| 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 | 1188 | 2005 |
| Strategists on the board T McNulty, A Pettigrew Organization studies 20 (1), 47-74, 1999 | 882 | 1999 |
| Power and influence in and around the boardroom A Pettigrew, T McNulty Human relations 48 (8), 845-873, 1995 | 669 | 1995 |
| Process transformation: Limitations to radical organizational change within public service organizations T McNulty, E Ferlie Organization studies 25 (8), 1389-1412, 2004 | 536 | 2004 |
| Reengineering health care: the complexities of organizational transformation T McNulty, E Ferlie OUP Oxford, 2002 | 462 | 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 | 347 | 2013 |
| Sources and uses of power in the boardroom A Pettigrew, T McNulty Corporate Governance, 441-458, 2019 | 182 | 2019 |
| Ownership, activism and engagement: Institutional investors as active owners T McNulty, D Nordberg Corporate Governance: An International Review 24 (3), 346-358, 2016 | 175 | 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 | 172 | 2013 |
| 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 | 172 | 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 | 126 | 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 | 109 | 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 | 97 | 1994 |
| Redesigning public services: challenges of practice for policy T McNulty British Journal of Management 14, S31-S45, 2003 | 87 | 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 | 80 | 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 | 72 | 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 | 71 | 2015 |
| Reengineering as knowledge management: a case of change in UK healthcare T McNulty Management Learning 33 (4), 439-458, 2002 | 66 | 2002 |
| Undertaking governance reform and research: Further reflections on the Higgs review T McNulty, JD Roberts, P Stiles Available at SSRN 681685, 2005 | 59 | 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 | 49 | 1999 |
