| Exploring human resource management roles in corporate social responsibility: The CSR‐HRM co‐creation model DR Jamali, AM El Dirani, IA Harwood Business Ethics: A European Review 24 (2), 125-143, 2015 | 452 | 2015 |
| The effect of buyer pressure on suppliers in SMEs to demonstrate CSR practices: an added incentive or counter productive? DA Baden, IA Harwood, DG Woodward European Management Journal 27 (6), 429-441, 2009 | 408 | 2009 |
| Exploring the alchemy of qualitative management research: Seeking trustworthiness, credibility and rigor through crystallization H Stewart, R Gapp, I Harwood The Qualitative Report 22 (1), 1-19, 2017 | 319 | 2017 |
| Terminology matters: A critical exploration of corporate social responsibility terms D Baden, IA Harwood Journal of Business Ethics 116, 615-627, 2013 | 175 | 2013 |
| The effects of procurement policies on ‘downstream’corporate social responsibility activity: Content-analytic insights into the views and actions of SME owner-managers D Baden, IA Harwood, DG Woodward International Small Business Journal 29 (3), 259-277, 2011 | 128 | 2011 |
| ‘Fatwa repositioning’: the hidden struggle for Shari’a compliance within Islamic financial institutions S Ullah, IA Harwood, D Jamali Journal of Business Ethics 149, 895-917, 2018 | 124 | 2018 |
| Embedding corporate responsibility into supply: A snapshot of progress I Harwood, S Humby European Management Journal 26 (3), 166-174, 2008 | 120 | 2008 |
| On the resilience of corporate social responsibility I Harwood, S Humby, A Harwood European Management Journal 29 (4), 283-290, 2011 | 119 | 2011 |
| On the resilience of corporate social responsibility I Harwood, S Humby, A Harwood European Management Journal 29 (4), 283-290, 2011 | 119 | 2011 |
| Cross-check for completeness: Exploring a novel use of Leximancer in a grounded theory study IA Harwood, R Gapp, H Stewart The Qualitative Report 20 (7), 1029-1045, 2015 | 118 | 2015 |
| Socially responsible investment: insights from S hari'a departments in I slamic financial institutions S Ullah, D Jamali, IA Harwood Business Ethics: A European Review 23 (2), 218-233, 2014 | 98 | 2014 |
| Minimising the effects of dysfunctional corporate culture in estimation and evaluation processes: A constructively simple approach C Chapman, S Ward, I Harwood International journal of project management 24 (2), 106-115, 2006 | 61 | 2006 |
| Confidentiality Constraints Within Mergers and Acquisitions: Gaining Insights Through a ‘Bubble’ Metaphor* I Harwood British Journal of Management 17 (4), 347-359, 2006 | 54 | 2006 |
| A grounded exploration of organisational risk propensity IA Harwood, SC Ward, CB Chapman Journal of Risk Research 12 (5), 563-579, 2009 | 41 | 2009 |
| The impact of trust and confidentiality on strategic organizational change programmes: a case study of post‐acquisition integration I Harwood, M Ashleigh Strategic Change 14 (2), 63-75, 2005 | 39 | 2005 |
| Managing sustainable development conflicts: The impact of stakeholders in small-scale hydropower schemes LJ Watkin, PS Kemp, ID Williams, IA Harwood Environmental management 49, 1208-1223, 2012 | 36 | 2012 |
| Developing scenarios for post-merger and acquisition integration: A grounded theory of'risk bartering' IA Harwood University of Southampton, 2001 | 29 | 2001 |
| Insights into corporate social responsibility practices in supply chains: a multiple case study of SMEs in the UK F Ciliberti, D Baden, IA Harwood Operations and Supply Chain Management: An International Journal 2 (3), 154-166, 2014 | 27 | 2014 |
| Discovering the value in using Leximancer for complex qualitative data analysis R Gapp, H Stewart, IA Harwood, P Woods | 23 | 2013 |
| ‘Only as good as your last gig?’: an exploratory case study of reputational risk management amongst self-employed musicians C Portman-Smith, IA Harwood Journal of Risk Research 18 (4), 483-504, 2015 | 18 | 2015 |
