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What really works: the 4 + 2 formula for sustained business success
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  • 2012Mission, purpose, and ambition: redefining the mission statement81 cited
  • 2006Measuring leadership effectiveness in complex socio- technical systems59 cited
  • 2006Corporate Reputations, Branding and People Management51 cited
  • 2011Three Fs for the mission statement: what's next?49 cited
  • 2011Longitudinal research into factors of high performance: the follow‐up case of Nabil Bank46 cited
  • 2010Case selection biases in management research: the implications for international business studies44 cited
  • 2011Operational practices and financial performance: an empirical analysis of Brazilian manufacturing companies43 cited
  • 2011Human Capital, Efficiency, and Innovative Adaptation as Strategic Determinants of Firm Performance42 cited
  • 2011Determinants of core value behavior in service brands38 cited
  • 2016Benchmarking sustainability performance: the next step in building sustainable business models34 cited
  • 2006Alignment: the duality of decision problems32 cited
  • 2011What Factors Drive Analyst Forecasts?31 cited
  • 2016The Relationship between Managerial Skills and Managerial Effectiveness in a Managerial Simulation Game30 cited
  • 2009Measuring Long Term Superior Performance

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29 cited
  • 2010The leadership value chain.26 cited
  • 2008Pay‐off selection criteria for quality and improvement initiatives25 cited