Andrew Pettigrew | Academic Influence

Q: What Schools Are Affiliated With Andrew Pettigrew

Andrew Pettigrew is affiliated with the following schools: Harvard University, University of Warwick, University of Bath, Yale University, London Business School, University of Oxford, Purdue University

Why Is Andrew Pettigrew Influential?

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According to Wikipedia, Andrew Marshall Pettigrew is Professor of Strategy and Organisation at the Saïd Business School at the University of Oxford. A British professor, he was formerly dean of the University of Bath School of Management. He received his training in sociology and anthropology at Liverpool University and received his Ph.D. from Manchester Business School in 1970. He has held academic appointments at Yale University, Harvard University, London Business School and Warwick Business School.

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Andrew Pettigrew's Published Works

Number of citations in a given year to any of this author's works

Total number of citations to an author for the works they published in a given year. This highlights publication of the most important work(s) by the author

Published Works

Longitudinal Field Research on Change: Theory and Practice (1990) (4174)
On Studying Organizational Cultures (1979) (2383)
The New Public Management in Action (1996) (1887)
Studying Organizational Change and Development: Challenges for Future Research (2001) (1556)
Context and Action in the Transformation of the Firm (1987) (1555)
WHAT IS A PROCESSUAL ANALYSIS. (1997) (1509)
The politics of organizational decision-making (1973) (1225)
The Character and Significance of Strategy Process Research (1992) (1111)
On studying managerial elites (1992) (988)
The Awakening Giant: Continuity and Change in ICI. (1987) (762)
Strategists on the Board (1999) (516)
Shaping Strategic Change (1992) (512)
The Handbook of Strategy and Management (2001) (492)
Change and Complementarities in the New Competitive Landscape: A European Panel Study (1999) (470)
Power and Influence in and Around the Boardroom (1995) (431)
The Awakening Giant (1985) (404)
Information Control as a Power Resource (1972) (366)
Strategy Formulation as a Political Process (1977) (358)
Management Research After Modernism (2001) (347)
The Awakening Giant: Continuity and Change in Imperial Chemical Industries. (1986) (326)
Human Resource Management: An Agenda for the 1990's (1990) (323)
Contextualist Research and the Study of Organizational Change Processes (1985) (322)
Studying Board Context, Process and Dynamics: Some Challenges for the Future (2005) (271)
The Practice of Strategic Human Resource Management (1986) (228)
The organizational life cycle : issues in the creation, transformation, and decline of organizations (1981) (226)
Managing Through Networks: Some Issues and Implications for the NHS (1996) (223)
Context and Action in the Transformation of the Firm: A Reprise (2012) (197)
Innovative Forms of Organizing (2003) (182)
Longitudinal Field Research on Change (1995) (177)
Issues in Participant Observation: A Text and Reader (1970) (169)
Introduction to the Special Issue: Applications of Complexity Theory to Organization Science (1999) (169)
The Innovating organization (2000) (166)
Shaping Strategic Change: The Case of the NHS in the 1980s (1992) (159)
Strategic Management: The Strengths and Limitations of a Field (2001) (157)
Strategizing in the multi-business firm: Strategy teams at multiple levels and over time (2007) (148)
The Double Hurdles for Management Research (1997) (142)
Patterns of Strategic Change in the Development of Human Resource Management (1992) (138)
Sources and Uses of Power in the Boardroom (1998) (138)
Determinants of Organizational Flexibility: A Study in an Emerging Economy (2006) (129)
The Awakening Giant : Continuity and Change in Imperial Chemical Industries (2013) (127)
Organizational Climate and Culture: Two Constructs in Search of a Role (1990) (126)
The Politics of Organizational Decision-Making. (1976) (124)
The determinants of research group performance: Towards Mode 2? (2002) (122)
CULTURE AND COMPETITIVENESS: EVIDENCE FROM TWO MATURE UK INDUSTRIES (1989) (120)
Understanding Change in the NHS (1988) (111)
