| Within and beyond communities of practice: Making sense of learning through participation, identity and practice K Handley, A Sturdy, R Fincham, T Clark Journal of management studies 43 (3), 641-653, 2006 | 1202 | 2006 |
| The consultancy process—an insecure business? A Sturdy Journal of management studies 34 (3), 389-413, 1997 | 695 | 1997 |
| “Just be yourself!” Towards neo‐normative control in organisations? P Fleming, A Sturdy Employee relations 31 (6), 569-583, 2009 | 413 | 2009 |
| The adoption of management ideas and practices: Theoretical perspectives and possibilities A Sturdy Management Learning 35 (2), 155-179, 2004 | 401 | 2004 |
| ‘Being yourself’in the electronic sweatshop: New forms of normative control P Fleming, A Sturdy Human relations 64 (2), 177-200, 2011 | 384 | 2011 |
| Guess who's coming to dinner? Structures and uses of liminality in strategic management consultancy A Sturdy, M Schwarz, A Spicer Human relations 59 (7), 929-960, 2006 | 365 | 2006 |
| Beneath and beyond organizational change management: Exploring alternatives A Sturdy, C Grey Organization 10 (4), 651-662, 2003 | 319 | 2003 |
| Management innovation through standardization: Consultants as standardizers of organizational practice C Wright, A Sturdy, N Wylie Research Policy 41 (3), 652-662, 2012 | 272 | 2012 |
| Researching situated learning: participation, identity and practices in client—consultant relationships K Handley, T Clark, R Fincham, A Sturdy Management learning 38 (2), 173-191, 2007 | 250 | 2007 |
| Knowing the unknowable? A discussion of methodological and theoretical issues in emotion research and organizational studies A Sturdy Organization 10 (1), 81-105, 2003 | 233 | 2003 |
| Customer care in a consumer society: smiling and sometimes meaning it? A Sturdy Organization 5 (1), 27-53, 1998 | 231 | 1998 |
| The emotions of control: A qualitative exploration of environmental regulation S Fineman, A Sturdy Human Relations 52 (5), 631-663, 1999 | 230 | 1999 |
| Beyond organizational change: Structure, discourse and power in UK financial services G Morgan, A Sturdy Springer, 2000 | 228 | 2000 |
| Consultancy's consequences? A critical assessment of management consultancy's impact on management A Sturdy British journal of management 22 (3), 517-530, 2011 | 218 | 2011 |
| Customer service: Empowerment and entrapment A Sturdy, I Grugulis, H Willmott Palgrave Macmillan, 2001 | 206* | 2001 |
| Between innovation and legitimation—boundaries and knowledge flow in management consultancy A Sturdy, T Clark, R Fincham, K Handley Organization 16 (5), 627-653, 2009 | 205 | 2009 |
| Management consultancy: Boundaries and knowledge in action A Sturdy, K Handley, T Clark, R Fincham OUP Oxford, 2010 | 201 | 2010 |
| The Consumer Rules? An Examination of the Rhetoric and “Reality” ofMarketing in Financial Services D Knights, A Sturdy, G Morgan European Journal of Marketing 28 (3), 42-54, 1994 | 184 | 1994 |
| Constructing global firms? National, transnational and neocolonial effects in international management consultancies M Boussebaa, G Morgan, A Sturdy Organization Studies 33 (4), 465-486, 2012 | 159 | 2012 |
| Management as a (self) confidence trick: Management ideas, education and identity work A Sturdy, M Brocklehurst, D Winstanley, M Littlejohns Organization 13 (6), 841-860, 2006 | 159 | 2006 |
Christopher WrightUniversity of Sydney Business SchoolAdresse e-mail validée de sydney.edu.au
