SZodixStudyAcademic Library
DashboardShelvesOpen accessMy libraryInboxNotesWriteLearnAlerts
More
Ask your libraryNotificationsQuick citeReview
Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated
The paradox of externally driven localisation: a case study on how local actors manage the contradictory legitimacy requirements of top-down bottom-up aid
15 references·5 citing·49 second hop
The paradox of externally driven localisation: a case study on how local actors manage the contradictory legitimacy requirements of top-down bottom-up aid (2023)The paradox of externally driven localisa…Global humanitarian assistance report 2019 (2019)Global humanitarian assistanc…Classical humanitarianism and resilience humanitarianism: making sense of two brands of humanitarian action (2018)Classical humanitarianism and…The theory contribution of case study research designs (2017)The theory contribution of ca…Paradox Research in Management Science: Looking Back to Move Forward (2016)Paradox Research in Managemen…Social Capital and Community Resilience (2014)Social Capital and Community …The Visual Dimension in Organizing, Organization, and Organization Research: Core Ideas, Current Developments, and Promising Avenues (2013)The Visual Dimension in Organ…Empire of Humanity (2013)Empire of HumanityToward a Theory of Paradox: A Dynamic equilibrium Model of Organizing (2011)Toward a Theory of Paradox: A…Theory Building From Cases: Opportunities And Challenges (2007)Theory Building From Cases: O…Thematic networks: an analytic tool for qualitative research (2001)Thematic networks: an analyti…Social Capital (2001)Social CapitalManaging Legitimacy: Strategic and Institutional Approaches (1995)Managing Legitimacy: Strategi…Using Paradox to Build Management and Organization Theories (1989)Using Paradox to Build Manage…Building Theories from Case Study Research (1989)Building Theories from Case S…THE SYMBOLIC CONSTRUCTION OF COMMUNITY (1985)THE SYMBOLIC CONSTRUCTION OF …Unintended effects of localisation: coalitions and professionalism of women working in NGOs in Vietnam (2026)Unintended effects of localis…An Innovative Approach to Effective, Impact‐Driven Partnering: An Educational Aid Case Study (2025)An Innovative Approach to Eff…A Framework for Understanding and Evaluating Localization: The Case of HelpAge International (2025)A Framework for Understanding…Is Humanitarian Aid Funding Fair and Square? Correlating Social Justice to Humanitarian aid Utilisation (2024)Is Humanitarian Aid Funding F…Collaborator or quasi–grant maker? Revealing the dissonance in international development charities’ partnership representations (2024)Collaborator or quasi–grant m…Social Capital in the Creation of Human Capital (1988)Bowling alone: the collapse and revival of American community (2000)Social Capital in the Creation of Human Capital (2000)The landscape of disaster resilience indicators in the USA (2015)Beyond misinformation: Understanding and coping with the “post-truth” era. (2017)Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams (2017)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)WHY COMPANIES GO GREEN: A MODEL OF ECOLOGICAL RESPONSIVENESS. (2000)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Modes of Network Governance: Structure, Management, and Effectiveness (2007)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Case Study Research: Design and Methods (1991)Socioemotional Wealth in Family Firms (2012)Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow (2013)Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal (2018)Handbook of Qualitative Research (1994)Qualitative Data Analysis: An Expanded Sourcebook (1994)Using thematic analysis in psychology (2006)The Discovery of Grounded Theory (2017)Thematic Analysis (2017)Intercoder Reliability in Qualitative Research: Debates and Practical Guidelines (2020)A Theory of Cognitive Dissonance (1957)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Dynamic capabilities and strategic management (1997)Contemplating Mindfulness at Work (2015)Similar But Not the Same: Differentiating Corporate Sustainability from Corporate Responsibility (2017)Artificial Intelligence and Management: The Automation–Augmentation Paradox (2021)Studies in Ethnomethodology. (1968)The Social Psychology of Organizations. (1979)Managerial Fads and Fashions: The Diffusion and Rejection of Innovations (1991)Initial Trust Formation in New Organizational Relationships (1998)Misery Loves Companies: Rethinking Social Initiatives by Business (2003)Exchange and Power in Social Life (2017)A theory of justice original editionOutline of a Theory of Practice (1977)Content Analysis: An Introduction to its Methodology. (1984)Tourism and COVID-19: Impacts and implications for advancing and resetting industry and research (2020)Value creation in E‐business (2001)Knowing in Practice: Enacting a Collective Capability in Distributed Organizing (2002)Seeking Qualitative Rigor in Inductive Research (2012)Why Should I Share? Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice1 (2005)Community Resilience as a Metaphor, Theory, Set of Capacities, and Strategy for Disaster Readiness (2007)E Pluribus Unum : Diversity and Community in the Twenty‐first Century The 2006 Johan Skytte Prize Lecture (2007)Cultural Encounters on China’s Ethnic Frontiers (1996)Masculinity and nationalism: gender and sexuality in the making of nations (1998)A Critique of Conventional CSR Theory: An SME Perspective (2004)
this work references cited by second hop

References

  • 1995Managing Legitimacy: Strategic and Institutional Approaches19,858 cited
  • 1989Building Theories from Case Study Research17,437 cited
  • 2007Theory Building From Cases: Opportunities And Challenges16,654 cited
  • 2001Thematic networks: an analytic tool for qualitative research5,501 cited
  • 2001Social Capital4,528 cited
  • 1985THE SYMBOLIC CONSTRUCTION OF COMMUNITY2,432 cited
  • 2014Social Capital and Community Resilience2,323 cited
  • 2011Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing1,627 cited
  • 1989Using Paradox to Build Management and Organization Theories1,504 cited
  • 2016Paradox Research in Management Science: Looking Back to Move Forward1,378 cited
  • 2017The theory contribution of case study research designs706 cited
  • 2013The Visual Dimension in Organizing, Organization, and Organization Research: Core Ideas, Current Developments, and Promising Avenues499 cited
  • 2019Global humanitarian assistance report 2019291 cited
  • 2018Classical humanitarianism and resilience humanitarianism: making sense of two brands of humanitarian action240 cited
  • 2013Empire of Humanity149 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

Cited by

  • 2025A Framework for Understanding and Evaluating Localization: The Case of HelpAge International7 cited
  • 2024Collaborator or quasi–grant maker? Revealing the dissonance in international development charities’ partnership representations4 cited
  • 2024Is Humanitarian Aid Funding Fair and Square? Correlating Social Justice to Humanitarian aid Utilisation1 cited
  • 2025An Innovative Approach to Effective, Impact‐Driven Partnering: An Educational Aid Case Study1 cited
  • 2026Unintended effects of localisation: coalitions and professionalism of women working in NGOs in Vietnam1 cited