| Partnering in construction: a critical review of issues, problems and dilemmas M Bresnen, N Marshall Construction management & economics 18 (2), 229-237, 2000 | 991 | 2000 |
| Social practices and the management of knowledge in project environments M Bresnen, L Edelman, S Newell, H Scarbrough, J Swan International journal of project management 21 (3), 157-166, 2003 | 777 | 2003 |
| Project-based learning and the role of learning boundaries H Scarbrough, J Swan, S Laurent, M Bresnen, L Edelman, S Newell Organization studies 25 (9), 1579-1600, 2004 | 545 | 2004 |
| Building partnerships: case studies of clientcontractor collaboration in the UK construction industry M Bresnen, N Marshall Construction management and economics 18 (7), 819-832, 2000 | 491 | 2000 |
| Sharing knowledge across projects: limits to ICT-led project review practices S Newell, M Bresnen, L Edelman, H Scarbrough, J Swan Management learning 37 (2), 167-185, 2006 | 448 | 2006 |
| Motivation, commitment and the use of incentives in partnerships and alliances M Bresnen, N Marshall Construction management and economics 18 (5), 587-598, 2000 | 424 | 2000 |
| Embedding new management knowledge in project-based organizations M Bresnen, A Goussevskaia, J Swan Organization studies 25 (9), 1535-1555, 2004 | 404 | 2004 |
| Qualitative research and the study of leadership A Bryman, M Bresnen, A Beardsworth, T Keil Human relations 41 (1), 13-29, 1988 | 387 | 1988 |
| The Benefits and Pitfalls of Social Capital: Empirical Evidence from Two Organizations in the United Kingdom * LF Edelman, M Bresnen, S Newell, H Scarbrough, J Swan British Journal of Management 15 (S1), 59-69, 2004 | 320 | 2004 |
| The object of knowledge: the role of objects in biomedical innovation J Swan, M Bresnen, S Newell, M Robertson Human relations 60 (12), 1809-1837, 2007 | 250 | 2007 |
| The engineering or evolution of co-operation? A tale of two partnering projects M Bresnen, N Marshall International journal of project management 20 (7), 497-505, 2002 | 246 | 2002 |
| Deconstructing partnering in project-based organisation: Seven pillars, seven paradoxes and seven deadly sins M Bresnen International journal of project management 25 (4), 365-374, 2007 | 223 | 2007 |
| The processes of project-based learning: An exploratory study H Scarbrough, M Bresnen, LF Edelman, S Laurent, S Newell, J Swan Management learning 35 (4), 491-506, 2004 | 203 | 2004 |
| Organizational routines, situated learning and processes of change in project-based organizations M Bresnen, A Goussevskaia, J Swan Project Management Journal 36 (3), 27-41, 2005 | 198 | 2005 |
| All things to all people? Perceptions, attributions, and constructions of leadership MJ Bresnen The Leadership Quarterly 6 (4), 495-513, 1995 | 197 | 1995 |
| Understanding the diffusion and application of new management ideas in construction M Bresnen, N Marshall Engineering, construction and architectural management 8 (5/6), 335-345, 2001 | 188 | 2001 |
| When policy meets practice: Colliding logics and the challenges of ‘Mode 2’initiatives in the translation of academic knowledge J Swan, M Bresnen, M Robertson, S Newell, S Dopson Organization studies 31 (9-10), 1311-1340, 2010 | 178 | 2010 |
| Implementing change in construction project organizations: exploring the interplay between structure and agency M Bresnen, A Goussevskaia, J Swan Building research & information 33 (6), 547-560, 2005 | 176 | 2005 |
| Organising construction: project organisation and matrix management M Bresnen Routledge, 1990 | 156 | 1990 |
| 'Best practice'development and transfer in the NHS: the importance of process as well as product knowledge S Newell, L Edelman, H Scarbrough, J Swan, M Bresnen Health Services Management Research 16 (1), 1-12, 2003 | 154 | 2003 |
