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Stepping on the Throttle While Hitting the Brakes: Project Organisations and Governance
16 references·1 citing·34 second hop
Stepping on the Throttle While Hitting the Brakes: Project Organisations and Governance (2023)Stepping on the Throttle While Hitting th…The Oxford Handbook of Governance (2012)The Oxford Handbook of Govern…Taking Stock of Temporary Organizational Forms: A Systematic Review and Research Agenda (2010)Taking Stock of Temporary Org…Organization outside organizations: the significance of partial organization (2010)Organization outside organiza…The Oxford handbook of public management (2006)The Oxford handbook of public…Temporary Architectures of Learning: Knowledge Governance in Project Ecologies (2004)Temporary Architectures of Le…No project is an island: linking projects to history and context (2003)No project is an island: link…Implementing public policy (2002)Implementing public policyCool Projects, Boring Institutions: Temporary Collaboration in Social Context (2002)Cool Projects, Boring Institu…Debating Governance: Authority, Steering, and Democracy (2000)Debating Governance: Authorit…Governance Without Government? Rethinking Public Administration (1998)Governance Without Government…Governance as theory: five propositions (1998)Governance as theory: five pr…Understanding Governance: Policy Networks, Governance, Reflexivity and Accountability (1997)Understanding Governance: Pol…Cohesion Policy and European Integration: Building Multi-Level Governance (1997)Cohesion Policy and European …The New Public Management in Action (1996)The New Public Management in …A Guide to the project management body of knowledge (1996)A Guide to the project manage…“Projectification” of the firm: The renault case (1995)“Projectification” of the fir…The Pragmatic Comportment Compass: Rethinking projectification in public sector projects (2024)The Pragmatic Comportment Com…Case Study Research: Design and Methods (1984)Economic Action and Social Structure: The Problem of Embeddedness (1985)Exploration and Exploitation in Organizational Learning (1991)Directions for future research in project management: The main findings of a UK government-funded research network (2006)The three worlds of welfare capitalism (1990)A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)The New Public Governance? 1 (2006)Wicked Problems, Knowledge Challenges, and Collaborative Capacity Builders in Network Settings (2008)Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management (2014)Outline of a Theory of Practice (1977)Communities of Practice (1998)Communities of practice learning, meaning, and identity (1999)Clusters and knowledge: local buzz, global pipelines and the process of knowledge creation (2004)The Geography of Innovation: Regional Innovation Systems (2009)Constructing Regional Advantage: Platform Policies Based on Related Variety and Differentiated Knowledge Bases (2011)Governing the Commons: The Evolution of Institutions for Collective Action (1992)Making Democracy Work (1994)Governing the Hollow State (2000)Collaborative Governance in Theory and Practice (2007)Critical research on the governance of tourism and sustainability (2011)‘Governance’ as a bridge between disciplines: Cross‐disciplinary inspiration regarding shifts in governance and problems of governability, accountability and legitimacy (2004)The Democratic Anchorage of Governance Networks (2005)On Global Order (2007)The Middle Aging of New Public Management: Into the Age of Paradox? (2004)Beyond Engagement and Participation: User and Community Coproduction of Public Services (2007)The steering of higher education systems: a public management perspective (2008)Collaborative Innovation: A Viable Alternative to Market Competition and Organizational Entrepreneurship (2013)THEORIZING HYBRIDITY: INSTITUTIONAL LOGICS, COMPLEX ORGANIZATIONS, AND ACTOR IDENTITIES: THE CASE OF NONPROFITS (2014)Comparing Public and Private Organizations: Empirical Research and the Power of the A Priori (2000)Transfer and translation of policy (2012)Emergence of polycentric climate governance and its future prospects (2015)The Logical Framework Method for Defining Project Success (1999)On Uncertainty, Ambiguity, and Complexity in Project Management (2002)Leadership competency profiles of successful project managers (2009)
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References

  • 1996A Guide to the project management body of knowledge4,339 cited
  • 1997Understanding Governance: Policy Networks, Governance, Reflexivity and Accountability3,839 cited
  • 1998Governance as theory: five propositions2,915 cited
  • 1996The New Public Management in Action2,187 cited
  • 1998Governance Without Government? Rethinking Public Administration1,319 cited
  • 2000Debating Governance: Authority, Steering, and Democracy1,307 cited
  • 2012The Oxford Handbook of Governance1,237 cited
  • 2003No project is an island: linking projects to history and context1,144 cited
  • 2006The Oxford handbook of public management1,049 cited
  • 2002Cool Projects, Boring Institutions: Temporary Collaboration in Social Context855 cited
  • 2002Implementing public policy650 cited
  • 2010Taking Stock of Temporary Organizational Forms: A Systematic Review and Research Agenda649 cited
  • 1997Cohesion Policy and European Integration: Building Multi-Level Governance631 cited
  • 2010Organization outside organizations: the significance of partial organization615 cited
  • 2004Temporary Architectures of Learning: Knowledge Governance in Project Ecologies605 cited

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  • 1995“Projectification” of the firm: The renault case577 cited
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    • 2024The Pragmatic Comportment Compass: Rethinking projectification in public sector projects4 cited