The Temporal Development of Strategy: Patterns in the U.K. Insurance Industry (1999) (110)
Innovative forms of organizing : international perspectives (2003) (110)
Scholarship with Impact (2011) (109)
Towards a Political Theory of Organizational Intervention (1975) (106)
Shaping Strategic Change: Making Change in Large Organisations, the Case of the NHS (1992) (98)
Corporate Restructuring and New Forms of Organising: Evidence from Europe (1999) (96)
Adaptation Under Environmental Turmoil: Organizational Flexibility in Family-Owned Firms (2004) (94)
Examining change in the long-term context of Culture and Politics (1985) (87)
Studying Strategic Choice and Strategic Change. A Comment on Mintzberg and Waters: 'Does Decision Get in the Way?' (1990) (86)
Success and failure in corporate transformation initiatives (1998) (85)
Implementing strategic decisions (1975) (85)
The Industrial Purchasing Decision as a Political Process (1975) (84)
The role, power and influence of company chairs (2011) (80)
From the Guest Editors: The Legitimacy and Impact of Business Schools—Key Issues and a Research Agenda (2016) (78)
The Contribution, Power and Influence of Part-time Board Members (1996) (76)
The Conduct of Qualitative Research in Organizational Settings (2013) (76)
Strategy as Process, Power and Change (2003) (72)
The evolution of organizational routines among large Western and Japanese firms (2002) (69)
Contextualistic Research: A Natural Way to Link Theory and Practice (1985) (68)
The Character and Significance of Management Research on the Public Services (2005) (67)
MEETING THE CHALLENGE: ACCOUNTING FOR CHANGE (1994) (67)
Innovative forms of organising in Europe and Japan 1 This research has been funded by the Economic a (2000) (60)
Towards a dynamic theory of boards: An organisational life cycle approach (2009) (60)
The Institutional Development of Business Schools (2014) (58)
Theoretical Perspectives on New Forms of Organising. (1998) (55)
Studying Strategic Choice and Strategic Change (1990) (54)
Managing strategic change in a mature business (1989) (54)
Issues of Time and Site Selection in Longitudinal Research on Change (1990) (54)
Understanding Strategic Change Processes: Some Preliminary British Findings (1988) (53)
The politics of progress. (1989) (48)
THE NATURE AND TRANSFORMATION OF CORPORATE HEADQUARTERS: A REVIEW OF RECENT LITERATURE AND A RESEARCH AGENDA (1996) (47)
Changing Patterns of Human Resource Management (1988) (45)
Conclusion: Doing more in Strategy Research (2001) (43)
Linking Change Processes to Outcomes (2000) (43)
The Forces that Trigger Training (1988) (42)
Competitiveness and the Management of Strategic Change Processes: A Research Agenda (1989) (42)
Power and Change: Andrew Pettigrew on Strategy and Change (2001) (41)
Britain's Training Problem: TheSearch for a Strategic Human Resource Management Approach (1987) (40)
Managing Change and Corporate Performance (1992) (40)
Strategic human resource management in the UK computer supplier industry (1988) (37)
Competitiveness and the management process (1988) (35)
Occupational Specialization as an Emergent Process (1973) (35)
Innovative Forms of Organizing: Trends in Europe, Japan and the USA in the 1990s (2003) (33)
Managing the Twin Processes of Competition and Change: The Role of Intangible Assets (1993) (33)
Strategizing and Organizing: Change as a Political Learning Process, Enabled by Leadership (2006) (32)
Complexities and Dualities in Innovative Forms of Organizing (2000) (32)
Researching Strategic Change (1988) (32)
Innovative Forms of Organizing: Progress, Performance and Process (2003) (29)
Co-Producing Knowledge and the Challenges of International Collaborative Research (2003) (24)
Training and Human Resource Management in Small to Medium Sized Enterprises: A Critical Review of the Literature and a Model for Future Research (1990) (24)
Strategic Aspects of the Management of Specialist Activity (1975) (23)
Building Organizational Capabilities to Adapt Under Turmoil (2010) (22)
Perspectives on strategic change (1993) (21)
Complementarities in Organisational Innovation and Performance: empirical evidence from the INNFORM survey (2003) (21)
Managing Change for Competitive Success: Bridging the Strategic and the Operational (1992) (21)
