| 'Someone to Watch over Me': surveillance, discipline and the Just-in-Time labour process G Sewell, B Wilkinson Postmodern Management Theory, 151-169, 2019 | 1225 | 2019 |
| The discipline of teams: The control of team-based industrial work through electronic and peer surveillance G Sewell Administrative science quarterly, 397-428, 1998 | 1165 | 1998 |
| Looking for the good soldier, Švejk: Alternative modalities of resistance in the contemporary workplace P Fleming, G Sewell Sociology 36 (4), 857-873, 2002 | 517 | 2002 |
| Out of sight, out of mind in a new world of work? Autonomy, control, and spatiotemporal scaling in telework G Sewell, L Taskin Organization studies 36 (11), 1507-1529, 2015 | 491 | 2015 |
| Coercion versus care: Using irony to make sense of organizational surveillance G Sewell, JR Barker Academy of Management review 31 (4), 934-961, 2006 | 326 | 2006 |
| Applying critical discourse analysis in strategic management research N Phillips, G Sewell, S Jaynes Organizational research methods 11 (4), 770-789, 2008 | 280 | 2008 |
| Empowerment or emasculation? Shopfloor surveillance in a total quality organization G Sewell, B Wilkinson Reassessing human resource management, 97-115, 1992 | 253 | 1992 |
| Nice work? Rethinking managerial control in an era of knowledge work G Sewell Organization 12 (5), 685-704, 2005 | 154 | 2005 |
| Working under intensive surveillance: When does ‘measuring everything that moves’ become intolerable? G Sewell, JR Barker, D Nyberg Human Relations 65 (2), 189-215, 2012 | 148 | 2012 |
| From national service to global player: Transforming the organizational logic of a public broadcaster A Spicer, G Sewell Journal of management Studies 47 (6), 913-943, 2010 | 128 | 2010 |
| Strategies for technological development in South Korea and Taiwan: the case of semiconductors CF Chen, G Sewell Research Policy 25 (5), 759-783, 1996 | 126 | 1996 |
| A little knowledge is a dangerous thing: Getting below the surface of the growth of ‘knowledge work’in Australia P Fleming, B Harley, G Sewell Work, Employment and Society 18 (4), 725-747, 2004 | 92 | 2004 |
| Neither good, nor bad, but dangerous: Surveillance as an ethical paradox G Sewell, JR Barker Ethics and Information Technology 3, 181-194, 2001 | 88 | 2001 |
| Doing what comes naturally? Why we need a practical ethics of teamwork G Sewell The International Journal of Human Resource Management 16 (2), 202-218, 2005 | 51 | 2005 |
| What goes around, comes around: Inventing a mythology of teamwork and empowerment G Sewell The Journal of Applied Behavioral Science 37 (1), 70-89, 2001 | 47 | 2001 |
| Only penguins: A polemic on organization theory from the edge of the world SR Clegg, S Linstead, G Sewell Organization Studies 21 (1), 103-117, 2000 | 45 | 2000 |
| Human resource management in “surveillance” companies G Sewell, B Wilkinson Human resource management and technical change. London: Sage, 137-54, 1993 | 41 | 1993 |
| Organization, employees and surveillance G Sewell Routledge handbook of surveillance studies, 303-312, 2012 | 36 | 2012 |
| Collaboration, co‐operation or collusion? Contrasting employee responses to managerial control in three call centres D Nyberg, G Sewell British Journal of Industrial Relations 52 (2), 308-332, 2014 | 35 | 2014 |
| Yabba-dabba-doo! Evolutionary psychology and the rise of Flintstone psychological thinking in organization and management studies G Sewell Human Relations 57 (8), 923-955, 2004 | 27 | 2004 |
