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Number of items: 9.

Journal Article

Balogun, Julia; Gleadle, Pauline; Hope Hailey, Veronica and Willmott, Hugh (2005). Managing change across boundaries: boundary-shaking practices. British Journal of Management, 16(4) pp. 261–278.

Caird, Sally (1991). Testing enterprising tendency in occupational groups. British Journal of Management, 2(4) pp. 177–186.

Caird, Sally (1990). What does it mean to be enterprising? British Journal of Management, 1(3) pp. 137–145.

Carlisle, Ysanne and Baden-Fuller, Charles (1999). Punctuated and continuous change: The UK water industry. British Journal of Management, 10(s1) pp. 3–19.

Glaister, Keith W. and Frecknall Hughes, Jane (2008). Corporate strategy formulation and taxation: evidence from UK Firms. British Journal of Management, 19(1) pp. 33–48.

Kale, Dinar (2010). The Distinctive Patterns of Dynamic Learning and inter-firm Differences in the Indian Pharmaceutical Industry. British Journal of Management, 21(1) pp. 223–238.

Laing, Angus and Hogg, Gillian (2002). Political exhortation, patient expectation and professional execution: perspectives on the consumerisation of health care. British Journal of Management, 13(2) pp. 173–188.

Vangen, Siv and Huxham, Chris (2003). Enacting leadership for collaborative advantage: dilemmas of ideology and pragmatism in the activities of partnership managers. British Journal of Management, 14(Supp.1 Special issue on public sector organisations) pp. 61–76.

Wilson, David and McKiernan, Peter (2011). Global mimicry: putting strategic choice back on the business school agenda. British Journal of Management, 22(3) pp. 457–469.

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