Wicked problems, knowledge challenges, and collaborative capacity builders in network settings

By E. Weber, A. Khademian. 2008

1,144 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/b9021ef7fd71e20d66fc8d3923874c2c97631aac

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In Management of Technology and Innovation

Citations in the corpus

Public service innovation and multiple institutional logics: The case of hybrid social enterprise providers of health and wellbeing (2017, background): “, 1973) and to the promotion of different approaches in their resolution (Weber and Khademian, 2008).”
A Framework for the Initiation of Networked Improvement Communities (2017, background): “It has also been noted that networked collaborations have the potential to overcome the fragmentation of resources and expertise that is embedded in public sector governance structures (Weber & Khademian, 2008).”
Policy capacity and evidence-based policy in the public service (2017, background): “For example, one can point to the significance of capacity for collaboration (Weber and Khademian 2008), capacity for environmental policy (Jänicke 1997) or capacity for economic development policy (Fukuda-Parr, Lopes, and Malik 2002).”
Reconsidering evidence-based policy: Key issues and challenges (2010, background): “The managerial challenges and the knowledge challenges across the various organisations are massive (Weber & Khademian, 2008; APSC, 2009b).”
Intensity of innovation in public sector organizations: The role of push and pull factors (2020, background): “Finally, increased complexity demands new and innovative solutions to solve societal problems in many areas (Weber & Khademian, 2008).”
Operationalizing the integrated landscape approach in practice (2015, background): “…continuous decision making with no one clear solution, in part because of high levels of uncertainty and complexity, and processes that occur at different scales, involving a range of stakeholders with differing values (Rittel and Webber 1973, 1984, Weber and Khademian 2008, Balint et al. 2011).”
Understanding Smart Cities: An Integrative Framework (2012, background): “In this sense, city problems become wicked and tangled [16,51,59].”
Wicked Problems and Applied Economics (2008, background): “…model. normal science is inadequate in resolving wicked problems with their attendant conflicts over whose values will prevail in deciding (a) what future is desirable; (b) what trade-offs are worth making; and (c) who bears the costs or gains the benefits of decisions (Weber and Khademian 2008).”
Can Public Leadership Increase Public Service Motivation and Job Performance? (2020, background): “In an “age of networks and collaboration” (McGuire 2006, 34), a “collaboration imperative” (Kettl 2006, 10) exists because no single organization has the financial resources, problem-solving capacities, knowledge, and legitimacy to tackle wicked problems (Weber and Khademian 2008).”
Smart city as urban innovation: focusing on management, policy, and context (2011, background): “In this sense, problems become wicked and tangled [28,88,102].”
The political use of knowledge in the policy process (2015, background): “They frequently require policy responses that depend on highly integrated government programs or remain partial at best (Head and Alford 2015; Weber and Khademian 2008).”
Governance of Wicked Climate Adaptation Problems (2012, methodology): “The concept has been used and elaborated upon by many governance scholars (Head 2008; Roberts 2000; Van Bueren et al. 2003; Weber and Khademian 2008; Wexler 2009).”
Harnessing Wicked Problems in Multi-stakeholder Partnerships (2018, background): “…focused in particular on the intractable and dynamic nature of wicked problems (Batie 2008), the social construction of problem definitions and perceptions (Roberts 2000; Weber and Khademian 2008), and the futility of attempts to solve wicked problems (Conklin 2006; Jentoft and Chuenpagdee 2009).”