Deborah Blackman
Deborah Blackman
Professor in Public Sector Management Strategy, University of New South Wales
Verified email at - Homepage
Cited by
Cited by
A guide to understanding social science research for natural scientists
K Moon, D Blackman
Conservation biology 28 (5), 1167-1177, 2014
A guideline to improve qualitative social science publishing in ecology and conservation journals
K Moon, TD Brewer, SR Januchowski-Hartley, VM Adams, DA Blackman
Ecology and society 21 (3), 2016
An exploration of the relationship between learning organisations and the retention of knowledge workers
L Lee‐Kelley, DA Blackman, JP Hurst
The learning organization 14 (3), 204-221, 2007
Developing a framework for evaluating Olympic and Paralympic legacies
TJ Dickson, AM Benson, DA Blackman
Journal of Sport & Tourism 16 (4), 285-302, 2011
The silent and the silenced in organizational knowing and learning
D Blackman, E Sadler-Smith
Management learning 40 (5), 569-585, 2009
Tourism crisis management and organizational learning: The role of reflection in developing effective DMO crisis strategies
D Blackman, BW Ritchie
Safety and security in Tourism, 45-57, 2013
Mixed methods: Combining expert interviews, cross-impact analysis and scenario development
M Muskat, DA Blackman, B Muskat
The Electronic Journal of Business Research Methods 10 (1), 09-21, 2012
Expanding the role of social science in conservation through an engagement with philosophy, methodology, and methods
K Moon, DA Blackman, VM Adams, RM Colvin, F Davila, MC Evans, ...
Methods in Ecology and Evolution 10 (3), 294-302, 2019
Knowledge management and effective university governance
D Blackman, M Kennedy
Journal of knowledge management 13 (6), 547-563, 2009
Can research methods ever be interesting?
A Benson, D Blackman
Active learning in higher education 4 (1), 39-55, 2003
You win some, you lose some: Experiments with joined-up government
J O'Flynn, F Buick, D Blackman, J Halligan
International Journal of Public Administration 34 (4), 244-254, 2011
Does double loop learning create reliable knowledge?
D Blackman, J Connelly, S Henderson
The Learning Organization 11 (1), 11-27, 2004
Disaster resilience as a complex problem: Why linearity is not applicable for long-term recovery
D Blackman, H Nakanishi, AM Benson
Technological Forecasting and Social Change 121, 89-98, 2017
The 70: 20: 10 framework and the transfer of learning
SJ Johnson, DA Blackman, F Buick
Human Resource Development Quarterly 29 (4), 383-402, 2018
Enabling middle managers as change agents: Why organisational support needs to change
F Buick, D Blackman, S Johnson
Australian Journal of Public Administration 77 (2), 222-235, 2018
Crossing boundaries in public management and policy: The international experience
J O'Flynn, D Blackman, J Halligan
Routledge, 2013
A guide to ontology, epistemology, and philosophical perspectives for interdisciplinary researchers
K Moon, D Blackman
Integration and Implementation Insights 2, 2017
Can enhanced performance management support public sector change?
F Buick, DA Blackman, ME O'Donnell, JL O'Flynn, D West
Journal of Organizational Change Management 28 (2), 271-289, 2015
Performance management in the public sector
D West, D Blackman
Australian Journal of Public Administration 74 (1), 73-81, 2015
The role of mental models in innovative teams
G Davison, D Blackman
European journal of innovation management 8 (4), 409-423, 2005
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