| The antecedents of middle managers’ strategic contribution: The case of a professional bureaucracy G Currie, SJ Procter Journal of management studies 42 (7), 1325-1356, 2005 | 629 | 2005 |
| Social remembering and organizational memory M Rowlinson, C Booth, P Clark, A Delahaye, S Procter Organization studies 31 (1), 69-87, 2010 | 383 | 2010 |
| Teamworking and organizational performance: a review of survey‐based research A Delarue, G Van Hootegem, S Procter, M Burridge International Journal of Management Reviews 10 (2), 127-148, 2008 | 350 | 2008 |
| Exploring the relationship between HR and middle managers G Currie, S Procter Human Resource Management Journal 11 (3), 53-69, 2001 | 328 | 2001 |
| Organizational culture and business history M Rowlinson, S Procter Organization Studies 20 (3), 369-396, 1999 | 264 | 1999 |
| Teamworking in its context (s): Antecedents, nature and dimensions F Mueller, S Procter, D Buchana Human Relations 53 (11), 1387-1424, 2000 | 213 | 2000 |
| British manufacturing organization and workplace industrial relations: some attributes of the new flexible firm S Ackroyd, S Procter British Journal of Industrial Relations 36 (2), 163-183, 1998 | 191 | 1998 |
| Flexibility, politics & strategy: In defence of the model of the flexible firm SJ Procter, M Rowlinson, L McArdle, J Hassard, P Forrester Work, Employment and Society 8 (2), 221-242, 1994 | 133 | 1994 |
| Teamworking S Procter, F Mueller Newcastle University, 2000 | 132 | 2000 |
| The genre of corporate history A Delahaye, C Booth, P Clark, S Procter, M Rowlinson Journal of Organizational Change Management 22 (1), 27-48, 2009 | 112 | 2009 |
| Accounting for the dark side of corporate history: Organizational culture perspectives and the Bertelsmann case C Booth, P Clark, A Delahaye, S Procter, M Rowlinson Critical Perspectives on Accounting 18 (6), 625-644, 2007 | 104 | 2007 |
| Total quality management and participation: Employee empowerment, or the enhancement of exploitation L McArdle, M Rowlinson, S Procter, J Hassard, P Forrester Making Quality Critical, Routledge, London, 156-72, 1995 | 100 | 1995 |
| Ambiguity and ambivalence: Senior managers' accounts of organizational change in a restructured government department J Randall, S Procter Journal of Organizational change management 21 (6), 686-700, 2008 | 96 | 2008 |
| Scenarios and counterfactuals as modal narratives C Booth, M Rowlinson, P Clark, A Delahaye, S Procter Futures 41 (2), 87-95, 2009 | 95 | 2009 |
| Teamworking: strategy, structure, systems and culture S Procter, F Mueller Teamworking, 3-24, 2000 | 75 | 2000 |
| Target-based team working: Groups, work and interdependence in the UK civil service S Procter, G Currie Human Relations 57 (12), 1547-1572, 2004 | 66 | 2004 |
| Teamworking under Lean in UK public services: lean teams and team targets in Her Majesty's Revenue & Customs (HMRC) S Procter, Z Radnor The International Journal of Human Resource Management 25 (21), 2978-2995, 2014 | 63 | 2014 |
| Deskilling and reskilling within the labour process: The case of computer integrated manufacturing A Agnew, P Forrester, J Hassard, S Procter International Journal of Production Economics 52 (3), 317-324, 1997 | 60 | 1997 |
| The role of the personnel function: roles, perceptions and processes in an NHS trust S Procter, G Currie International Journal of Human Resource Management 10 (6), 1077-1091, 1999 | 55 | 1999 |
| The interaction of human resource policies and practices with the implementation of teamworking: evidence from the UK public sector G Currie, S Procter International Journal of Human Resource Management 14 (4), 581-599, 2003 | 52 | 2003 |
