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Cited by

• 2008A Multidimensional Conceptualization of Organizational Corruption Control290 cited
• 2015Knowledge transfer from international joint ventures to local suppliers in a developing economy101 cited
• 2005‘Kindergarten Cop’: Paternalism and Resistance in a High‐Commitment Workplace*97 cited
• 2003The Recontextualization of Management: A Discourse‐based Approach to Analysing the Development of Management Thinking*89 cited
• 1999Beyond the budgetary control system: towards a two-tiered process of management control78 cited
• 2010Pay for performance and work attitudes: The mediating role of employee–organization service value congruence66 cited
• 2022Dignity Inherent and Earned: The Experience of Dignity at Work60 cited
• 2012Object-Control: A Study of Technologically Dense Knowledge Work60 cited
• 2010Performance measures and short‐termism: An exploratory study48 cited
• 2009Value systems as a mechanism for organizational change38 cited
• 2012Using critical realism: a new perspective on control of volunteers in sport clubs35 cited
• 2019Understanding control in communities of practice: Constructive disobedience in a high-tech firm31 cited
• 2000Best value: changing roles and activities for human resource managers in Scottish local government27 cited