| Reconfiguring boundary relations: Robotic innovations in pharmacy work M Barrett, E Oborn, WJ Orlikowski, JA Yates Organization Science 23 (5), 1448-1466, 2012 | 488 | 2012 |
| Creating value in online communities: The sociomaterial configuring of strategy, platform, and stakeholder engagement M Barrett, E Oborn, W Orlikowski Information systems research 27 (4), 704-723, 2016 | 322 | 2016 |
| Boundary object use in cross-cultural software development teams M Barrett, E Oborn Human Relations 63 (8), 1199-1221, 2010 | 282 | 2010 |
| Learning across communities of practice: An examination of multidisciplinary work E Oborn, S Dawson British Journal of Management 21 (4), 843-858, 2010 | 163 | 2010 |
| How information technology matters in societal change: An affordance-based institutional logics perspective. I Faik, M Barrett, E Oborn MIS quarterly 44 (3), 2020 | 160 | 2020 |
| Knowledge and practice in multidisciplinary teams: Struggle, accommodation and privilege E Oborn, S Dawson Human Relations 63 (12), 1835-1857, 2010 | 155 | 2010 |
| Policy entrepreneurship in the development of public sector strategy: the case of London health reform E Oborn, M Barrett, M Exworthy Public Administration 89 (2), 325-344, 2011 | 151 | 2011 |
| Unity in diversity: Electronic patient record use in multidisciplinary practice E Oborn, M Barrett, E Davidson Information Systems Research 22 (3), 547-564, 2011 | 136 | 2011 |
| Distributed leadership in policy formulation: A sociomaterial perspective E Oborn, M Barrett, S Dawson Organization studies 34 (2), 253-276, 2013 | 134 | 2013 |
| Knowledge translation in healthcare: incorporating theories of learning and knowledge from the management literature E Oborn, M Barrett, G Racko Journal of health organization and management 27 (4), 412-431, 2013 | 123 | 2013 |
| A trichordal temporal approach to digital coordination W Venters, E Oborn, M Barrett MIS quarterly 38 (3), 927-A18, 2014 | 116 | 2014 |
| The emergence of change in unexpected places: Resourcing across organizational practices in strategic change R Wiedner, M Barrett, E Oborn Academy of Management Journal 60 (3), 823-854, 2017 | 91 | 2017 |
| Introducing new peer worker roles into mental health services in England: comparative case study research across a range of organisational contexts S Gillard, J Holley, S Gibson, J Larsen, M Lucock, E Oborn, M Rinaldi, ... Administration and Policy in Mental Health and Mental Health Services …, 2015 | 91 | 2015 |
| Dialogical strategies for orchestrating strategic innovation networks: The case of the Internet of Things K Prince, M Barrett, E Oborn Information and Organization 24 (2), 106-127, 2014 | 83 | 2014 |
| Knowledge translation in healthcare: A review of the literature E Oborn, M Barrett, G Racko Cambridge Judge Business School, University of Cambridge, 2010 | 80 | 2010 |
| Policy translation through localisation: implementing national policy in the UK C Sausman, E Oborn, M Barrett Policy & Politics 44 (4), 563-589, 2016 | 79 | 2016 |
| Trajectory dynamics in innovation: Developing and transforming a mobile money service across time and place E Oborn, M Barrett, W Orlikowski, A Kim Organization Science 30 (5), 1097-1123, 2019 | 73 | 2019 |
| Developing collaborative professionalism: an investigation of status differentiation in academic organizations in knowledge transfer partnerships G Racko, E Oborn, M Barrett The International Journal of Human Resource Management 30 (3), 457-478, 2019 | 65 | 2019 |
| Balancing exploration and exploitation in transferring research into practice: a comparison of five knowledge translation entity archetypes E Oborn, M Barrett, K Prince, G Racko Implementation Science 8, 1-20, 2013 | 64 | 2013 |
| Institutional logics and innovation in times of crisis: Telemedicine as digital ‘PPE’ E Oborn, NP Pilosof, B Hinings, E Zimlichman Information and Organization 31 (1), 100340, 2021 | 61 | 2021 |
