2021
Ma, S., Seidl, D., & McNulty, T. (2021). Challenges and practices of interviewing business elites. STRATEGIC ORGANIZATION, 19(1), 81-96. doi:10.1177/1476127020980969DOI: 10.1177/1476127020980969
Policy and Practice for Purposeful Business: The Final Report of the Future of the Corporation Programme (Report)
Mayer, C. (2021). Policy and Practice for Purposeful Business: The Final Report of the Future of the Corporation Programme: Policy and Practice for Purposeful Business: The Final Report of the Future of the Corporation Programme.
2020
Keay, A., Loughrey, J., McNulty, T., Okanigbuan, F., & Stewart, A. (2020). Reviewing Directors' Business Judgements: Views from the Field. Journal of Law and Society, 47(4), 639-665. doi:10.1111/jols.12257DOI: 10.1111/jols.12257
2019
McNulty, T., Stewart, A., Keay, A., Loughrey, J., & Okanigbuan, F. (2019). Business Judgment and Director Accountability: A Study of Case-law Over Time. Journal of Corporate Law Studies. doi:10.1080/14735970.2019.1695516DOI: 10.1080/14735970.2019.1695516
Sources and uses of power in the boardroom (Chapter)
Pettigrew, A., & McNulty, T. (2019). Sources and uses of power in the boardroom. In Corporate Governance: Values, Ethics and Leadership (pp. 441-458).
McNulty, T., & Stewart, A. (2019). Making and Regulating Business Judgement: Judicial Practice, Logics and Orders. In T. Real, T. Zilber, A. Langley, & H. Tsoukas (Eds.), Institutions and Organizations: A Process View (pp. 174-193). Oxford: Oxford University Press.
2018
Business Judgment and the Courts: End of Project Report (Report)
McNulty, T., Loughrey, J., & Keay, A. (2018). Business Judgment and the Courts: End of Project Report: Business Judgment and the Courts: End of Project Report.
2016
Developing the Board Through Corporate Governance Reform and Board Evaluation (Journal article)
Developing the Board Through Corporate Governance Reform and Board Evaluation (2016). Unknown Journal, 109-124. doi:10.4324/9781315585703-16DOI: 10.4324/9781315585703-16
McNulty, T., & Nordburg, D. (2016). Ownership, activism and engagement: Institutional investors as active owners. Corporate Governance: An International Review, 24(3), 346-358. doi:10.1111/corg.12143DOI: 10.1111/corg.12143
2015
McNulty, T., & Stewart, A. (2015). Developing the Governance Space: A Study of the Role and Potential of the Company Secretary in and Around the Board of Directors. Organization Studies, 36(04), 513-535. doi:10.1177/0170840614556919DOI: 10.1177/0170840614556919
Stewart, A., & Mcnulty, T. (2015). Convergence around concepts of actual board effectiveness in hard and soft law. LAW AND FINANCIAL MARKETS REVIEW, 9(1), 29-39. doi:10.1080/17521440.2015.1032060DOI: 10.1080/17521440.2015.1032060
2013
Boards of Directors and Financial Risk during the Credit Crisis (Journal article)
McNulty, T., Florackis, C., & Ormrod, P. (2013). Boards of Directors and Financial Risk during the Credit Crisis.
Boards of Directors and Financial Risk during the Credit Crisis (Journal article)
McNulty, T., Florackis, C., & Ormrod, P. (2013). Boards of Directors and Financial Risk during the Credit Crisis. Corporate Governance: An International Review, 21(1), 58-78. doi:10.1111/corg.12007DOI: 10.1111/corg.12007
Creating better boards through codification: Possibilities and limitations in UK corporate governance, 1992–2010 (Journal article)
Nordberg, D., & McNulty, T. (2013). Creating better boards through codification: Possibilities and limitations in UK corporate governance, 1992–2010. Business History, 55(3), 348-374. doi:10.1080/00076791.2012.712964DOI: 10.1080/00076791.2012.712964
Developing Corporate Governance Research through Qualitative Methods: A Review of Previous Studies (Journal article)
McNulty, T., Zattoni, A., & Douglas, T. (2013). Developing Corporate Governance Research through Qualitative Methods: A Review of Previous Studies. Corporate Governance: An International Review, 21(2), 183-198. doi:10.1111/corg.12006DOI: 10.1111/corg.12006
Engaged versus Disengaged Ownership: The Case of Pension Funds in the UK (Journal article)
Tilba, A., & McNulty, T. (2013). Engaged versus Disengaged Ownership: The Case of Pension Funds in the UK. Corporate Governance: An International Review, 21(2), 165-182. doi:10.1111/j.1467-8683.2012.00933.xDOI: 10.1111/j.1467-8683.2012.00933.x
Managing Risk: Board Process Matters (Journal article)
McNulty, T. (2013). Managing Risk: Board Process Matters. European Financial Review, 43-46.
