You win some, you lose some: Experiments with joined-up government J O'Flynn, F Buick, D Blackman, J Halligan International Journal of Public Administration 34 (4), 244-254, 2011 | 136 | 2011 |
The 70: 20: 10 framework and the transfer of learning SJ Johnson, DA Blackman, F Buick Human Resource Development Quarterly 29 (4), 383-402, 2018 | 110 | 2018 |
Enabling middle managers as change agents: Why organisational support needs to change F Buick, D Blackman, S Johnson Australian Journal of Public Administration 77 (2), 222-235, 2018 | 107 | 2018 |
Can enhanced performance management support public sector change? F Buick, DA Blackman, ME O'Donnell, JL O'Flynn, D West Journal of Organizational Change Management 28 (2), 271-289, 2015 | 97 | 2015 |
Experiments with joined-up, horizontal and whole-of-government in Anglophone countries J Halligan, F Buick, J O’flynn International handbook on civil service systems, 2011 | 82 | 2011 |
Effective practitioner–scholar relationships: Lessons from a coproduction partnership F Buick, D Blackman, J O'Flynn, M O'Donnell, D West Public Administration Review 76 (1), 35-47, 2016 | 74 | 2016 |
Managing expectations to create high performance government DA Blackman, F Buick, J O’Flynn, M O’Donnell, D West Review of Public Personnel Administration 39 (2), 185-208, 2019 | 47 | 2019 |
Developing high performance: Performance management in the Australian Public Service DA Blackman, F Buick, M O'Donnell, JL O'Flynn, D West Crawford School Research Paper, 2012 | 40 | 2012 |
Performance management: Creating high performance, not high anxiety D Blackman, D West, J O’Flynn, F Buick, M O’Donnell W. J, L. H, & YS Managing Under Austerity, Delivering Under Pressure …, 2015 | 33 | 2015 |
Strengthening the performance framework: Towards a high performing Australian Public Service DA Blackman, F Buick, M O'Donnell, JL O'Flynn, D West Available at SSRN 2275681, 2013 | 25 | 2013 |
The unintended consequences of structural change: When formal and informal institutions collide in efforts to address wicked problems G Carey, F Buick, E Malbon International Journal of Public Administration 41 (14), 1169-1180, 2018 | 22 | 2018 |
Why performance management should not be like dieting D Blackman, F Buick, M O'Donnell Australian Journal of Public Administration 76 (4), 524-528, 2017 | 21 | 2017 |
Structural changes to the public sector and cultural incompatibility: The consequences of inadequate cultural integration F Buick, G Carey, M Pescud Australian Journal of Public Administration 77 (1), 50-68, 2018 | 19 | 2018 |
Preventing dysfunction and improving policy advice: the role of intra‐departmental boundary spanners G Carey, F Buick, M Pescud, E Malbon Australian Journal of Public Administration 76 (2), 176-186, 2017 | 19 | 2017 |
The 70: 20: 10 model for learning and development: an effective model for capability development? DA Blackman, SJ Johnson, F Buick, DE Faifua, M O'Donnell, M Forsythe Academy of Management Proceedings 2016 (1), 10745, 2016 | 18 | 2016 |
Australian experiences with whole of government: constraints and paradoxes in practice DA Blackman, F Buick, J Halligan, JL O'Flynn, I Marsh Available at SSRN 1927603, 2010 | 18 | 2010 |
Changing the conversation to create organizational change DA Blackman, F Buick, ME O’Donnell, N Ilahee Journal of Change Management 22 (3), 252-272, 2022 | 16 | 2022 |
Boundary challenges and the work of boundary spanners F Buick, J O’Flynn, E Malbon Reimagining the future public service workforce, 21-38, 2019 | 14 | 2019 |
The culture solution?: Culture and common purpose in Australia F Buick Crossing boundaries in public management and policy, 78-91, 2013 | 14 | 2013 |
From engaging to enabling: Could an asset-based approach transform Indigenous affairs? DA Blackman, F Buick, J O'Flynn Environment and Planning C: Government and Policy 34 (8), 1632-1651, 2016 | 12 | 2016 |