How can ‘smart’also be socially sustainable? Insights from the case of Milan B Trivellato European Urban and Regional Studies 24 (4), 337-351, 2017 | 82 | 2017 |
Taming the snake in paradise: combining institutional design and leadership to enhance collaborative innovation J Torfing, D Cristofoli, PA Gloor, AJ Meijer, B Trivellato Policy and Society 39 (4), 592-616, 2020 | 63 | 2020 |
Italian mayors and the management of COVID-19: adaptive leadership for organizing local governance C Garavaglia, A Sancino, B Trivellato Eurasian geography and economics 62 (1), 76-92, 2021 | 51 | 2021 |
How do organizational capabilities sustain continuous innovation in a public setting? B Trivellato, M Martini, D Cavenago The American Review of Public Administration 51 (1), 57-71, 2021 | 47 | 2021 |
Network management as a contingent activity. A configurational analysis of managerial behaviors in different network settings D Cristofoli, B Trivellato, S Verzillo Public Management Review 21 (12), 1775-1800, 2019 | 47 | 2019 |
How do southern European cities foster innovation? Lessons from the experience of the smart city approaches of Barcelona and Milan M Gascó, B Trivellato, D Cavenago Smarter as the new urban agenda: A comprehensive view of the 21st century …, 2016 | 45 | 2016 |
Achieving sustainable development goals through collaborative innovation: Evidence from four European initiatives L Mariani, B Trivellato, M Martini, E Marafioti Journal of Business Ethics 180 (4), 1075-1095, 2022 | 42 | 2022 |
Having it all: can collaborative governance be both legitimate and accountable? D Cristofoli, S Douglas, J Torfing, B Trivellato Public Management Review 24 (5), 704-728, 2022 | 31 | 2022 |
Public network leadership and the ties that lead D Cristofoli, B Trivellato, A Sancino, L Maccio’, J Markovic Journal of Management and Governance 25, 251-274, 2021 | 30 | 2021 |
Leading knowledge mobilization for public value: The case of the congestion charge zone (Area C) in Milan B Trivellato, L Mariani, M Martini, D Cavenago Public Administration 97 (2), 311-324, 2019 | 30 | 2019 |
Organising strategic spatial planning: Experiences from Italian cities D Cavenago, B Trivellato Space and Polity 14 (2), 167-188, 2010 | 27 | 2010 |
Assimilating accounting innovations: lessons from Italian public universities S Gigli, L Mariani, B Trivellato Journal of Accounting & Organizational Change 14 (4), 381-401, 2018 | 15 | 2018 |
Can Quasi‐market and Multi‐level Governance Co‐exist? Insights from the Case of Lombardy's Employment Services System B Trivellato, M Bassoli, SL Catalano Social Policy & Administration 51 (5), 697-718, 2017 | 13 | 2017 |
Management and culture in successful networks D Cristofoli, M Martini, B Trivellato, D Cavenago International Journal of Public Sector Management 33 (4), 381-400, 2020 | 7 | 2020 |
From urban planning to smart collaborative strategies: Lessons from Italian cities B Trivellato, D Cavenago Strategic Management in Public Organizations, 57-75, 2014 | 7 | 2014 |
Organizzare la pianificazione strategica: scelte e metodi nell’esperienza delle città italiane D Cavenago, B Trivellato Azienda pubbl 4, 699-732, 2007 | 7 | 2007 |
Making Milan a smart city: An emerging strategy of innovation in governance D Cavenago, B Trivellato, M Gascò-Hernàndez Innovation in the Public and Nonprofit Sectors, 110-128, 2015 | 6 | 2015 |
Corporate and financial sector reform in the wake of the Asian crisis: Malaysia and Thailand B Trivellato European Journal of East Asian Studies, 221-246, 2002 | 6 | 2002 |
“One, none, and a hundred thousand” recipes for a robust response to turbulence D Cristofoli, M Cucciniello, M Micacchi, B Trivellato, A Turrini, G Valotti Public Administration 101 (1), 106-123, 2023 | 5 | 2023 |
Design and implementation of open-government initiatives at the sub-national level: Lessons from Italian cases B Trivellato, R Boselli, D Cavenago Open Government: Opportunities and Challenges for Public Governance, 65-84, 2014 | 5 | 2014 |