Leading co-creation for the green shift

References

• Alford, J. (2009). Engaging public sector clients. Palgrave Macmillan.
   Google Scholar
• Amabile, T., & Kramer, S. (2011). The progress principle. Harvard Business Press.
   Google Scholar
• Ansell, C., & Gash, A. (2008). Collaborative governance in theory and practice. Journal of Public Administration Research and Theory, 18(4), 543–571.
   Web of Science ®Google Scholar
• Ansell, C., & Gash, A. (2012). Stewards, mediators, and catalysts. The Innovation Journal, 17(1), 2–21.
   Google Scholar
• Ansell, C., & Gash, A. (2017). Collaborative platforms as a governance strategy. Journal of Public Administration Research and Theory, 28(1), 16–32.
   Web of Science ®Google Scholar
• Ansell, C., & Torfing, J. (2021). Co-creation. Policy & Politics, 49(2), 211–230.
   Web of Science ®Google Scholar
• Bason, C. (2010). Leading public sector innovation. Policy Press.
   Google Scholar
• Betsill, M., & Bulkeley (2003). Cities and climate change. Routledge.
   Google Scholar
• Betsill, M., & Bulkeley, H. (2007). Looking back and thinking ahead: A decade of cities and climate change research. Local Environment, 12(5), 447–456.
   Google Scholar
• Bolden, R. (2011). Distributed leadership in organizations. International Journal of Management Review, 13(3), 251–269.
   Web of Science ®Google Scholar
• Bommert, B. (2010). Collaborative innovation in the public sector. International Public Management Review, 11(1), 15–33.
   Google Scholar
• Bovaird, T., & Loeffler, E. (2016). User and community co-production of public services. International Journal of Public Administration, 39(13), 1006–1019.
   Web of Science ®Google Scholar
• Brandsen, T., & Honingh, M. (2016). Distinguishing different types of co-production. Public Administration Review, 76(3), 427–435.
   Web of Science ®Google Scholar
• Bryson, J. M. (1988). Strategic planning. Public Money & Management, 8(3), 11–15.
   Google Scholar
• Bryson, J. M., & Crosby, B. (2005). Leadership for the common good. Jossey-Bass.
   Google Scholar
• Bryson, J. M., & Crosby, B. C. (2010). Integrative leadership and the creation and maintenance of cross-sector collaborations. The Leadership Quarterly, 21(2), 211–230.
   Web of Science ®Google Scholar
• Bryson, J. M., Crosby, B. C., & Stone, M. M. (2015). Designing and implementing cross-sector collaborations. Public Administration Review, 75(5), 647–663.
   Web of Science ®Google Scholar
• Bryson, J., Crosby, B., & Sørensen, E. (2021). How public leaders can promote public value through co-creation. Policy & Politics, 49(2), 267–286.
   Web of Science ®Google Scholar
• Bryson, J. M., Cunningham, G. L., & Lokkesmoe, K. J. (2002). What to do when stakeholders matter? Public Administration Review, 62(5), 568–584.
   Web of Science ®Google Scholar
• Cluley, V., & Radnor, Z. (2020). Rethinking co-creation. Public Money & Management. DOI: 10.1080/09540962.2020.1719672.
   Google Scholar
• Crosby, B. C., t’ Hart, P., & Torfing, J. (2017). Public value creation through collaborative innovation. Public Management Review, 19(5), 655–669.
   Web of Science ®Google Scholar
• Dalton, R. J., & Welzel, C. (2014). The civic culture transformed. Cambridge University Press.
   Google Scholar
• Emerson, K., & Nabatchi, K. (2015). Collaborative governance regimes. Georgetown University Press.
   Google Scholar
• Ernst, C., & Yip, J. (2009). Boundary spanning leadership. In T. Pittinsky (Ed.), Crossing the divide: Intergroup leadership in a world of difference (pp. 87–99). Harvard Business School Press.
   Google Scholar
• European Commission. (2020). The proposed mission: A climate resilient Europe. The European Union.
   Google Scholar
• Dahl, D. W., & Moreau, C. P. (2007). Thinking inside the box. Journal of Marketing Research, 44(3), 357–69.
   Web of Science ®Google Scholar
• Fung, A. (2003). Recipes for public spheres. The Journal of Political Philosophy, 11(3), 338–267.
   Web of Science ®Google Scholar
• Gray, B. (1989). Collaborating. Jossey-Bass.
   Google Scholar
• Grönroos, C. (2012). Conceptualizing value co-creation. Journal of Marketing Management, 28(13-14), 1520–1534.
