| Normalized intensity: The new labour process of middle management L McCann, J Morris, J Hassard Journal of management studies 45 (2), 343-371, 2008 | 240 | 2008 |
| Still blue‐collar after all these years? An ethnography of the professionalization of emergency ambulance work L McCann, E Granter, P Hyde, J Hassard Journal of Management Studies 50 (5), 750-776, 2013 | 198 | 2013 |
| Managing in the modern corporation: the intensification of managerial work in the USA, UK and Japan J Hassard, L McCann, J Morris Cambridge University Press, 2009 | 165 | 2009 |
| Casting the lean spell: The promotion, dilution and erosion of lean management in the NHS L McCann, JS Hassard, E Granter, PJ Hyde Human relations 68 (10), 1557-1577, 2015 | 159 | 2015 |
| Multiple dimensions of work intensity: Ambulance work as edgework E Granter, P Wankhade, L McCann, J Hassard, P Hyde Work, Employment and Society 33 (2), 280-297, 2019 | 144 | 2019 |
| Extreme work/normal work: Intensification, storytelling and hypermediation in the (re) construction of ‘the New Normal’ E Granter, L McCann, M Boyle Organization 22 (4), 443-456, 2015 | 135 | 2015 |
| ‘My brilliant career’? New organizational forms and changing managerial careers in Japan, the UK, and USA J Hassard, J Morris, L McCann Journal of Management Studies 49 (3), 571-599, 2012 | 106 | 2012 |
| ‘Upon the gears and upon the wheels’: Terror convergence and total administration in the neoliberal university L McCann, E Granter, P Hyde, J Aroles Management Learning 51 (4), 431-451, 2020 | 103 | 2020 |
| Explaining the growth in UK socially responsible investment L McCann, A Solomon, JF Solomon Journal of General Management 28 (4), 15-36, 2003 | 98 | 2003 |
| New organizational forms, human resource management and structural convergence? A study of Japanese organizations J Morris, J Hassard, L McCann Organization studies 27 (10), 1485-1511, 2006 | 93 | 2006 |
| Middle managers, the new organizational ideology and corporate restructuring: comparing Japanese and Anglo-American management systems L McCann, J Hassard, J Morris Competition and change 8 (1), 27-44, 2004 | 82 | 2004 |
| “You can't do both—something will give”: limitations of the targets culture in managing UK health care workforces L McCann, E Granter, J Hassard, P Hyde Human resource management 54 (5), 773-791, 2015 | 75 | 2015 |
| The resilience ofinstitutionalized capitalism': Managing managers undershareholder capitalism'andmanagerial capitalism' J Morris, J Hassard, L McCann Human Relations 61 (5), 687-710, 2008 | 58 | 2008 |
| Reforming public services after the crash: the roles of framing and hoping L McCann Public Administration 91 (1), 5-16, 2013 | 56 | 2013 |
| Overlapping effects: Path dependence and path generation in management and organization in Russia G Schwartz, L McCann Human relations 60 (10), 1525-1549, 2007 | 55 | 2007 |
| Men Under Pressure: Representations of theSalaryman'and his Organization in Japanese Manga P Matanle, L McCann, D Ashmore Organization 15 (5), 639-664, 2008 | 49 | 2008 |
| Beyond ‘blue-collar professionalism’: Continuity and change in the professionalization of uniformed emergency services work L McCann, E Granter Journal of Professions and Organization 6 (2), 213-232, 2019 | 46 | 2019 |
| Deconstructing the welfare state: Managing healthcare in the age of reform P Hyde, E Granter, J Hassard, L McCann Routledge, 2016 | 46 | 2016 |
| Restructuring managerial labour in the USA, the UK and Japan: Challenging the salience of ‘varieties of capitalism’ L McCann, J Hassard, J Morris British Journal of Industrial Relations 48 (2), 347-374, 2010 | 43 | 2010 |
| At the sharp end of new organizational ideologies Ethnography and the study of multinationals J Hassard, L McCann, J Morris Ethnography 8 (3), 324-344, 2007 | 41 | 2007 |
