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REFERENCES

Not all publications included in our review could be cited in this article. For a complete list of references of all the publications reviewed, please contact the authors.

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  • Christensen, T. and P. Laegreid. 2003. ‘Administrative Reform Policy: The Challenges of Turning Symbols into Practice’, Public Organization Review, 3, 1, 327.
  • Christensen, T., P. Laegreid and I.M. Stigen 2006. ‘Performance Management and Public Sector Reform: The Norwegian Hospital Reform’, International Public Management Journal, 9, 2, 11339.
  • Chustz, M.H. and J.S. Larson. 2006. ‘Implementing Change on the Front Lines: A Management Case Study of West Feliciana Parish Hospital’, Public Administration Review, 66, 5, 72529.
  • Ciborra, C. 2005. ‘Interpreting e-Government and Development: Efficiency, Transparency or Governance at a Distance?’, Information Technology & People, 18, 3, 26079.
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  • Denis, J.L., L. Lamothe and A. Langley. 2001. ‘The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations’, Academy of Management Journal, 44, 4, 80937.
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  • Erakovic, L. and M. Powell. 2006. ‘Pathways of Change: Organizations in Transition’, Public Administration, 84, 1, 3158.
  • Farazmand, A. 2003. ‘Chaos and Transformation Theories: A Theoretical Analysis with Implications for Organization Theory and Public Management’, Public Organization Review, 3, 4, 33972.
  • Ferlie, E. 1996. The New Public Management in Action. Oxford: Oxford University Press.
  • Ferlie, E., J. Hartley and S. Martin. 2003. ‘Changing Public Service Organizations: Current Perspectives and Future Prospects’, British Journal of Management, 14, S1, 114.
  • Fernandez, S. 2005. ‘Developing and Testing an Integrative Framework of Public Sector Leadership: Evidence from the Public Education Arena’, Journal of Public Administration Research and Theory, 15, 2, 197217.
  • Fernandez, S. and H.G. Rainey. 2006. ‘Managing Successful Organizational Change in the Public Sector’, Public Administration Review, 66, 2, 16876.
  • Frumkin, J. and P. Galaskiewicz. 2009. ‘Institutional Isomorphism and Public Sector Organizations’, Journal of Public Administration Research & Theory, 14, 3, 283307.
  • Gabris, G.T., R.T. Golembiewski and D.M. Ihrke. 2001. ‘Leadership Credibility, Board Relations, and Administrative Innovation at the Local Government Level’, Journal of Public Administration Research and Theory, 11, 1, 89108.
  • Grantham, A. 2001. ‘How Networks Explain Unintended Policy Implementation Outcomes: The Case of UK Rail Privatization’, Public Administration, 79, 4, 85170.
  • Gratton, L. 2005. ‘Managing Integration through Cooperation’, Human Resource Management, 44, 2, 15158.
  • Grimshaw, D., S. Vincent and H. Willmott. 2002. ‘Going Privately: Partnership and Outsourcing in UK Public Services’, Public Administration, 80, 3, 475502.
  • Hartley, J., M.J.R. Butler and J. Benington. 2002. ‘Local Government Modernization: UK and Comparative Analysis from an Organizational Perspective’, Public Management Review, 4, 3, 387404.
  • Heeks, R. 2005. ‘e-Government as a Carrier of Context’, Journal of Public Policy, 25, 5174.
  • Hendriks, F. and P. Tops. 2003. ‘Local Public Management Reforms in the Netherlands: Fads, Fashions and Winds of Change’, Public Administration, 81, 2, 30123.
  • Higgs, M. and D. Rowland. 2005. ‘All Changes Great and Small: Exploring Approaches to Change and its Leadership’, Journal of Change Management, 5, 2, 12151.
  • Hill, M. and P. Hupe. 2009. Implementing Public Policy: An Introduction to the Study of Operational Governance, 2nd edn. London: Sage.
  • Hood, C. 1991. ‘A Public Management for All Seasons?’, Public Administration, 69, 1, 319.
  • Hoque, Z. 2005. ‘Securing Institutional Legitimacy or Organizational Effectiveness? A Case Examining the Impact of Public Sector Reform Initiatives in an Australian Local Authority’, International Journal of Public Sector Management, 18, 4, 36782.
  • Hoque, K. and I. Kirkpatrick. 2008. ‘Making the Core Contingent: Professional Agency Work and its Consequences in UK Social Services’, Public Administration, 86, 2, 33144.
  • Jackson, B. and K. Parry. 2009. A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Leadership. London: Sage.
  • Jespersen, P.K., L.L.M. Nielsen and H. Sognstrup. 2002. ‘Professions, Institutional Dynamics, and New Public Management in the Danish Hospital Field’, International Journal of Public Administration, 25, 12, 155574.
  • Karp, T. and T.I.T. Helgo. 2008. ‘From Change Management to Change Leadership: Embracing Chaotic Change in Public Service Organizations’, Journal of Change Management, 8, 1, 8596.
  • Kavanagh, M.H. and N.M. Ashkanasy. 2006. ‘The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger’, British Journal of Management, 17, S1, 81103.
  • Kickert, W.J.M. 2010. ‘Managing Emergent and Complex Change: The Case of Dutch Agencification’, International Review of Administrative Sciences, 76, 3, 489515.
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  • Klarner, P., G. Probst and R. Soparnot. 2008. ‘Organizational Change Capacity in Public Services: The Case of the World Health Organization’, Journal of Change Management, 8, 1, 5772.
  • Kotter, J.P. 1996. Leading Change. Boston, MA: Harvard Business School Press.
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  • Lindquist, E. 2006. ‘Organizing for Policy Implementation: The Emergence and Role of Implementation Units in Policy Design and Oversight’, Journal of Comparative Policy Analysis: Research and Practice, 8, 4, 31124.
  • McNulty, T. and E. Ferlie. 2004. ‘Process Transformation: Limitations to Radical Organizational Change within Public Service Organizations’, Organization Studies, 25, 8, 1389412.
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  • O'Neill, R. 2009. ‘The Transformative Impact of e-Government on Public Governance in New Zealand’, Public Management Review, 11, 6, 75170.
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