   Google Scholar
• Hajer, M. A. (2005). Setting the stage. Administration & Society, 36(6), 624–647.
   Web of Science ®Google Scholar
• Hambleton, R. (2019). The new civic leadership. Public Money & Management, 39(4), 271–279.
   Web of Science ®Google Scholar
• Hartley, J. (2005). Innovation in governance and public services. Public Money & Management, 25(1), 27–34.
   Web of Science ®Google Scholar
• Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership. Harvard Business Review Press.
   Google Scholar
• Hofstad, H., Millstein, M., Tønnesen, A., Vedeld, T., & Hanssen, K. B. (2021). The role of goal setting in urban climate governance. Earth System Governance, 7. DOI: 2020.100088.
   Google Scholar
• Hofstad, H., & Vedeld, T. (2021). Exploring city climate leadership in theory and practice. Environmental Policy and Planning, DOI: 10.1080/1523908X.2021.1883425.
   Google Scholar
• Huxham, C., & Vangen, S. (2013). Managing to collaborate. Routledge.
   Google Scholar
• Jacquet, V. (2019). The role and the future of deliberative mini-public: A citizen perspective. Political Studies, 63(3), 639–657.
   Google Scholar
• Jensen, U. T., Andersen, L. B., Bro, L. L., Bøllingtoft, A., Eriksen, T. L. M., Holten, A.-L., Jacobsen, C. B., … Würtz, A. (2019). Conceptualizing and measuring transformational and transactional leadership. Administration & Society, 51(1), 3–33.
   Web of Science ®Google Scholar
• Klijn, E. H., & Koppenjan, J. (2015). Governance networks in the public sector. Routledge.
   Google Scholar
• Klijn, E.-H., Steijn, B., & Edelenbos, J. (2010). The impact of network management on outcomes in governance networks. Public Administration, 88(4), 1063–1082.
   Web of Science ®Google Scholar
• Klijn, E. H., & Teisman, G. R. (2003). Institutional and strategic barriers to public–private partnership. Public Money & Management, 23(3), 137–146.
   Web of Science ®Google Scholar
• Kohler, T., Fueller, J., Matzler, K., Stieger, D., & Füller, J. (2011). Co-creation in virtual worlds. MIS Quarterly, 35(3), 773–88.
   Web of Science ®Google Scholar
• Lewis, M. W., & Smith, W. K. (2014). Paradox as a meta-theoretical perspective. The Journal of Applied Behavioral Science, 50(2), 127–149.
   Web of Science ®Google Scholar
• Meerkerk, I., & Edelenbos, J. (2018). Boundary spanners in public management and governance. Edward Elgar.
   Google Scholar
• Morse, R. S. (2008). Developing public leaders in an age of collaborative governance. In R. S. More, & T. F. Buss (Eds.), Innovations in public leadership development (pp. 79–101). Routledge.
   Google Scholar
• Moore, M. H. (1995). Creating public value. Harvard University Press.
   Google Scholar
• Nambisan, S., & Nambisan, P. (2013). Engaging citizens in co-creation of public services. The IBM Center for the Business of Government.
   Google Scholar
• Newman, J., & Clarke, J. (2009). Politics, politics and power. Sage.
   Google Scholar
• Newman, J., Marian, B., Helen, B., & Andrew, K. (2004). Public participation and collaborative governance. Journal of Social Policy, 33(2), 203–223.
   Web of Science ®Google Scholar
• Nye, J. S. (2008). The powers to lead. Oxford University Press.
   Google Scholar
• Osborne, S. P. (2018). From public service-dominant logic to public service logic. Public Management Review, 20(2), 225–223.
   Web of Science ®Google Scholar
• Osborne, S. P., & Brown, L. (2011). Innovation in public services. Public Money & Management, 31(1), 4–6.
   Web of Science ®Google Scholar
• Osborne, S. P., & Strokosch, K. (2013). It takes two to tango? British Journal of Management, 24, 31–47.
   Web of Science ®Google Scholar
• Ostrom, E. (1999). Coping with tragedies of the commons. Annual Review of Political Science, 2(1), 493–535.
   Web of Science ®Google Scholar
• Page, S. B., Stone, M. M., Bryson, J. M., & Crosby, B. C. (2015). Public value creation by cross-sector collaborations. Public Administration, 93(3), 715–732.
   Web of Science ®Google Scholar
• Patton, M. Q. (2011). Developmental evaluation. Guilford Press.