Longitudinal Methods to Study Change: Theory and Practice (1989) (21)
A systematic review of cases of meningitis in the absence of cerebrospinal fluid pleocytosis on lumbar puncture (2019) (21)
Managing Strategic Change in the NHS (1989) (21)
Complementarities in Action: Organizational Change and Performance in BP and Unilever 1985-2002 (2003) (20)
Linking Strategic Change, Competitive Performance and Human Resource Management: Results of a UK Empirical Study (1989) (20)
The Awakening Giant (Routledge Revivals) : Continuity and Change in Imperial Chemical Industries (2013) (19)
The Influence Process between Specialists and Executives (1974) (19)
Some Limits of Executive Power in Creating Strategic Change (1986) (18)
Inter-Group Conflict and Role Strain (1968) (17)
Enid Mumford: a tribute (2006) (15)
Characterizing the ‘New Public Management’ (1996) (15)
Complementary Change Towards Global Integration in Four Professional Service Organizations (2003) (15)
Managing Strategic Service Change in the NHS (1989) (14)
Leading Change in the New Professional Service Firm: Characterizing Strategic Leadership in a Global Context (2006) (14)
Explaining process and performance in the co-production of knowledge:a comparative analysis of collaborative research projects (2007) (14)
Strategist on the Board (1999) (14)
People Management Dualities (2003) (14)
Control and Creativity in the Boardroom (1998) (14)
Theoretical, Methodological and Empirical Issues in Studying Change (1987) (13)
Banking on HRM to respond to change (1987) (12)
Integrating a Global Professional Service Organization: The Case of Ove Arup and Partners (2000) (12)
Training in Britain: Employer's Perspectives on Human Resources (1989) (12)
How Halfords put its HRM into top gear (1988) (12)
The leadership role of the new health authorities: An agenda for research and development (1991) (11)
Studying Board Context, Process and Dynamics (2005) (11)
Learning in Contemporary Culture (2009) (11)
The realities of planning (1982) (11)
Coping With Change in the NHS: A Frontline District's Response to AIDS (1990) (11)
A THEORY OF THE CULTURAL EVOLUTION OF THE FIRM : The Intraorganizational Ecology of Memes John Weeks and Charles Galunic INSEAD Organizational Behavior Area (2003) (10)
The Role of Social Mechanisms in an Emerging Network: The Case of the Pharmaceutical Network in Coopers & Lybrand Europe (2000) (10)
Leading Change and the Management of Competition (1993) (10)
Building a Research Agenda for the Institutional Development of Business Schools (Chapter 13) (2014) (9)
New Notions of Organizational Fit (2000) (9)
Corporate Responsibility in Strategy (2009) (8)
Theoretical Perspectives on Innovative Forms of Organizing (2000) (8)
Organizational identity as an anchor for adaptation: an emerging market perspective (2012) (8)
The use of Power in Managerial Strategies for Change (1983) (7)
Contrasting HRM responses to the changing world of computing (1988) (7)
Comparative International Business Research Methods: Pitfalls and Practicalities (2009) (7)
Making Strategy in the Multi-business Firm (2004) (7)
British management and strategic change (1985) (7)
Corporate strategy change and human resource management (1990) (6)
Understanding Internal Markets in the NHS (1993) (6)
Managing major change. (1988) (6)
Adaptive response under competitive pressure: organizational flexibility in an emergent economy (2004) (6)
Receptive and non-receptive contexts for change (2004) (6)
Patterns of Managerial Response as Organisations Move from Rich to Poor Environments: A Response to Tim Brighouse (1983) (6)
Professionals and the New Public Management (1996) (5)
The Role of Framing Mechanisms in Explaining System‐Wide Change: The Case of the Northern Ireland Conflict and Peace Process (2020) (5)
Dualities and Complexities in Innovative Forms of Organizing (2000) (5)
Commentary on the Donald Hambrick Interview. (2001) (5)
Andrew Pettigrew on Executives and Strategy: An Interview wtih Ken Starkey (2002) (4)
Catching Reality in Flight (1998) (4)
Wind of change blows through NHS research. (1988) (3)
Comparative International Business Research Methods (2009) (3)
The Creation and Evolution of Quasi Markets (1996) (3)
Public Sector Restructuring (1996) (3)
