide: Coproduction, synergy, and development2,656 cited
  • 2007Beyond Engagement and Participation: User and Community Coproduction of Public Services1,978 cited
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  • 2016The Politics of Crisis Management731 cited
  • 2009The Network Governance of Crisis Response: Case Studies of Incident Command Systems530 cited
  • 2008Learning under Uncertainty: Networks in Crisis Management395 cited
  • 2016DESIGNING RESILIENT INSTITUTIONS FOR TRANSBOUNDARY CRISIS MANAGEMENT: A TIME FOR PUBLIC ADMINISTRATION390 cited
  • 1983Politische vierteljahresschrift351 cited
  • 1993Crisis Decision Making306 cited
  • 2008Organisational Crisis-Preparedness: The Importance of Learning from Failures288 cited
  • 2015RESILIENCE THINKING: LESSONS FOR PUBLIC ADMINISTRATION285 cited
  • 2014Risk and Crisis Management in the Public Sector

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247 cited
  • 2016Collaborative Innovation in the Public Sector242 cited
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