Process Matters: Understanding Board Behaviour and Effectiveness (Chapter)
McNulty, T. (2013). Process Matters: Understanding Board Behaviour and Effectiveness. In M. Wright, D. S. Siegal, K. Keasey, & I. Filatotchev (Eds.), The Oxford Handbook of Corporate Governance (pp. 163-176). Oxford: Oxford University Press.
Process Matters: Understanding Board Behaviour and Effectiveness (Journal article)
McNulty, T. (2013). Process Matters: Understanding Board Behaviour and Effectiveness. Unknown Journal, 163-176.
2012
Corporate Governance and Risk: A Study of Board Structure and Process (Report)
McNulty, T., Florackis, C., & Ormrod, P. (2012). Corporate Governance and Risk: A Study of Board Structure and Process: Corporate Governance and Risk: A Study of Board Structure and Process (Research Report 129).
Corporate Governance and Risk: A Study of Board Structure and Process (Journal article)
McNulty, T., Florackis, C., & Ormrod, P. (2012). Corporate Governance and Risk: A Study of Board Structure and Process. Unknown Journal, ACCA R(1-33).
2011
The role, power and influence of company chairs (Journal article)
McNulty, T., Pettigrew, A., Jobome, G., & Morris, C. (2011). The role, power and influence of company chairs. Journal of Management & Governance, 15(1), 91-121. doi:10.1007/s10997-009-9119-4DOI: 10.1007/s10997-009-9119-4
2010
Developing the Board Through Corporate Governance Reform and Board Evaluation (Chapter)
McNulty, T. (2010). Developing the Board Through Corporate Governance Reform and Board Evaluation. In A. Mumford, J. Gold, & R. Thorpe (Eds.), RE: The Handbook of Leadership and Management Development (pp. 0-20). Aldershot: Gower.
The Role, Power and Influence of Chairmen on the Boards of UK listed Companies (Journal article)
McNulty, T., Pettigrew, A., Morris., C., & Jobome, G. (2010). The Role, Power and Influence of Chairmen on the Boards of UK listed Companies. Journal of Governance and Management, 15(1), 91-121.
2008
Securing the licence to act: a foundational capability (Journal article)
Holt, R., & McNulty, T. (2008). Securing the licence to act: a foundational capability. Journal of Strategy and Management, 1(1), 72-92. doi:10.1108/17554250810909437DOI: 10.1108/17554250810909437
2005
Undertaking Governance Reform and Research: Further Reflections on the Higgs Review (Journal article)
McNulty, T., Roberts, J., & Stiles, P. (2005). Undertaking Governance Reform and Research: Further Reflections on the Higgs Review. British Journal of Management, 16(s1). doi:10.1111/j.1467-8551.2005.00451.xDOI: 10.1111/j.1467-8551.2005.00451.x
Beyond Agency Conceptions of the Work of the Non‐Executive Director: Creating Accountability in the Boardroom (Journal article)
Roberts, J., McNulty, T., & Stiles, P. (2005). Beyond Agency Conceptions of the Work of the Non‐Executive Director: Creating Accountability in the Boardroom. British Journal of Management, 16(s1). doi:10.1111/j.1467-8551.2005.00444.xDOI: 10.1111/j.1467-8551.2005.00444.x
Reengineering Healthcare: The Complexities of Organizational Transformation (Book)
McNulty, T., & Ferlie, E. (2005). Reengineering Healthcare: The Complexities of Organizational Transformation. Oxford: Oxford University Press.
Strategists on the Board (Chapter)
McNulty, T., & Pettigrew, A. (2005). Strategists on the Board. In M. Ezzamel, K. Keasey, & S. Thompson (Eds.), Governance Directors and Boards (Vol. 4, pp. 27). Cheltenham: Edward Elgar.
2004
Process Transformation: Limitations to Radical Organizational Change within Public Service Organizations (Journal article)
McNulty, T., & Ferlie, E. (2004). Process Transformation: Limitations to Radical Organizational Change within Public Service Organizations. Organization Studies, 25(8), 1389-1412. doi:10.1177/0170840604046349DOI: 10.1177/0170840604046349
2003
Redesigning Public Services: Challenges of Practice for Policy (Journal article)
McNulty, T. (2003). Redesigning Public Services: Challenges of Practice for Policy. British Journal of Management, 14(s1). doi:10.1111/j.1467-8551.2003.00391.xDOI: 10.1111/j.1467-8551.2003.00391.x
Creating Accountability Within the Board: The Work of the Non-Executive Director (Report)
McNulty, T., Roberts, J., & Stiles, P. (2003). Creating Accountability Within the Board: The Work of the Non-Executive Director. London: HM DTI and Treasury.
