Terry Mcnulty
Terry Mcnulty
University of Liverpool Management School
Zweryfikowany adres z liverpool.ac.uk - Strona główna
Cytowane przez
Cytowane przez
Beyond agency conceptions of the work of the non‐executive director: Creating accountability in the boardroom
J Roberts, T McNulty, P Stiles
British journal of management 16, S5-S26, 2005
Strategists on the board
T McNulty, A Pettigrew
Organization studies 20 (1), 47-74, 1999
Power and influence in and around the boardroom
A Pettigrew, T McNulty
Human relations 48 (8), 845-873, 1995
Process transformation: Limitations to radical organizational change within public service organizations
T McNulty, E Ferlie
Organization studies 25 (8), 1389-1412, 2004
Reengineering health care: the complexities of organizational transformation
T McNulty, E Ferlie
OUP Oxford, 2002
Developing corporate governance research through qualitative methods: A review of previous studies
T McNulty, A Zattoni, T Douglas
Corporate Governance: An International Review 21 (2), 183-198, 2013
Sources and uses of power in the boardroom
A Pettigrew, T McNulty
Corporate Governance, 441-458, 2019
Ownership, activism and engagement: Institutional investors as active owners
T McNulty, D Nordberg
Corporate Governance: An International Review 24 (3), 346-358, 2016
Boards of directors and financial risk during the credit crisis
T McNulty, C Florackis, P Ormrod
Corporate Governance: An International Review 21 (1), 58-78, 2013
The contribution, power and influence of part‐time board members
T McNulty, A Pettigrew
Corporate Governance: An International Review 4 (3), 160-179, 1996
The role, power and influence of company chairs
T McNulty, A Pettigrew, G Jobome, C Morris
Journal of Management & Governance 15, 91-121, 2011
Market‐driven change in professional services: problems and processes
R Whittington, T McNulty, R Whipp
Journal of Management Studies 31 (6), 829-846, 1994
Redesigning public services: challenges of practice for policy
T McNulty
British Journal of Management 14, S31-S45, 2003
Creating better boards through codification: Possibilities and limitations in UK corporate governance, 1992–2010
D Nordberg, T McNulty
Business History 55 (3), 348-374, 2013
Engaged versus disengaged ownership: The case of pension funds in the UK
A Tilba, T McNulty
Corporate Governance: an international review 21 (2), 165-182, 2013
Developing the governance space: A study of the role and potential of the company secretary in and around the board of directors
T McNulty, A Stewart
Organization studies 36 (4), 513-535, 2015
Reengineering as knowledge management: a case of change in UK healthcare
T McNulty
Management Learning 33 (4), 439-458, 2002
Undertaking governance reform and research: Further reflections on the Higgs review
T McNulty, JD Roberts, P Stiles
Available at SSRN 681685, 2005
Re-engineering Leicester Royal Infirmary: An independent evaluation of implementation and impact
I Bowns, A Brennan, T McNulty
School of Health and Related Research, University of Sheffield, 1999
Challenges and practices of interviewing business elites
S Ma, D Seidl, T McNulty
Strategic Organization 19 (1), 81-96, 2021
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