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Cited by

• 2004Triangulation in Organizational Research: A Re-Presentation117 cited
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• 1997Beyond the frame of management competenc(i)es: towards a contextually embedded framework of managerial competence in organizations91 cited
• 1990The Splitting of Leadership and Management as a Social Defense80 cited
• 1995Ideological positioning in organizational change: The dialectic of control in a merging organization76 cited
• 1995The learning organization: “change proofing” and strategy76 cited
• 2002From change novice to change expert69 cited
• 2008Flexible information infrastructures in Dutch E-Government collaboration arrangements: Experiences and policy implications60 cited
• 1997Facilitating Transformational Change53 cited
• 1993Ability- or competence-based education: Bridging the gap between knowledge acquisition and ability to apply53 cited
• 1993Holistic total quality management must take account of political processes52 cited
• 2001A Response to Snell the Learning Organization: Fact or Fiction?45 cited
• 2008When leadership means more innovation and development41 cited
• 1992Cultural diversity: The lesson of Toronto's hotels