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Cited by

• 1996Reframing Competency In Management Development146 cited
• 2000Factors influencing learning in European learning oriented organisations: issues for management100 cited
• 2019Surviving or thriving: The role of learning for the resilient performance of small firms95 cited
• 2004In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice88 cited
• 2000Developing Managers: The Functional, the Symbolic, the Sacred and the Profane80 cited
• 2003Executive development: meeting the needs of top teams and boards58 cited
• 2002Social constructionism: a theoretical framework to underpin support for the development of managers in SMEs?53 cited
• 2001Closing the circle: participant views of a 360 degree feedback programme51 cited
• 2002In support of evidence-based management and research-informed HRD through HRD professional partnerships: an empirical and comparative study49 cited
• 2010Revisiting leadership development: the participant perspective44 cited
• 2000The dynamics of the corporate education market and the role of business schools43 cited
• 2007An Evidence-Based Perspective on HRD41 cited
• 2008Predictors of management development effectiveness: an Australian perspective38 cited