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Bill Harley
Bill Harley
Professor at The University of Melbourne
Verified email at unimelb.edu.au
Title
Cited by
Cited by
Year
Employees and high‐performance work systems: Testing inside the black box
H Ramsay, D Scholarios, B Harley
British Journal of industrial relations 38 (4), 501-531, 2000
14882000
Reflecting on reflexivity: Reflexive textual practices in organization and management theory
M Alvesson, C Hardy, B Harley
Journal of management studies 45 (3), 480-501, 2008
7882008
Discourse analysis and content analysis: Two solitudes
C Hardy, B Harley, N Phillips
Qualitative methods 2 (1), 19-22, 2004
5642004
High performance work systems and employee experience of work in the service sector: The case of aged care
B Harley, BC Allen, LD Sargent
British Journal of Industrial Relations 45 (3), 607-633, 2007
2832007
The myth of empowerment: work organisation, hierarchy and employee autonomy in contemporary Australian workplaces
B Harley
Work, Employment and Society 13 (1), 041-066, 1999
2801999
Employee responses to high performance work system practices: An analysis of the AWIRS95 data
B Harley
The Journal of Industrial Relations 44 (3), 418-434, 2002
1732002
HRM and the worker: Labor process perspectives
P Thompson, B Harley
1532008
Firing blanks? An analysis of discursive struggle in HRM
B Harley, C Hardy
Journal of Management Studies 41 (3), 377-400, 2004
1442004
Team membership and the experience of work in Britain: an analysis of the WERS98 data
B Harley
Work, Employment and Society 15 (4), 721-742, 2001
1392001
Confronting the crisis of confidence in management studies: Why senior scholars need to stop setting a bad example
B Harley
Academy of Management Learning & Education 18 (2), 286-297, 2019
1212019
Rigor with or without templates? The pursuit of methodological rigor in qualitative research
B Harley, J Cornelissen
Organizational Research Methods 25 (2), 239-261, 2022
1182022
The one best way?‘Scientific’research on HRM and the threat to critical scholarship
B Harley
Human Resource Management Journal 25 (4), 399-407, 2015
1172015
Employee involvement: patterns and explanations
MP Marchington, B Harley, J Hyman, P Thompson
Participation and democracy at work: Essays in honour of Harvie Ramsay, 2005
1152005
Online consultation: e-democracy and e-resistance in the case of the development gateway
S Ainsworth, C HARDy, B HARLEy
Management Communication Quarterly 19 (1), 120-145, 2005
1122005
Employee responses to ‘high performance work system’practices: an empirical test of the disciplined worker thesis
B Harley, L Sargent, B Allen
Work, Employment and Society 24 (4), 740-760, 2010
1062010
A little knowledge is a dangerous thing: Getting below the surface of the growth of ‘knowledge work’in Australia
P Fleming, B Harley, G Sewell
Work, Employment and Society 18 (4), 725-747, 2004
922004
Work, organisation and Enterprise Resource Planning systems: an alternative research agenda
K Dery, D Grant, B Harley, C Wright
New Technology, Work and Employment 21 (3), 199-214, 2006
882006
Variety, novelty, and perceptions of scholarship in research on management and organizations: An appeal for ambidextrous scholarship
A Corbett, J Cornelissen, A Delios, B Harley
Journal of Management Studies 51 (1), 3-18, 2014
832014
Management reactions to technological change: The example of enterprise resource planning
B Harley, C Wright, R Hall, K Dery
The Journal of Applied Behavioral Science 42 (1), 58-75, 2006
812006
Beneath the radar? A critical realist analysis of ‘the knowledge economy’and ‘shareholder value’as competing discourses
P Thompson, B Harley
Organization Studies 33 (10), 1363-1381, 2012
722012
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