| Managing to collaborate: The theory and practice of collaborative advantage C Huxham, S Vangen Routledge, 2005 | 2944* | 2005 |
| Leadership in the shaping and implementation of collaboration agendas: How things happen in a (not quite) joined-up world C Huxham, S Vangen Academy of Management journal 43 (6), 1159-1175, 2000 | 1380 | 2000 |
| Nurturing collaborative relations: Building trust in inter-organizational collaborations S Vangen, C Huxham The Journal of Applied Behavioral Science 39 (1), 5-31, 2003 | 1318 | 2003 |
| The challenge of collaborative governance C Huxham, S Vangen, C Huxham, C Eden Public Management an International Journal of Research and Theory 2 (3), 337-358, 2000 | 847 | 2000 |
| Ambiguity, complexity and dynamics in the membership of collaboration C Huxham, S Vangen Human relations 53 (6), 771-806, 2000 | 711 | 2000 |
| Enacting leadership for collaborative advantage: Dilemmas of ideology and pragmatism in the activities of partnership managers S Vangen, C Huxham British journal of management 14, S61-S76, 2003 | 675 | 2003 |
| Doing things collaboratively: realizing the advantage or succumbing to inertia? C Huxham, S Vangen IEEE Engineering Management Review 32 (4), 11-20, 2004 | 431 | 2004 |
| Working together: Key themes in the management of relationships between public and non‐profit organizations C Huxham, S Vangen International Journal of Public Sector Management 9 (7), 5-17, 1996 | 398 | 1996 |
| Governing cross-sector, inter-organizational collaborations S Vangen, JP Hayes, C Cornforth Public Management Review 17 (9), 1237-1260, 2015 | 384 | 2015 |
| The tangled web: Unraveling the principle of common goals in collaborations S Vangen, C Huxham Journal of Public Administration Research and Theory 22 (4), 731-760, 2012 | 384* | 2012 |
| Researching organizational practice through action research: Case studies and design choices C Huxham, S Vangen Organizational Research Methods 6 (3), 383-403, 2003 | 280 | 2003 |
| What makes partnerships work? C Huxham, S Vangen Public-private partnerships, 311-328, 2000 | 244 | 2000 |
| Developing practice‐oriented theory on collaboration: A paradox lens S Vangen Public Administration Review 77 (2), 263-272, 2017 | 170 | 2017 |
| Nonprofit–public collaborations: Understanding governance dynamics C Cornforth, JP Hayes, S Vangen Nonprofit and Voluntary Sector Quarterly 44 (4), 775-795, 2015 | 162 | 2015 |
| Introducing the theory of collaborative advantage S Vangen, C Huxham The New Public Governance?, 179-200, 2010 | 155 | 2010 |
| Leadership and partnership in urban governance: evidence from London, Bristol and Glasgow D Sweeting, R Hambleton, C Huxham, M Stewart, S Vangen City matters, 349-366, 2004 | 155* | 2004 |
| Managing cultural diversity in collaborations: A focus on management tensions S Vangen, N Winchester Public Management Review 16 (5), 686-707, 2014 | 124 | 2014 |
| Building and Using the Theory of Collaborative Advantage C VANGEN, SIV, HUXHAM Network Theory in the Public Sector, 65-81, 2013 | 118* | 2013 |
| Achieving collaborative advantage: understanding the challenge and making it happen S Vangen, C Huxham Strategic Direction 22 (2), 3-5, 2006 | 83 | 2006 |
| What makes practitioners tick?: Understanding collaboration practice and practising collaboration understanding C Huxham, S Vangen Palgrave Macmillan, 2001 | 64 | 2001 |
Nik WinchesterThe Open UniversityE-mail megerősítve itt: open.ac.uk
