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Further reading
Bamberger, S.G., Vinding, A.L., Larsen, A., Nielsen, P., Fonager, K., Nielsen, R.N., Ryom, P. and Omland, Ø. (2012), “Impact of organizational change on mental health: a systematic review”, Occupational Environmental Medicine, Vol. 69 No. 8, pp. 592-598.
Jacobs, G., Keegan, A., Christe-Zeyse, J., Seeberg, I. and Runde, B. (2006), “The fatal smirk”, Insider accounts of organizational change processes in a police organization, Journal of Organizational Change Management, Vol. 19 No. 2, pp. 173-191.
Mouhanna, C. (2008), “Police: de la proximité au maintien de l’ordre généralisé?”, in Mucchielli, L. (Ed.), La frénésie sécuritaire. Retour à l’ordre et nouveau contrôle social, pp. 77-87.
Peli, G.L., Pólos, L. and Hannan, M.T. (2000), “Back to inertia: theoretical implications of alternative styles of logical formalization”, Sociological Theory, Vol. 18 No. 2, pp. 195-215.
Stone, M.M., Crosby, B.C. and Bryson, J.M. (2010), “Governing public-nonprofit collaborations: understanding their complexity and the implications for research”, Voluntary Sector Review, Vol. 1 No. 3, pp. 309-334.
Corresponding author Gabriele Jacobs can be contacted at: gjacobs@rsm.nl
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