Studying Strategizing and Organizing within the Multibusiness Firm: Capabilities, Evidence and Learning (2005) (3)
Flame Retardants, Halogenated (2000) (3)
New technology, competition and the firm: a framework for research (1989) (2)
Managing High-Impact Research Groups (2002) (2)
Delivering Successful Corporate Transformation: Some Research Evidence (1998) (2)
Process and performance in international collaborative research (2007) (2)
How to get the best out of change: an agenda for raising corporate performance (2000) (2)
The Learning Process Behind the European Activities of Large UK and Swedish Firms (1991) (2)
New Forms of Organisation in Europe: Complementarities and Performance (1999) (2)
AIDS: responding to rapid change. (1988) (2)
The challenges of leadership in globalizing professional service firms. Novak Druce Centre Insights, No. 5. (2011) (1)
Relating Organisational Change to Knowledge Management Practices, Technological Commitment and Competitiveness Amongst Large Western and Japanese Firms (2001) (1)
A review of: “The Applicability of Organizational Sociology”. By C. ARGYRIS. (Cambridge University Press, 1972.) [Pp. ix + 138.] Price £3·20. (1973) (1)
Hints on how to ring the changes. (1989) (1)
Processes of Internationalisation: Regeneration and Competitiveness (1989) (1)
Hospitals do not hurry. (1989) (1)
Can Argentine companies Survive? A Study of the Determinants of Organizational Flexibility (2007) (1)
Decision-making as a Political Process (2014) (1)
The Adoption of Innovating Forms of Organising in Europe and Japan in the 1990s (2001) (1)
TRANSFORMING ECONOMIC DEVELOPMENT Integrating Environmental Sustainability & Equity into Practice (2013) (1)
The Question of Accountability: New Forms or a Democratic Deficit? (1996) (1)
Introducing Market-Like Mechanisms in the Public Sector: The Case of the National Health Service (1993) (1)
Il management del Cambiamento strategico e operativo (1989) (0)
The management of change (1988) (0)
The Impact of Business Schools in International Perspective (2015) (0)
BOOK REVIEWS (2005) (0)
Bubbles of learning. (1991) (0)
The Politics of Organizational Change (1979) (0)
The Research Process (2014) (0)
New Forms of Organising in Europe and Japan (1999) (0)
Introduction to Chapter 1 (2020) (0)
Organizational Identity as an Anchor for Adaptation (2012) (0)
End of Project Report: Collaborative Management Research (RES-331-25-3001) (2008) (0)
Books received (2015) (0)
Getting Training and Development into the Organisational Blood Stream (1991) (0)
A Process of Transformational Change (1996) (0)
The Board: From Rubber Stamp to Strategy-Maker? (1996) (0)
JSP volume 19 issue 4 Back matter (1990) (0)
Editorial Board (2013) (0)
How to 'Join-up' Change (2001) (0)
The Change Strategy Without Political Support: Plastics Division (2013) (0)
Board Composition: Managers and ‘Magistrates’ (1996) (0)
Multi-skilling in the Round (1988) (0)
Introducing Market Like Mechanisms in Public Sector: The Case of the NHS (1993) (0)
The Handy Book of Bees: Being a Practical Treatise on Their Profitable Management (2007) (0)
The Role of Social Mechanism in an Emerging Network: The Case of the Pharmaceutical Network (2000) (0)
Widening the Scope of Strategic Leadership Research (2001) (0)
What is Impact in Management Scholarship (2013) (0)
The Evaluation of Organisational Change. (1984) (0)
How to assess and measure the impact of business schools and their research? Two recent cases in Europe: The Business School Impact Survey (BSIS) and the UK REF assessment system (2014) (0)
Developing Services for HIV/AIDS: Organisational Learning in District Health Authorities, London (1990) (0)
Adaptation, Inertia and the Flexible Organization: A Study of the Determinants of Organizational Flexibility in an Emerging Economy (2009) (0)
Towards an Understanding of System Wide Change (2017) (0)
Complementarities in the new forms of organising (1999) (0)
New Forms of Organizing in Europe and Japan: Incremental and Radical Change (2001) (0)

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Other Resources About Andrew Pettigrew

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What Schools Are Affiliated With Andrew Pettigrew?

Andrew Pettigrew is affiliated with the following schools: