| 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 | 658 | 2005 |
| Institutional work to maintain professional power: Recreating the model of medical professionalism G Currie, A Lockett, R Finn, G Martin, J Waring Organization studies 33 (7), 937-962, 2012 | 623 | 2012 |
| A narratological approach to understanding processes of organizing in a UK hospital G Currie, AD Brown Human relations 56 (5), 563-586, 2003 | 547 | 2003 |
| Managing expert knowledge: organizational challenges and managerial futures for the UK medical profession J Waring, G Currie Organization studies 30 (7), 755-778, 2009 | 533 | 2009 |
| HYBRID MANAGER–PROFESSIONALS'IDENTITY WORK: THE MAINTENANCE AND HYBRIDIZATION OF MEDICAL PROFESSIONALISM IN MANAGERIAL CONTEXTS G McGivern, G Currie, E Ferlie, L Fitzgerald, J Waring Public Administration 93 (2), 412-432, 2015 | 507 | 2015 |
| Human resource management and knowledge management: enhancing knowledge sharing in a pharmaceutical company G Currie, M Kerrin The International Journal of Human Resource Management 14 (6), 1027-1045, 2003 | 480 | 2003 |
| The impact of institutional forces upon knowledge sharing in the UK NHS: the triumph of professional power and the inconsistency of policy G Currie, O Suhomlinova Public Administration 84 (1), 1-30, 2006 | 365 | 2006 |
| Distributing leadership in health and social care: concertive, conjoint or collective? G Currie, A Lockett International Journal of Management Reviews 13 (3), 286-300, 2011 | 355 | 2011 |
| Entrepreneurial leadership in the English public sector: paradox or possibility? G Currie, M Humphreys, D Ucbasaran, S McManus Public Administration 86 (4), 987-1008, 2008 | 347 | 2008 |
| Exploring the relationship between HR and middle managers G Currie, S Procter Human Resource Management Journal 11 (3), 53-69, 2001 | 332 | 2001 |
| Inter-professional barriers and knowledge brokering in an organizational context: the case of healthcare G Currie, L White Organization Studies 33 (10), 1333-1361, 2012 | 306 | 2012 |
| A critique of transformational leadership: Moral, professional and contingent dimensions of leadership within public services organizations G Currie, A Lockett Human relations 60 (2), 341-370, 2007 | 299 | 2007 |
| Interpretation of multiple institutional logics on the ground: Actors’ position, their agency and situational constraints in professionalized contexts G Currie, D Spyridonidis Organization studies 37 (1), 77-97, 2016 | 281 | 2016 |
| Reconfiguring or reproducing intra-professional boundaries? Specialist expertise, generalist knowledge and the ‘modernization’of the medical workforce GP Martin, G Currie, R Finn Social science & medicine 68 (7), 1191-1198, 2009 | 269 | 2009 |
| Reflecting on a critical pedagogy in MBA education G Currie, D Knights Management Learning 34 (1), 27-49, 2003 | 245 | 2003 |
| The influence of social position on sensemaking about organizational change A Lockett, G Currie, R Finn, G Martin, J Waring Academy of Management Journal 57 (4), 1102-1129, 2014 | 225 | 2014 |
| The influence of middle managers in the business planning process: a case study in the UK NHS G Currie British Journal of Management 10 (2), 141-155, 1999 | 216 | 1999 |
| Role transition and the interaction of relational and social identity: new nursing roles in the English NHS G Currie, R Finn, G Martin Organization studies 31 (7), 941-961, 2010 | 207 | 2010 |
| New careers for old? Organizational and individual responses to changing boundaries G Currie, S Tempest, K Starkey Taylor & Francis Group 17 (4), 755-774, 2006 | 203 | 2006 |
| The institutionalization of distributed leadership: A ‘Catch-22’in English public services G Currie, A Lockett, O Suhomlinova Human Relations 62 (11), 1735-1761, 2009 | 189 | 2009 |
