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Cited by

• 1987Strategy or Structure? Capital, Labour and Control352 cited
• 2003The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties344 cited
• 2003Line management responsibility for HRM: what is happening in Europe?253 cited
• 2006The changing face of HRM: in search of balance226 cited
• 2000In search of the changing role of the corporate human resource function in the international firm216 cited
• 2004Power, Innovation and Problem‐Solving: The Personnel Managers’ Three Steps to Heaven?202 cited
• 2008Reinventing human resource management: Business partners, internal consultants and the limits to professionalization202 cited
• 2007Attitude towards E‐HRM: an empirical study at Philips196 cited
• 1992The other side of quality: ‘soft’ issues and the human resource dimension192 cited
• 2011The impact of HR practices, HR effectiveness and a ‘strong HR system’ on organisational outcomes: a stakeholder perspective190 cited
• 2012Ethical Analyses of HRM: A Review and Research Agenda183 cited
• 1991Personnel Management: The End of Orthodoxy?174 cited
• 2010Beyond managerialism?173 cited
• 1990HRM: A Case of the Wolf in Sheep’s Clothing?171 cited