| The design and implementation of Cross‐Sector collaborations: Propositions from the literature JM Bryson, BC Crosby, MM Stone Public administration review 66, 44-55, 2006 | 2044 | 2006 |
| Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging JM Bryson, BC Crosby, MM Stone Public Administration Review 75 (5), 647-663, 2015 | 359 | 2015 |
| Research on strategic management in nonprofit organizations: Synthesis, analysis, and future directions MM Stone, B Bigelow, W Crittenden Administration & Society 31 (3), 378-423, 1999 | 345 | 1999 |
| Acting in the public interest? Another look at research on nonprofit governance MM Stone, F Ostrower Nonprofit and voluntary sector quarterly 36 (3), 416-438, 2007 | 321 | 2007 |
| Planning in ambiguous contexts: The dilemma of meeting needs for commitment and demands for legitimacy MM Stone, CG Brush Strategic management journal 17 (8), 633-652, 1996 | 305 | 1996 |
| Governance: Research trends, gaps, and future prospects F Ostrower, MM Stone The nonprofit sector: A research handbook, 612-628, 2006 | 227 | 2006 |
| Organizational characteristics and funding environments: A study of a population of United Way–affiliated nonprofits MM Stone, MA Hager, JJ Griffin Public Administration Review 61 (3), 276-289, 2001 | 134 | 2001 |
| Moving governance research forward: A contingency-based framework and data application F Ostrower, MM Stone Nonprofit and Voluntary Sector Quarterly 39 (5), 901-924, 2010 | 117 | 2010 |
| Competing contexts: The evolution of a nonprofit organization's governance system in multiple environments MM Stone Administration & Society 28 (1), 61-89, 1996 | 117 | 1996 |
| Challenges of measuring performance in nonprofit organizations MM Stone, S Cutcher-Gershenfeld Measuring the impact of the nonprofit sector, 33-57, 2002 | 91 | 2002 |
| Public value creation by cross‐sector collaborations: A framework and challenges of assessment SB Page, MM Stone, JM Bryson, BC Crosby Public Administration 93 (3), 715-732, 2015 | 88 | 2015 |
| Planning as strategy in nonprofit organizations: An exploratory study MM Stone Nonprofit and Voluntary Sector Quarterly 18 (4), 297-315, 1989 | 84 | 1989 |
| Exploring the effects of collaborations on member organizations: Washington country’s welfare-to-work partnership MM Stone Nonprofit and Voluntary Sector Quarterly 29 (1_suppl), 98-119, 2000 | 83 | 2000 |
| Why don't they do what we want? An exploration of organizational responses to institutional pressures in community health centers B Bigelow, MM Stone Public Administration Review, 183-192, 1995 | 74 | 1995 |
| Building a policy fields framework to inform research on nonprofit organizations MM Stone, JR Sandfort Nonprofit and Voluntary Sector Quarterly 38 (6), 1054-1075, 2009 | 71 | 2009 |
| The development of education for social entrepreneurship and nonprofit management: Diverging or converging paths? R Mirabella, DR Young Nonprofit Management and Leadership 23 (1), 43-57, 2012 | 62 | 2012 |
| A guide to journal articles on strategic management in nonprofit organizations, 1977 to 1992 MM Stone, W Crittenden Nonprofit Management and Leadership 4 (2), 193-213, 1993 | 62 | 1993 |
| An uneasy alliance: Planning and performance in nonprofit organizations WF Crittenden, VL Crittenden, MM Stone, CJ Robertson International Journal of Organization Theory & Behavior 7 (1), 81-106, 2003 | 57 | 2003 |
| The propensity of governing boards to plan MM Stone Nonprofit Management and Leadership 1 (3), 203-215, 1991 | 46 | 1991 |
| Designing and managing cross-sector collaboration: A case study in reducing traffic congestion BC Crosby University of Minnesota, 2009 | 40 | 2009 |
Stephen B. PageUniversity of WashingtonVerified email at uw.edu
