D. Hodgson

Management Science and Operations Research · with Briand · 2011–2014

A researcher in the Science corpus: 2 papers; trusts 4 researchers and is trusted by 0 researchers here, as inferred from the citation graph.

Subfields

• Management Science and Operations Research — 6 citations into it
• Strategy and Management — 5 citations into it

Whom D. Hodgson trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. F. Tschang
2. J. Benson
3. Lavagnon A. Ika
4. Joseph Lampel
5. B. Townley

Papers from D. Hodgson's perspective

Ordered by how strongly the researchers D. Hodgson trusts endorse each paper. Same corpus, a different order for every researcher.

1. Balancing Act: Learning from Organizing Practices in Cultural Industries
2. The success dimensions of international development projects: the perceptions of African project coordinators
3. The New Imperialism (Power and Inequality)
4. Balancing the Tensions Between Rationalization and Creativity in the Video Games Industry (Organ. Sci.)
5. Creative Industries: Contracts between Art and Commerce
6. Review: The Bottom Billion
7. Can good projects succeed in bad communities
8. Project Management for Development in Africa: Why Projects are Failing and What Can be Done about It
9. Success Criteria and Factors for International Development Projects: A Life-Cycle-Based Framework
10. Management and Creativity: From Creative Industries to Creative Management

Their papers

• Learning from international development projects: Blending Critical Project Studies and Critical Development Studies (2014) — 116 citations
• Controlling the uncontrollable: ‘Agile’ teams and illusions of autonomy in creative work (2011) — 161 citations