haku: @author Ferlie, E. / yhteensä: 9
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1.
The distortion of a managerial technique? The case of clinical networks in UK health care
British Journal of Management
2007 : MAR, 18:1, p. 93-105
 2007 Addicott, R.
McGivern, G.
Ferlie, E.
2.
Process transformation: limitations to radical organizational change within public service organizations
Organization Studies
2004 : OCT, VOL. 25:8, p. 1389-1412
 2004 McNulty, T.
Ferlie, E.
3.
Changing public service organizations: current perspectives and future prospects
British Journal of Management
2003 : DEC, VOL. 14: Special Issue, p. S1-S14
 2003 Ferlie, E.
Hartley, J.
Martin, S.
4.
The determinants of research group performance: Towards mode 2?
Journal of Management Studies
2002 : SEP, VOL. 39:6, p. 747-774
 2002 Harvey, J.
Pettigrew, A.
Ferlie, E.
5.
"Going to market": changing patterns in the organization and character of process research
Scandinavian Journal of Management
1997 : VOL. 13:4, p. 367-388
 1997 Ferlie, E.
McNulty, T.
6.
The nature and transformation of corporate headquarters. A review of recent literature and a research agenda (Holdinggesellschaft)
Journal of Management Studies
1996 : JUL, VOL. 33:4, p. 495-523
 1996 Ferlie, E.
Pettigrew, A.
7.
Managing through networks: some issues and implication for the NHS
British Journal of Management
1996 : MAR, VOL. 7:SPECIAL, p. s81-s99
 1996 Ferlie, E.
Pettigrew, A.
8.
Organizational transformation and top-down change: the case of the NHS
British Journal of Management
1996 : MAR, VOL. 7:1, p. 1-16
 1996 Ashburner, L.
Ferlie, E.
Fitzgerald, L.
9.
The creation and the evolution of quasi markets in the public sector : a problem for strategic management
Strategic Management Journal
1992 : WINTER, VOL. 13:SPECIAL ISSUE, p. 79-97
 1992 Ferlie, E.
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