7.4 Referenties

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Collier, D. (2011). Understanding process tracing. PS: Political Science & Politics, 44(4), 823-830.

De Bruijn, J. A., ten Heuvelhof, E. F., & in 't Veld, R. J. (2010). Process management: why project management fails in complex decision making processes. Berlin: Springer.

Gupta, J., Termeer, K., Klostermann, J., Meijerink, S., van den Brink, M., Jong, P., & Nooteboom, S. (2010). Institutions for climate change: A method to assess the inherent characteristics of institutions to enable the adaptive capacity of society. Environmental Science & Policy, 13, 459-471.

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Pelzer, P., Frenken, K., & Boon, W. P .C. (2019). Institutional entrepreneurship in the platform economy - How Uber tried (and failed) to change the Dutch taxi law. Environmental Innovation and Societal Transitions, 33, 1-12.

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van Bueren, E., & Klievink, B. (2017). Institutionele leegte: nieuwe bronnen, nieuwe uitdagingen. Bestuurskunde, 26(3).

Van Est, R., & Brom, F.W.A. (2012). Technology assessment: Analytic and democratic practice. In: Chadwick, R. (Ed.), Encyclopedia of Applied Ethics (2nd ed., 4, pp. 306-320). San Diego: Academic Press.

Waardenburg, M., Groenleer, M., de Jong, J., & Keijser, B. (2020). Paradoxes of collaborative governance: investigating the real-life dynamics of multi-agency collaborations using a quasi-experimental action-research approach. Public Management Review, 22(3), 386-407.

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