Publications
2021
Challenges and practices of interviewing business elites
Ma, S., Seidl, D., & McNulty, T. (2021). Challenges and practices of interviewing business elites. STRATEGIC ORGANIZATION, 19(1), 81-96. doi:10.1177/1476127020980969
Policy and Practice for Purposeful Business: The Final Report of the Future of the Corporation Programme
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
Reviewing Directors' Business Judgements: Views from the Field
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.12257
2019
Business Judgment and Director Accountability: A Study of Case-law Over Time
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:10.1080/14735970.2019.1695516
Business Judgement and the Courts
McNulty, T., & Loughrey, J. (2019). Business Judgement and the Courts: Business Judgment and the Courts: End of Project Report.
Sources and uses of power in the boardroom
Pettigrew, A., & McNulty, T. (2019). Sources and uses of power in the boardroom. In Corporate Governance: Values, Ethics and Leadership (pp. 441-458).
Making and Regulating Business Judgement: Judicial Practice, Logics and Orders
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
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
Developing the Board Through Corporate Governance Reform and Board Evaluation (2016). Unknown Journal, 109-124. doi:10.4324/9781315585703-16
Ownership, Activism and Engagement: Institutional Investors as Active Owners
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.12143
2015
Developing the Governance Space: A Study of the Role and Potential of the Company Secretary in and Around the Board of Directors
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:10.1177/0170840614556919
Convergence around concepts of actual board effectiveness in hard and soft law
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
2013
Boards of Directors and Financial Risk during the Credit Crisis
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
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
Creating better boards through codification: Possibilities and limitations in UK corporate governance, 1992–2010
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
Developing Corporate Governance Research through Qualitative Methods: A Review of Previous Studies
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
Engaged versus Disengaged Ownership: The Case of Pension Funds in the UK
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
Managing Risk: Board Process Matters
McNulty, T. (2013). Managing Risk: Board Process Matters. European Financial Review, 43-46.
Process Matters: Understanding Board Behaviour and Effectiveness
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
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
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
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
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/s10997-009-9119-4
2010
Developing the Board Through Corporate Governance Reform and Board Evaluation
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
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
Holt, R., & McNulty, T. (2008). Securing the licence to act: a foundational capability. Journal of Strategy and Management, 1(1), 72-92. doi:10.1108/17554250810909437
2005
Undertaking Governance Reform and Research: Further Reflections on the Higgs Review
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.x
Beyond Agency Conceptions of the Work of the Non‐Executive Director: Creating Accountability in the Boardroom
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.x
Reengineering Healthcare: The Complexities of Organizational Transformation
McNulty, T., & Ferlie, E. (2005). Reengineering Healthcare: The Complexities of Organizational Transformation. Oxford: Oxford University Press.
Strategists on the Board
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
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
Reengineering Health Care
McNulty, T., & Ferlie, E. (2004). Reengineering Health Care. Oxford University Press. doi:10.1093/acprof:oso/9780199269075.001.0001
2003
Redesigning Public Services: Challenges of Practice for Policy
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.x
Creating Accountability Within the Board: The Work of the Non-Executive Director
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
McNulty, T. (2002). Reengineering as Knowledge Management. Management Learning, 33(4), 439-458. doi:10.1177/1350507602334003
1999
Reengineering at Leicester Royal Infirmary: An Independent Evaluation of Implementation and Impact
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
McNulty, T., & Pettigrew, A. (1999). Strategists on the Board. Organization Studies, 20(1), 47-74. doi:10.1177/0170840699201003
1998
Control and Creativity in the Boardroom
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
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
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)00024-9
1996
Practices and Market-Driven Change: Experiences of Engineers and Scientists in Industrial R&D laboratories and Doctors in NHS Hospitals
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
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.x
1995
Market-Oriented Strategic Change: Managing Complexity and Context
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
Pettigrew, A., & McNulty, T. (1995). Power and Influence in and Around the Boardroom. Human Relations, 48(8), 845-873. doi:10.1177/001872679504800802
1994
Implementing marketing in NHS hospitals
McNulty, T., Whittington, R., Whipp, R., & Kitchener, M. (1994). Implementing marketing in NHS hospitals. Public Money & Management, 14(3), 51-57. doi:10.1080/09540969409387829
MARKET‐DRIVEN CHANGE IN PROFESSIONAL SERVICES: PROBLEMS AND PROCESSES*
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
1992
Putting the Marketing into R&D
McNulty, T., & Whittington, R. (1992). Putting the Marketing into R&D. Marketing Intelligence & Planning, 10(9), 10-16. doi:10.1108/02634509210020060
Managing Market‐Oriented Change in Public and Private Sectors
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/eb028230
Putting the Marketing into R&D
McNulty, T., & Whittington, R. (1992). Putting the Marketing into R&D. Marketing Intelligence and Planning, 10(9), 10-16.