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The Oxford Handbook of Critical Management Studies
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  • 2010The Wizards of Oz: Towards an Institutional Approach to Elites, Expertise and Command Posts258 cited
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  • 2013High-Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links189 cited
  • 2017Being an Early-Career CMS Academic in the Context of Insecurity and ‘Excellence’: The Dialectics of Resistance and Compliance177 cited
  • 2015When performativity fails: Implications for Critical Management Studies158 cited
  • 2010The capitalist labour process: Concepts and connections150 cited
  • 2014Rethinking Global Leadership Development Programmes: The Interrelated Significance of Power, Context and Identity128 cited
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  • 2013Elite identity and status anxiety: An interpretative phenomenological analysis of management consultants123 cited
  • 2014Can critical management studies ever be ‘practical’? A case study in engaged scholarship117 cited
  • 2017Antagonism, accommodation and agonism in Critical Management Studies: Alternative organizations as allies117 cited
  • 2010“Institutional Work” for What? Problems and Prospects of Institutional Theory

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115 cited
  • 2019When Corporations Cause Harm: A Critical View of Corporate Social Irresponsibility and Corporate Crimes115 cited
  • 2014Rigor, Transparency, Evidence, and Representation in Discourse Analysis: Challenges and Recommendations111 cited
  • 2015Drivers and Outcomes of Work Alienation109 cited