| Reporting and justifying the number of interview participants in organization and workplace research MNK Saunders, K Townsend British Journal of Management 27 (4), 836-852, 2016 | 836 | 2016 |
| Improving employees’ work-life balance in the construction industry: Project alliance case study H Lingard, K Brown, L Bradley, C Bailey, K Townsend Journal of construction engineering and management 133 (10), 807-815, 2007 | 295 | 2007 |
| Choosing participants MNK Saunders, K Townsend The Sage handbook of qualitative business and management research methods …, 2018 | 182 | 2018 |
| Mixed signals in HRM: the HRM role of hospital line managers K Townsend, A Wilkinson, C Allan, G Bamber Human Resource Management Journal 22 (3), 267-282, 2012 | 138 | 2012 |
| Managing under pressure: HRM in hospitals K Townsend, A Wilkinson Human Resource Management Journal 20 (4), 332-338, 2010 | 115 | 2010 |
| Electronic surveillance and cohesive teams: room for resistance in an Australian call centre? K Townsend New Technology, Work and Employment 20 (1), 47-59, 2005 | 115 | 2005 |
| Recruitment, training and turnover: another call centre paradox K Townsend Personnel Review 36 (3), 476-490, 2007 | 103 | 2007 |
| Filling the gaps: Patterns of formal and informal participation K Townsend, A Wilkinson, J Burgess Economic and industrial Democracy 34 (2), 337-354, 2013 | 101 | 2013 |
| Reassessing employee involvement and participation: Atrophy, reinvigoration and patchwork in Australian workplaces A Wilkinson, K Townsend, J Burgess Journal of Industrial relations 55 (4), 583-600, 2013 | 94 | 2013 |
| Accidental, unprepared, and unsupported: clinical nurses becoming managers K Townsend, A Wilkinson, G Bamber, C Allan The International Journal of Human Resource Management 23 (1), 204-220, 2012 | 94 | 2012 |
| Perceptions of HRM system strength and affective commitment: the role of human relations and internal process climate K Cafferkey, M Heffernan, B Harney, T Dundon, K Townsend The International Journal of Human Resource Management 30 (21), 3026-3048, 2019 | 88 | 2019 |
| Ability, Motivation and Opportunity theory: a formula for employee performance? A Kellner, K Cafferkey, K Townsend Elgar introduction to theories of human resources and employment relations, 311, 2019 | 86 | 2019 |
| Contemporary trends in employee involvement and participation R Markey, K Townsend Journal of Industrial Relations 55 (4), 475-487, 2013 | 81 | 2013 |
| Routes to partial success: collaborative employment relations and employee engagement K Townsend, A Wilkinson, J Burgess The International Journal of Human Resource Management 25 (6), 915-930, 2014 | 77 | 2014 |
| Race against time: Extended hours in Australia D Peetz, K Townsend, B Russell, C Houghton, C Allan, A Fox Australian Bulletin of Labour 29 (2), 126-142, 2003 | 67 | 2003 |
| ‘The mission or the margin?’A high-performance work system in a non-profit organisation A Kellner, K Townsend, A Wilkinson The International Journal of Human Resource Management 28 (14), 1938-1959, 2017 | 66 | 2017 |
| Managerial autism: Threat–rigidity and rigidity's threat O Muurlink, A Wilkinson, D Peetz, K Townsend British Journal of Management 23, S74-S87, 2012 | 65 | 2012 |
| Transition to practitioner: Redesigning a third year course for undergraduate business students J Bailey, D Oliver, K Townsend Journal of Management & Organization 13 (1), 65-80, 2007 | 61 | 2007 |
| Changing patterns of human resource management in construction A Wilkinson, S Johnstone, K Townsend Construction Management and economics 30 (7), 507-512, 2012 | 58 | 2012 |
| Managing flexible work arrangements in small not-for-profit firms: The influence of organisational size, financial constraints and workforce characteristics K Townsend, P McDonald, A Cathcart The International Journal of Human Resource Management 28 (14), 2085-2107, 2017 | 55 | 2017 |
Adrian WilkinsonGriffith Universityبريد إلكتروني تم التحقق منه على griffith.edu.au
