| Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management S Cummings, T Bridgman, KG Brown Human relations 69 (1), 33-60, 2016 | 1158 | 2016 |
| The Oxford handbook of critical management studies M Alvesson, T Bridgman, H Willmott Oxford Handbooks Online, 2009 | 630 | 2009 |
| Who built Maslow’s pyramid? A history of the creation of management studies’ most famous symbol and its implications for management education T Bridgman, S Cummings, J Ballard Academy of management learning & education 18 (1), 81-98, 2019 | 364 | 2019 |
| A New History of Management S Cummings, T Bridgman, J Hassard, M Rowlinson Cambridge University Press, 2017 | 213 | 2017 |
| The relevant past: Why the history of management should be critical for our future S Cummings, T Bridgman Academy of Management Learning & Education 10 (1), 77-93, 2011 | 150 | 2011 |
| Restating the case: How revisiting the development of the case method can help us think differently about the future of the business school T Bridgman, S Cummings, C McLaughlin Academy of Management Learning & Education 15 (4), 724-741, 2016 | 135 | 2016 |
| Regulation is evil: An application of narrative policy analysis to regulatory debate in New Zealand T Bridgman, D Barry Policy sciences 35 (2), 141-161, 2002 | 129 | 2002 |
| Institutions and technology: Frameworks for understanding organizational change—The case of a major ICT outsourcing contract T Bridgman, H Willmott The Journal of Applied Behavioral Science 42 (1), 110-126, 2006 | 82 | 2006 |
| Managing, managerial control and managerial identity in the post‐bureaucratic world S McKenna, L Garcia‐Lorenzo, T Bridgman Journal of management development 29 (2), 128-136, 2010 | 80 | 2010 |
| Freedom and autonomy in the university enterprise T Bridgman Journal of Organizational Change Management, 2007 | 80 | 2007 |
| The limits and possibilities of history: How a wider, deeper, and more engaged understanding of business history can foster innovative thinking S Cummings, T Bridgman Academy of Management Learning & Education 15 (2), 250-267, 2016 | 76 | 2016 |
| Reconstituting relevance: Exploring possibilities for management educators' critical engagement with the public T Bridgman Management Learning 38 (4), 425-439, 2007 | 66 | 2007 |
| Beyond the manager’s moral dilemma: Rethinking the ‘ideal-type’business ethics case T Bridgman Journal of Business Ethics 94, 311-322, 2010 | 63 | 2010 |
| Taking subjectivity and reflexivity seriously: Implications of social constructionism for researching volunteer motivation E Weenink, T Bridgman VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 28 …, 2017 | 43 | 2017 |
| Institutionalizing critique: A problem of critical management studies T Bridgman, M Stephens Victoria University of Wellington, 2008 | 40 | 2008 |
| Overcoming the problem with solving business problems: Using theory differently to rejuvenate the case method for turbulent times T Bridgman, C McLaughlin, S Cummings Journal of Management Education 42 (4), 441-460, 2018 | 37 | 2018 |
| Why management learning matters E Bell, T Bridgman Management Learning 48 (1), 3-6, 2017 | 34 | 2017 |
| Assassins in academia?: New Zealand academics as" critic and conscience of society'' T Bridgman New Zealand Sociology 22 (1), 126-144, 2007 | 33 | 2007 |
| Organisational identity and alcohol use among young employees: A case study of a professional services firm B Walker, T Bridgman International Journal of Drug Policy 24 (6), 597-604, 2013 | 27 | 2013 |
| The battle for ‘Middle-earth’: The constitution of interests and identities in The Hobbit dispute C McLaughlin, T Bridgman Journal of Industrial Relations 59 (5), 571-592, 2017 | 25* | 2017 |
Stephen CummingsVictoria University of WellingtonCorreu electrònic verificat a vuw.ac.nz
