| The role of perceived workplace development opportunities in enhancing individual employability M Martini, D Cavenago International Journal of Training and Development 21 (1), 18-34, 2017 | 59 | 2017 |
| 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 |
| 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 |
| Corporate social responsibility actions and organizational legitimacy at the peak of COVID-19: a sentiment analysis D Giacomini, M Martini, A Sancino, P Zola, D Cavenago Corporate Governance: The International Journal of Business in Society 21 (6 …, 2021 | 43 | 2021 |
| Redesigning welfare services for policies effectiveness: The non-profit organizations (NPOs) perspective L Mariani, D Cavenago Public Management Review 15 (7), 1011-1039, 2013 | 39 | 2013 |
| Città e piano strategico. Percorsi di governance del territorio D Cavenago Sole 24 Ore, 2004 | 36 | 2004 |
| 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 |
| Dirigere e governare una organizzazione non profit: economia & management D Cavenago Cedam, 1996 | 27 | 1996 |
| Exploring types, drivers and outcomes of social e-HRM M Martini, D Cavenago, E Marafioti Employee Relations: The International Journal 43 (3), 788-806, 2021 | 26 | 2021 |
| Scienza dei servizi: Un percorso tra metodologie e applicazioni D Cavenago, M Mezzanzanica Springer Science & Business Media, 2009 | 18 | 2009 |
| Enhancing the employability of temporary agency workers: the interplay between agency support and client company investments M Martini, D Cavenago, E Marafioti The International Journal of Human Resource Management 32 (11), 2353-2381, 2021 | 17 | 2021 |
| Senza scopo di lucro: un modello aziendale delle istituzioni senza scopo di lucro D Cavenago Giappichelli, 2004 | 13 | 2004 |
| The shift in cultural management from government agencies to not-for-profit organizations: an Italian case study D Cavenago, A Francesconi, A Santuari International Journal of Arts Management, 16-24, 2002 | 13 | 2002 |
| Istituzione pubblica e cambiamento aziendale D Cavenago Cedam, 2000 | 13 | 2000 |
| La costruzione di un piano strategico per la città D Cavenago Azienda Pubblica, 2004 | 12 | 2004 |
| Sviluppo personale e sviluppo professionale: fattori critici nella ricostruzione dell’occupabilità D Cavenago, M Magrin, M Martini, C Monticelli Ipotesi di lavoro. Le dinamiche, i servizi ei giudizi che cambiano il …, 2013 | 11 | 2013 |
| How does employee development affect turnover intention? Exploring alternative relationships M Martini, T Gerosa, D Cavenago International Journal of Training and Development 27 (1), 39-56, 2023 | 10 | 2023 |
| E-HRM configurations: an explorative analysis of types, drivers and outcomes of digital HRM M Martini, D Cavenago Academy of Management Global Proceedings, 1, 2018 | 9 | 2018 |
| Scelte aziendali ed economicità D Cavenago Giuffrè, 1990 | 9 | 1990 |
