| On becoming an experiential educator: The educator role profile AY Kolb, DA Kolb, A Passarelli, G Sharma Simulation & gaming 45 (2), 204-234, 2014 | 414 | 2014 |
| The work of middle managers: Sensemaking and sensegiving for creating positive social change G Sharma, D Good The Journal of Applied Behavioral Science 49 (1), 95-122, 2013 | 287 | 2013 |
| Partners for good: How business and NGOs engage the commercial–social paradox G Sharma, P Bansal Organization studies 38 (3-4), 341-364, 2017 | 179 | 2017 |
| Cocreating rigorous and relevant knowledge G Sharma, P Bansal Academy of Management Journal 63 (2), 386-410, 2020 | 164 | 2020 |
| How COVID‐19 informs business sustainability research: It’s time for a systems perspective P Bansal, S Grewatsch, G Sharma Journal of Management Studies 58 (2), 602-606, 2021 | 152 | 2021 |
| A configural framework of practice change for B corporations G Sharma, AJ Beveridge, N Haigh Journal of Business Venturing 33 (2), 207-224, 2018 | 114 | 2018 |
| Unsustainability of sustainability: Cognitive frames and tensions in bottom of the pyramid projects G Sharma, AK Jaiswal Journal of Business Ethics 148, 291-307, 2018 | 113 | 2018 |
| The lived experience of paradox: How individuals navigate tensions during the pandemic crisis C Pradies, I Aust, R Bednarek, J Brandl, S Carmine, J Cheal, ... Journal of Management Inquiry 30 (2), 154-167, 2021 | 97 | 2021 |
| A paradox approach to organizational tensions during the pandemic crisis S Carmine, C Andriopoulos, M Gotsi, CEJ Härtel, A Krzeminska, N Mafico, ... Journal of management inquiry 30 (2), 138-153, 2021 | 76 | 2021 |
| The learning flexibility index: Assessing contextual flexibility in learning style G Sharma, DA Kolb Style differences in cognition, learning, and management, 60-77, 2012 | 64 | 2012 |
| Cocreating forward: How researchers and managers can address problems together G Sharma, A Greco, S Grewatsch, P Bansal Academy of Management Learning & Education 21 (3), 350-368, 2022 | 54 | 2022 |
| A paradox approach to societal tensions during the pandemic crisis G Sharma, J Bartunek, PM Buzzanell, S Carmine, C Endres, M Etter, ... Journal of Management Inquiry 30 (2), 121-137, 2021 | 48 | 2021 |
| Partnering up: Including managers as research partners in systematic reviews G Sharma, P Bansal Organizational Research Methods 26 (2), 262-291, 2023 | 38 | 2023 |
| In pursuit of impact: From research questions to problem formulation in entrepreneurship research S Chen, G Sharma, P Muñoz Entrepreneurship Theory and Practice 47 (2), 232-264, 2023 | 37 | 2023 |
| Our collective tensions: Paradox research community’s response to COVID-19 J Keller, S Carmine, P Jarzabkowski, MW Lewis, C Pradies, G Sharma, ... Journal of Management Inquiry 30 (2), 168-176, 2021 | 33 | 2021 |
| Theorizing institutional entrepreneuring: Arborescent and rhizomatic assembling J Gehman, G Sharma, A Beveridge Organization Studies 43 (2), 289-310, 2022 | 31 | 2022 |
| Three different approaches to impact: Translating, cocreating, and performing P Bansal, G Sharma Business & Society 61 (4), 827-832, 2022 | 29 | 2022 |
| Caste, social capital and precarity of labour market intermediaries: The case of Dalit labour contractors in India V Soundararajan, G Sharma, H Bapuji Organization Studies 45 (7), 961-985, 2024 | 20 | 2024 |
| Employee‐CSR tensions: Drivers of employee (dis) engagement with contested CSR initiatives T Hahn, G Sharma, A Glavas Journal of Management Studies 61 (4), 1364-1392, 2024 | 16 | 2024 |
| A little more rigidity: Firming the construct of leader flexibility DJ Good, G Sharma Journal of Change Management 10 (2), 155-174, 2010 | 16 | 2010 |
Pratima (Tima) BansalCanada Research Chair, Ivey Business School, Western UniversityVerified email at ivey.uwo.ca
