| Introduction:: Globalizing Corporate Social Responsibility–Challenging Western Neo-liberal Management Theory JAE BuCkinGhAM, V Nilakant Managing Responsibly, 1-18, 2016 | 457 | 2016 |
| Agency theory and uncertainty in organizations: An evaluation V Nilakant, H Rao Organization studies 15 (5), 649-672, 1994 | 390 | 1994 |
| Managing succession in family-owned businesses M Fox, V Nilakant, RT Hamilton International Small Business Journal 15 (1), 15-25, 1996 | 282 | 1996 |
| Developing a lay model of managerial effectiveness: A social constructionist perspective P Cammock, V Nilakant, S Dakin Journal of Management Studies 32 (4), 443-474, 1995 | 129 | 1995 |
| Change management: Altering mindsets in a global context V Nilakant, S Ramnarayan SAGE Publications India, 2006 | 126 | 2006 |
| Research note: Conceptualising adaptive resilience using grounded theory V Nilakant, B Walker, K van Heugen, R Baird, H De Vries New Zealand Journal of Employment Relations 39 (1), 79-86, 2014 | 120 | 2014 |
| Managing organisational change V Nilakant, S Ramnarayan SAGE Publications India Pvt Ltd, 1994 | 75 | 1994 |
| PRACTICAL COMPASSION: TOWARDS A CRITICAL SPIRITUAL FOUNDATION FOR CORPORATE RESPONSIBILITY. M Lips-Wiersma, V Nilakant Academy of Management Proceedings 2007 (1), 1-6, 2007 | 73 | 2007 |
| Extending the “size matters” debate: Drivers of training in three business process outsourcing SMEs in India A Malik, V Nilakant Management Research Review 34 (1), 111-132, 2011 | 62 | 2011 |
| Dynamics of organisational response to a disaster: A study of organisations impacted by earthquakes V Nilakant, B Walker, J Kuntz, HP de Vries, S Malinen, K Näswall, ... Business and Post-disaster Management, 35-47, 2016 | 52 | 2016 |
| Management succession and the stages of small business development M ClifFord, V Nilakant, R Hamilton International Small Business Journal 9 (4), 43-55, 1991 | 52 | 1991 |
| Adoption and persistence of TQM programmes–case studies of five New Zealand organizations P Venkateswarlu, V Nilakant Total Quality Management & Business Excellence 16 (7), 807-825, 2005 | 51 | 2005 |
| The role of personality testing in managerial selection S Dakin, V Nilakant, R Jensen Journal of Managerial Psychology 9 (5), 3-11, 1994 | 48 | 1994 |
| Managing legitimacy: The Christchurch post-disaster reconstruction B Walker, HP de Vries, V Nilakant International Journal of Project Management 35 (5), 853-863, 2017 | 46 | 2017 |
| Discontinuous change in the New Zealand police service–A case study M Duncan, S Mouly, V Nilakant Journal of Managerial Psychology 16 (1), 6-19, 2001 | 46 | 2001 |
| Promoting organisational resilience through sustaining engagement in a disruptive environment: what are the implications for HRM? B Walker, V Nilakant, R Baird University of Canterbury. Management, Marketing, and Entrepreneurship, 2014 | 45 | 2014 |
| Unexpected change: Career transitions following a significant extra-organizational shock R Wordsworth, V Nilakant Journal of Vocational Behavior 127, 103555, 2021 | 39 | 2021 |
| Leading in a post-disaster Setting: Guidance for human resource practitioners V Nilakant, B Walker, K Rochford, K Van Heugten New Zealand Journal of Employment Relations 38 (1), 1-13, 2013 | 39 | 2013 |
| Knowledge integration mechanisms in high-technology business-to-business services vendors A Malik, V Nilakant Knowledge Management Research & Practice 14 (4), 565-574, 2016 | 38 | 2016 |
| The place of self-actualisation in workplace spirituality: Evidence from Sri Lanka M Fernando, V Nilakant Culture and Religion 9 (3), 233-249, 2008 | 34 | 2008 |
bernard walkerUniversity of Canterbury, New Zealand在 canterbury.ac.nz 的电子邮件经过验证
