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• 2010AN EXPLORATION OF WHY PUBLIC ORGANIZATIONS ‘INGEST’ INNOVATIONS89 cited
• 2008Delivering ‘effortless experience’ across borders: Managing internal consistency in professional service firms65 cited
• 1999Public Performance - towards a new model?63 cited
• 2010Ecological Governance: Organizing Principles for an Emerging Era53 cited
• 1996The Administrative Dispute Resolution Act of 1990: How Do We Evaluate Its Success?51 cited
• 1999Contemporary Public Sector Productivity Values: Narrower Scope, Tougher Standards, and New Rules of the Game45 cited
• 2011An Assessment of Collaborative Governance in a Network for Sustainable Tourism: The Case of RedeTuris36 cited
• 2011The Practice of Collaborative Governance29 cited
• 1996Social Work Management in an Era of Diminishing Federal Responsibility29 cited
• 1999Romancing the Capstone: The Jewel of Public Value18 cited
• 2002Implications of Organizational Climate and Ethical Leadership on Reengineering in Municipal Government14 cited
• 2005Consilience and Performance in the ‘Art of the State’9 cited
• 1995Re-engineering Public-sector Organizations: A Case Study of Radical Change in a British Local Authority8 cited
• 2010Understanding Cross-Sector Collaboration in E-Government Development: Theoretical Consideration Based on Extended Bryson’s Framework