B

1. Brooks, I. and Brown, R. B. (2002) The role of ritualistic ceremonial in removing barriers between subcultures in the National Health Service. Journal of Advanced Nursing. 38(4), pp. 341-352. 1365-2648.
2. Brown, P. (2006) Do senior management development programmes enhance strategic management capabilities? Strategic Change. 15(1), pp. 37-45. 1099-1697.
3. Burtonshaw-Gunn, S. A. (2009) Svarbiausios Vadybos Priemones (Essential Management Toolbox). Vilnius: Verslo zinios (Business News). 9789955460978.
4. Burtonshaw-Gunn, S. A. and Salameh, M. G. (2010) Change management contribution to organisational performance. Human Capital Review. 2(12), pp. 1-6. 1993-7250.

C

1. Communal, C. C. E. (1999) A cultural kaleidoscope: managing the European company. Doctoral thesis. University of Leicester.

H

1. Han, Y. and Kakabadse, N. K. (2009) Job satisfaction: what is its true meaning in Greater China? Asia-Pacific Journal of Business Administration. 1(2), pp. 155-164. 1757-4323.

I

1. Inamori, T., Analoui, F. and Kakabadse, N. K. (2012) Can perceptual differences account for managerial success?: The case of Japanese aid workers. Management Research Review. 35(1), pp. 32-51. 2040-8269.

K

1. Kakabadse, A. P. and Kakabadse, N. K. (2002) Making ‘modernising Government initiatives’ work: culture change through collaborative inquiry (CI). Public Administration and Development. 22(4), pp. 337-352. 1099-162X.
2. Kakabadse, N. K. and Kakabadse, A. P. (2003) Developing reflexive practitioners through collaborative inquiry: a case study of the UK civil service. International Review of Administrative Sciences. 69(3), pp. 365-383. 0020-8523.
3. Kakabadse, N. K., Kakabadse, A. P. and Kalu, K. N. (2007) Communicative action through collaborative inquiry: journey of a facilitating co-inquirer. Systemic Practice and Action Research. 20(3), pp. 245-272. 1573-9295.
4. Kakabadse, N. K., Kakabadse, A. P., Lee-Davies, L. and Johnson, N. (2010) Deliberative inquiry: integrated ways of working in children services. Systematic Practice and Action Research. 24(1), pp. 67-84. 1094-429X (Print) 1573-9295 (Online).

M

1. MacDonald, S. and Liff, S. (2007) Working for the family. Human Resource Management Journal. 17(2), pp. 118-133. 0954-5395.

S

1. Soriano-Meier, H., Sharma, A., Garza-Reyes, J. A., Forrester, P. L. and Burtonshaw-Gunn, S. A. (2011) Doing things right first time: establishing culture change with the adoption of 6S. Seminar Presentation presented to: 21st International Conference on Flexible Automation and Intelligent Manufacturing (FAIM 2011), Taichung, Taiwan, 26-29 June 2011.

T

1. Tudor, T. L., Barr, S. W. and Gilg, A. W. (2008) A novel conceptual framework for examining environmental behaviour in large organisations: a case study of the Cornwall National Health Service (NHS) in the UK. Environment and Behavior. 40(3), pp. 426-450. 0013 9165.

W

1. Wang, J. (2009) From a family workshop to a listed company: Langsha Group. In: Alas, R. (ed.) Implementation of Changes in Chinese Organizations: Groping a Way Through the Darkness. Oxford: Chandos. [Case study 4]