Items

• The Effects of School Turnaround in Tennessee’s Achievement School District and Innovation Zones

  Zimmer, R., Henry, G. T., & Kho, A. (2017). The Effects of School Turnaround in Tennessee’s Achievement School District and Innovation Zones. Educational Evaluation and Policy Analysis, 39(4), 670–696. https://doi.org/10.3102/0162373717705729
  

• Absorptive Capacity: A Review, Reconceptualization, and Extension

  Zahra, S. A., & George, G. (2002). Absorptive Capacity: A Review, Reconceptualization, and Extension. Academy of Management Review, 27(2), 185–203. https://doi.org/10.5465/amr.2002.6587995
  

• Networks in New York City: Implementing the Common Core

  Wohlstetter, P., Houston, D. M., & Buck, B. (2015). Networks in New York City: Implementing the Common Core. Educational Policy, 29(1), 85–110. https://doi.org/10.1177/0895904814556753
  

• Creating a System for Data-Driven Decision-Making: Applying the Principal-Agent Framework

  Wohlstetter, P., Datnow, A., & Park, V. (2008). Creating a System for Data-Driven Decision-Making: Applying the Principal-Agent Framework. School Effectiveness and School Improvement, 19(3), 239–259. https://doi.org/10.1080/09243450802246376
  

• Common Core, Uncommon Theory of Action: CEOs in New York City Schools

  Wohlstetter, P., Buck, B., Houston, D. M., & Smith, C. O. (2016). Common Core, Uncommon Theory of Action: CEOs in New York City Schools. In A. J. Daly & K. S. Finnigan (Eds.), Thinking and Acting Systemically: Improving School Districts Under Pressure (pp. 147–182). American Educational Research Association. https://doi.org/10.3102/978-0-935302-46-2_6
  

• The Institutional Logics Perspective

  Thornton, P. H., Ocasio, W., & Lounsbury, M. (2015). The Institutional Logics Perspective. In Emerging Trends in the Social and Behavioral Sciences (pp. 1–22). John Wiley & Sons, Ltd. https://doi.org/10.1002/9781118900772.etrds0187
  

• Organizational Learning 2: Theory, Method, and Practice

  Argyris, C., & Schön, D. A. (1997). Organizational Learning 2: Theory, Method, and Practice. Addison-Wesley Publishing Company.
  

• The New Institutionalism and the Study of Educational Organizations: Changing Ideas for Changing Times

  Rowan, B. (2007). The New Institutionalism and the Study of Educational Organizations: Changing Ideas for Changing Times. In H.-D. Meyer & B. Rowan (Eds.), The New Institutionalism in Education. SUNY Press.
  

• Reconsidering Replication: New Perspectives on Large-Scale School Improvement

  Peurach, D. J., & Glazer, J. L. (2012). Reconsidering Replication: New Perspectives on Large-Scale School Improvement. Journal of Educational Change, 13(2), 155–190. https://doi.org/10.1007/s10833-011-9177-7
  

• Organizations Revisited

  March, J. G., & Simon, H. A. (1993). Organizations Revisited. Industrial and Corporate Change, 2(3), 299–316. https://doi.org/10.1093/icc/2.3.299
  

• Demystifying Organizational Learning

  Lipshitz, R., Friedman, V., & Popper, M. (2006). Demystifying Organizational Learning. SAGE.
  

• A Collaborative Problem-Solving Approach to Improving District Attendance Policy

  Lenhoff, S. W., Edwards, E. B., Claiborne, J., Singer, J., & French, K. R. (2022). A Collaborative Problem-Solving Approach to Improving District Attendance Policy. Educational Policy, 36(6), 1464–1506. https://doi.org/10.1177/0895904820974402
  

• Strong Districts and Their Leadership Project: Executive Summary of Research

  Leithwood, K., & Mccullough, C. (2017). Strong Districts and Their Leadership Project: Executive Summary of Research. Council of Ontario Directors of Education.
  

• Characteristics of High-Performing School Districts

  Leithwood, K., & Azah, V. N. (2017). Characteristics of High-Performing School Districts. Leadership and Policy in Schools, 16(1), 27–53. https://doi.org/10.1080/15700763.2016.1197282
  

• Urban District Central Office Transformation for Teaching and Learning Improvement: Beyond a Zero-Sum Game

  Honig, M. I., Lorton, J. S., & Copland, M. A. (2009). Urban District Central Office Transformation for Teaching and Learning Improvement: Beyond a Zero-Sum Game. Teachers College Record, 111(13), 21–40. https://doi.org/10.1177/016146810911101302
  

• District Central Offices as Learning Organizations: How Sociocultural and Organizational Learning Theories Elaborate District Central Office Administrators' Participation in Teaching and Learning Improvement Efforts

  Honig, M. I. (2008). District Central Offices as Learning Organizations: How Sociocultural and Organizational Learning Theories Elaborate District Central Office Administrators’ Participation in Teaching and Learning Improvement Efforts. American Journal of Education, 114(4), 627–664. https://doi.org/10.1086/589317
  

• A Dynamic Model of Intra-and Interorganizational Learning

  Holmqvist, M. (2003). A Dynamic Model of Intra-and Interorganizational Learning. Organization Studies, 24(1), 95–123. https://doi.org/10.1177/0170840603024001684
  

• Managing to Change: How Schools Can Survive (and Sometimes Thrive) in Turbulent Times

  Hatch, T. (2015). Managing to Change: How Schools Can Survive (and Sometimes Thrive) in Turbulent Times. Teachers College Press.
  

• Place-Based Governance and Leadership in Decentralised School Systems: Evidence from England

  Greany, T. (2022). Place-Based Governance and Leadership in Decentralised School Systems: Evidence from England. Journal of Education Policy, 37(2), 247–268. https://doi.org/10.1080/02680939.2020.1792554
  

• School Peer Review for Educational Improvement and Accountability: Theory, Practice and Policy Implications

  Godfrey, D. (Ed.). (2020). School Peer Review for Educational Improvement and Accountability: Theory, Practice and Policy Implications. Springer International Publishing. https://doi.org/10.1007/978-3-030-48130-8