Citations (19)
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Andrej Christian Lindholst, Morten Balle Hansen & Jeppe Agger Nielsen. (2023) Private Contractors as a Source for Organizational Learning: Evidence from Scandinavian Municipalities. Public Performance & Management Review 46:3, pages 715-751.
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Wenyan Tu. (2022) Unpacking the accountability cube and its relationship with blame avoidance. Public Management Review 0:0, pages 1-23.
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Katja Aalto & Kirsi-Mari Kallio. (2019) Changing institutional logics: shifting to a new service model in the Finnish public sector. Public Money & Management 39:7, pages 486-493.
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Antti Rautiainen, Elena Urquía-Grande & Clara Muñoz-Colomina. (2017) Institutional Logics in Police Performance Indicator Development: A Comparative Case Study of Spain and Finland. European Accounting Review 26:2, pages 165-191.
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Amir Hefetz. (2016) The communicative policy maker revisited: public administration in a twenty-first century cultural-choice framework. Local Government Studies 42:4, pages 527-535.
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Alasdair Morrison, Lori Bradford & Lalita Bharadwaj. (2015) Quantifiable progress of the First Nations Water Management Strategy, 2001–2013: Ready for regulation?. Canadian Water Resources Journal / Revue canadienne des ressources hydriques 40:4, pages 352-372.
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Gerard Turley, Geraldine Robbins & Stephen McNena. (2015) A Framework to Measure the Financial Performance of Local Governments. Local Government Studies 41:3, pages 401-420.
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Colin Cresswell, Jonathan Moizer & Jonathan Lean. (2014) The Role of Organisational Culture in the Merger of English Local Authorities into a Single Unitary Authority. Local Government Studies 40:3, pages 356-379.
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Richard M. Walker. (2014) Internal and External Antecedents of Process Innovation: A review and extension. Public Management Review 16:1, pages 21-44.
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Zoe Radnor & StephenP. Osborne. (2013) Lean: A failed theory for public services?. Public Management Review 15:2, pages 265-287.
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Stuart Ferguson, Sally Burford & Monica Kennedy. (2013) Divergent Approaches to Knowledge and Innovation in the Public Sector. International Journal of Public Administration 36:3, pages 168-178.
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MildredE. Warner & Amir Hefetz. (2012) Insourcing and Outsourcing. Journal of the American Planning Association 78:3, pages 313-327.
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Alan Boyd & Adrian Nelson. (2011) Knowing and doing: the value of intelligent application in local government improvement. Public Money & Management 31:4, pages 249-256.
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RichardM. Walker, Claudia
N. Avellaneda & Frances
S. Berry. (2011) Exploring The Diffusion Of Innovation Among High And Low Innovative Localities. Public Management Review 13:1, pages 95-125.
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Jane Atterton, Nicola Thompson & Terry Carroll. (2009) Mentoring as a mechanism for improvement in local government. Public Money & Management 29:1, pages 51-57.
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Jon Coaffee. (2008) Sport, culture and the modern state: emerging themes in stimulating urban regeneration in the UK. International Journal of Cultural Policy 14:4, pages 377-397.
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Amir Hefetz & Mildred Warner. (2007) Beyond the market versus planning dichotomy: Understanding privatisation and its reverse in US cities. Local Government Studies 33:4, pages 555-572.
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Jean Hartley & John Benington. (2006) Copy and Paste, or Graft and Transplant? Knowledge Sharing Through Inter-Organizational Networks. Public Money & Management 26:2, pages 101-108.
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Lyndsay Rashman, James Downe & Jean Hartley. (2005) Knowledge creation and transfer in the beacon scheme: Improving services through sharing good practice. Local Government Studies 31:5, pages 683-700.
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