2002
Reengineering as Knowledge Management (Journal article)
McNulty, T. (2002). Reengineering as Knowledge Management. Management Learning, 33(4), 439-458. doi:10.1177/1350507602334003DOI: 10.1177/1350507602334003
1999
Reengineering at Leicester Royal Infirmary: An Independent Evaluation of Implementation and Impact (Report)
Bowns, I., & McNulty, T. (1999). Reengineering at Leicester Royal Infirmary: An Independent Evaluation of Implementation and Impact. London: University of Sheffield School for Health and Related Research (ScHARR).
Strategists on the Board (Journal article)
McNulty, T., & Pettigrew, A. (1999). Strategists on the Board. Organization Studies, 20(1), 47-74. doi:10.1177/0170840699201003DOI: 10.1177/0170840699201003
1998
Control and Creativity in the Boardroom (Chapter)
Pettigrew, A., & McNulty, T. (1998). Control and Creativity in the Boardroom. In D. C. Hambrick, D. A. Nadlet, & M. L. Tushman (Eds.), Navigating Change: How CEO's, Top Teams and Boards Steer Transformation (pp. 25). Boston: Harvard Business School Press.
Sources and Uses of Power In and Around the Boardroom (Journal article)
Pettigrew, A., & McNulty, T. (1998). Sources and Uses of Power In and Around the Boardroom. European Journal of Work and Organizational Psychology, 7(2), 197-214.
1997
“Going to market”: Changing patterns in the organisation and character of process research (Journal article)
Ferlie, E., & McNulty, T. (1997). “Going to market”: Changing patterns in the organisation and character of process research. Scandinavian Journal of Management, 13(4), 367-387. doi:10.1016/s0956-5221(97)00024-9DOI: 10.1016/s0956-5221(97)00024-9
1996
Practices and Market-Driven Change: Experiences of Engineers and Scientists in Industrial R&D laboratories and Doctors in NHS Hospitals (Chapter)
McNulty, T., Whittington, R., & Whipp, T. (1996). Practices and Market-Driven Change: Experiences of Engineers and Scientists in Industrial R&D laboratories and Doctors in NHS Hospitals. In J. Leopold, & E. al (Eds.), Beyond Reason: The National Health Service and the LImits of Management (pp. 25). 1996: Avebury.
The Contribution, Power and Influence of Part‐time Board Members (Journal article)
McNulty, T., & Pettigrew, A. (1996). The Contribution, Power and Influence of Part‐time Board Members. Corporate Governance: An International Review, 4(3), 160-179. doi:10.1111/j.1467-8683.1996.tb00145.xDOI: 10.1111/j.1467-8683.1996.tb00145.x
1995
Market-Oriented Strategic Change: Managing Complexity and Context (Chapter)
McNulty, T., Whittington, T., & Whipp, R. (1995). Market-Oriented Strategic Change: Managing Complexity and Context. In H. Thomas, & D. O'Neil (Eds.), Strategic Renaissance and Business Transformations (pp. 25). Cambridge: Wiley.
Power and Influence in and Around the Boardroom (Journal article)
Pettigrew, A., & McNulty, T. (1995). Power and Influence in and Around the Boardroom. Human Relations, 48(8), 845-873. doi:10.1177/001872679504800802DOI: 10.1177/001872679504800802
1994
Implementing marketing in NHS hospitals (Journal article)
McNulty, T., Whittington, R., Whipp, R., & Kitchener, M. (1994). Implementing marketing in NHS hospitals. Public Money & Management, 14(3), 51-57. doi:10.1080/09540969409387829DOI: 10.1080/09540969409387829
MARKET‐DRIVEN CHANGE IN PROFESSIONAL SERVICES: PROBLEMS AND PROCESSES* (Journal article)
Whittington, R., Mcnulty, T., & Whipp, R. (1994). MARKET‐DRIVEN CHANGE IN PROFESSIONAL SERVICES: PROBLEMS AND PROCESSES*. Journal of Management Studies, 31(6), 829-846. doi:10.1111/j.1467-6486.1994.tb00641.xDOI: 10.1111/j.1467-6486.1994.tb00641.x
1992
Putting the Marketing into R&D (Journal article)
McNulty, T., & Whittington, R. (1992). Putting the Marketing into R&D. Marketing Intelligence & Planning, 10(9), 10-16. doi:10.1108/02634509210020060DOI: 10.1108/02634509210020060
Managing Market‐Oriented Change in Public and Private Sectors (Journal article)
McNulty, T., Whipp, R., Whittington, R., & Kitchener, M. (1992). Managing Market‐Oriented Change in Public and Private Sectors. Management Research News, 15(5/6), 36-37. doi:10.1108/eb028230DOI: 10.1108/eb028230
Putting the Marketing into R&D (Journal article)
McNulty, T., & Whittington, R. (1992). Putting the Marketing into R&D. Marketing Intelligence and Planning, 10(9), 10-16.
