Photo of Prof Terry McNulty

Prof Terry McNulty PhD, BA (Hons)

Professor of Management and Corporate Governance & Associate Dean (International) Strategy, IB and Entrepreneurship

Publications

2019

Making and Regulating Business Judgement: Judicial Practice, Logics and Orders (Chapter)

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

Ownership, Activism and Engagement: Institutional Investors as Active Owners (Journal article)

McNulty, T., & Nordberg, D. (2016). Ownership, Activism and Engagement: Institutional Investors as Active Owners. Corporate Governance: An International Review, 24(3), 346-358. doi:10.1111/corg.12143

DOI: 10.1111/corg.12143

2015

Convergence around concepts of actual board effectiveness in hard and soft law (Journal article)

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:10.1080/17521440.2015.1032060

DOI: 10.1080/17521440.2015.1032060

Developing the Governance Space: A Study of the Role and Potential of the Company Secretary in and around the Board of Directors (Journal article)

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(4), 513-535. doi:10.1177/0170840614556919

DOI: 10.1177/0170840614556919

2013

Boards of Directors and Financial Risk during the Credit Crisis (Journal article)

McNulty, T. H., 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.12007

DOI: 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:10.1080/00076791.2012.712964

DOI: 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.12006

DOI: 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.x

DOI: 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).

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.

Developing the Board Through Corporate Governance Reform and Board Evaluation, (Journal article)

McNulty, T. (2010). Developing the Board Through Corporate Governance Reform and Board Evaluation,. Handbook of Leadership and Management Development edited by Jeff Gold, Richard Thorpe and Alan Mumford.

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 license to act: a foundational capability (Journal article)

Holt, R., & McNulty, T. (2008). Securing the license to act: a foundational capability. Journal of Strategy and Management, 1(1), 72-92.

2005

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), S5-S26. doi:10.1111/j.1467-8551.2005.00444.x

DOI: 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.

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), S99-S107. doi:10.1111/j.1467-8551.2005.00451.x

DOI: 10.1111/j.1467-8551.2005.00451.x

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:10.1177/0170840604046349

DOI: 10.1177/0170840604046349

2003

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.

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), S31-S45. doi:10.1111/j.1467-8551.2003.00391.x

DOI: 10.1111/j.1467-8551.2003.00391.x

2002

Reengineering as Knowledge Management (Journal article)

McNulty, T. (2002). Reengineering as Knowledge Management. Management Learning, 33(4), 439-458. doi:10.1177/1350507602334003

DOI: 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.

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 Organization and Character of Process Research (Journal article)

Ferlie, E., & McNulty, T. (1997). Going to Market: Changing Patterns In the Organization and Character of Process Research. Scandinavian Journal of Management.

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.

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:10.1177/001872679504800802

DOI: 10.1177/001872679504800802

1994

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.x

DOI: 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 and Planning, 10(9), 10-16.