   Google Scholar
• Phillips, W., Lee, H., Ghobadian, A., O’Regan, N., & James, P. (2015). Social innovation and social entrepreneurship. Group & Organization Management, 40(3), 428–461.
   Web of Science ®Google Scholar
• Polk, M. (2014). Achieving the promise of trans-disciplinarity. Sustainability Science, 9, 439–451.
   Web of Science ®Google Scholar
• Poole, M. S. & Van de Ven, A. H. (1989). Using paradox to build management and organization theories. Academy of Management Review, 14(4), 562–578.
   Web of Science ®Google Scholar
• Prahalad, C. K., & Ramaswamy, V. (2004). Co-creation experiences. Journal of Interactive Marketing, 18(3), 5–14.
   Google Scholar
• Renn, O. (2008). Risk governance. Earthscan.
   Google Scholar
• Sethi, M., Lamb, W., Minx, J., & Creutzig, F. (2020). Climate change mitigation in cities. Environmental Research Letters, 15(9), 1–17.
   PubMed Web of Science ®Google Scholar
• Six, F., Nooteboom, B., & Hoogendoorn, A. (2010). Actions that build interpersonal trust. Review of Social Economy, 68(3), 285–315.
   Google Scholar
• Skilton, P. F., & Dooley, K. J. (2010). The effects of repeat collaboration on creative abrasion. Academy of Management Review, 35(1), 118–134.
   Web of Science ®Google Scholar
• Skålén, P., Karlsson, J., Engen, M., & Magnusson, P. R. (2018). Understanding public service innovation as resource integration and creation of value propositions. Australian Journal of Public Administration, 77(4), 700–714.
   Web of Science ®Google Scholar
• Sørensen, E., & Torfing, J. (2009). Making governance networks effective and democratic through metagovernance. Public Administration, 87(2), 234–258.
   Web of Science ®Google Scholar
• Sørensen, E., & Torfing, J. (2018). Co-initiation of collaborative innovation in urban spaces. Urban Affairs Review, 54(2), 388–418.
   Web of Science ®Google Scholar
• Sørensen, E., & Torfing, J. (2019). Designing institutional platforms and arenas for interactive political leadership. Public Management Review, 21(10), 1443–1463.
   Web of Science ®Google Scholar
• Sørensen, E., & Torfing, J. (2020). Radical and disruptive answers to downstream problems in collaborative governance? Public Management Review, DOI: 10.1080/14719037.2021.1879914
   Web of Science ®Google Scholar
• Spillane, J. P. (2005). Distributed leadership. The Educational Forum, 69(2), 143–150.
   Google Scholar
• Stickdorn, M. Hormess, M., Lawrence, A., & Schneider (2018). This is service design. O’Reilly.
   Google Scholar
• Stoker, G. (2006). Public value management. The American Review of Public Administration, 36(1), 41–57.
   Web of Science ®Google Scholar
• Straus, D. (2002). How to make collaboration work. Berrett-Koehler.
   Google Scholar
• Tahvilzadeh, N., Montin, S., & Cullberg, M. (2015). The urban politics of sustaining growth. Working Paper 2015:29, School of Public Administration, University of Gothenburg.
   Google Scholar
• Torfing, J. (2016). Collaborative innovation in the public sector. Georgetown University Press.
   Google Scholar
• Torfing, J. (2019). Collaborative innovation in the public sector. Public Management Review, 21(1), 1–11.
   Web of Science ®Google Scholar
• Torfing, J., Sørensen, E., & Røiseland, A. (2019). Transforming the public sector into an arena for co-creation. Administration & Society, 51(5), 795–825.
   Web of Science ®Google Scholar
• United Nations. (2015). United Nations Summit on Sustainable Development 2015. United Nations Headquarters.
   Google Scholar
• Vedeld, T., Hofstad, H., Solli, H., & Hansen, G. S. (2021). Cities and climate governance. Environmental Policy and Governance, 1, 1–14.
   Google Scholar
• Voorberg, W., Bekkers, V., Flemig, S., Timeus, K., Tonurist, P., & Tummers, L. (2017). Does co-creation impact public service delivery? Public Money & Management, 37(5), 365–372.
   Web of Science ®Google Scholar
• Webber, M. M., & Rittel, H. W. J. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4(2), 155–169.
   Web of Science ®Google Scholar
• Williams, P. (2002). The competent boundary spanner. Public Administration, 80(1), 103–124.
   Web of Science ®Google Scholar