| Employees and high‐performance work systems: Testing inside the black box H Ramsay, D Scholarios, B Harley British Journal of industrial relations 38 (4), 501-531, 2000 | 1573 | 2000 |
| Reflecting on reflexivity: Reflexive textual practices in organization and management theory M Alvesson, C Hardy, B Harley Journal of management studies 45 (3), 480-501, 2008 | 827 | 2008 |
| Discourse analysis and content analysis: Two solitudes C Hardy, B Harley, N Phillips Qualitative methods 2 (1), 19-22, 2004 | 635 | 2004 |
| High performance work systems and employee experience of work in the service sector: The case of aged care B Harley, BC Allen, LD Sargent British Journal of Industrial Relations 45 (3), 607-633, 2007 | 295 | 2007 |
| The myth of empowerment: work organisation, hierarchy and employee autonomy in contemporary Australian workplaces B Harley Work, Employment and Society 13 (1), 041-066, 1999 | 288 | 1999 |
| Rigor with or without templates? The pursuit of methodological rigor in qualitative research B Harley, J Cornelissen Organizational Research Methods 25 (2), 239-261, 2022 | 209 | 2022 |
| Employee responses to high performance work system practices: An analysis of the AWIRS95 data B Harley The Journal of Industrial Relations 44 (3), 418-434, 2002 | 179 | 2002 |
| HRM and the worker: Labor process perspectives P Thompson, B Harley | 160 | 2008 |
| Firing blanks? An analysis of discursive struggle in HRM B Harley, C Hardy Journal of Management Studies 41 (3), 377-400, 2004 | 144 | 2004 |
| Team membership and the experience of work in Britain: an analysis of the WERS98 data B Harley Work, Employment and Society 15 (4), 721-742, 2001 | 141 | 2001 |
| Confronting the crisis of confidence in management studies: Why senior scholars need to stop setting a bad example B Harley Academy of Management Learning & Education 18 (2), 286-297, 2019 | 140 | 2019 |
| The one best way?‘Scientific’research on HRM and the threat to critical scholarship B Harley Human Resource Management Journal 25 (4), 399-407, 2015 | 130 | 2015 |
| Online consultation: e-democracy and e-resistance in the case of the development gateway S Ainsworth, C HARDy, B HARLEy Management Communication Quarterly 19 (1), 120-145, 2005 | 117 | 2005 |
| Employee involvement: patterns and explanations MP Marchington, B Harley, J Hyman, P Thompson Participation and democracy at work: Essays in honour of Harvie Ramsay, 2005 | 115 | 2005 |
| Employee responses to ‘high performance work system’practices: an empirical test of the disciplined worker thesis B Harley, L Sargent, B Allen Work, Employment and Society 24 (4), 740-760, 2010 | 109 | 2010 |
| A little knowledge is a dangerous thing: Getting below the surface of the growth of ‘knowledge work’in Australia P Fleming, B Harley, G Sewell Work, Employment and Society 18 (4), 725-747, 2004 | 92 | 2004 |
| Work, organisation and Enterprise Resource Planning systems: an alternative research agenda K Dery, D Grant, B Harley, C Wright New Technology, Work and Employment 21 (3), 199-214, 2006 | 89 | 2006 |
| Variety, novelty, and perceptions of scholarship in research on management and organizations: An appeal for ambidextrous scholarship A Corbett, J Cornelissen, A Delios, B Harley Journal of Management Studies 51 (1), 3-18, 2014 | 84 | 2014 |
| Management reactions to technological change: The example of enterprise resource planning B Harley, C Wright, R Hall, K Dery The Journal of Applied Behavioral Science 42 (1), 58-75, 2006 | 82 | 2006 |
| Not even trying to change the world: Why do elite management journals ignore the major problems facing humanity? B Harley, P Fleming The Journal of Applied Behavioral Science 57 (2), 133-152, 2021 | 76 | 2021 |
Cynthia HardyProfessor of Management, University of MelbourneBestätigte E-Mail-Adresse bei unimelb.edu.au