Todd Bridgman
Cited by
Cited by
Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management
S Cummings, T Bridgman, KG Brown
Human relations 69 (1), 33-60, 2016
The Oxford handbook of critical management studies
M Alvesson, T Bridgman, H Willmott
Oxford Handbooks Online, 2009
Who built Maslow’s pyramid? A history of the creation of management studies’ most famous symbol and its implications for management education
T Bridgman, S Cummings, J Ballard
Academy of management learning & education 18 (1), 81-98, 2019
A New History of Management
S Cummings, T Bridgman, J Hassard, M Rowlinson
Cambridge University Press, 2017
The relevant past: Why the history of management should be critical for our future
S Cummings, T Bridgman
Academy of Management Learning & Education 10 (1), 77-93, 2011
Regulation is evil: An application of narrative policy analysis to regulatory debate in New Zealand
T Bridgman, D Barry
Policy sciences 35 (2), 141-161, 2002
Restating the case: How revisiting the development of the case method can help us think differently about the future of the business school
T Bridgman, S Cummings, C McLaughlin
Academy of Management Learning & Education 15 (4), 724-741, 2016
Institutions and technology: Frameworks for understanding organizational change—The case of a major ICT outsourcing contract
T Bridgman, H Willmott
The Journal of Applied Behavioral Science 42 (1), 110-126, 2006
Managing, managerial control and managerial identity in the post‐bureaucratic world
S McKenna, L Garcia‐Lorenzo, T Bridgman
Journal of management development 29 (2), 128-136, 2010
Freedom and autonomy in the university enterprise
T Bridgman
Journal of Organizational Change Management, 2007
The limits and possibilities of history: How a wider, deeper, and more engaged understanding of business history can foster innovative thinking
S Cummings, T Bridgman
Academy of Management Learning & Education 15 (2), 250-267, 2016
Reconstituting relevance: Exploring possibilities for management educators' critical engagement with the public
T Bridgman
Management Learning 38 (4), 425-439, 2007
Beyond the manager’s moral dilemma: Rethinking the ‘ideal-type’business ethics case
T Bridgman
Journal of Business Ethics 94, 311-322, 2010
Institutionalizing critique: A problem of critical management studies
T Bridgman, M Stephens
Victoria University of Wellington, 2008
Why management learning matters
E Bell, T Bridgman
Management Learning 48 (1), 3-6, 2017
Taking subjectivity and reflexivity seriously: Implications of social constructionism for researching volunteer motivation
E Weenink, T Bridgman
VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 28 …, 2017
Assassins in academia?: New Zealand academics as" critic and conscience of society''
T Bridgman
New Zealand Sociology 22 (1), 126-144, 2007
Overcoming the problem with solving business problems: Using theory differently to rejuvenate the case method for turbulent times
T Bridgman, C McLaughlin, S Cummings
Journal of Management Education 42 (4), 441-460, 2018
Organisational identity and alcohol use among young employees: A case study of a professional services firm
B Walker, T Bridgman
International Journal of Drug Policy 24 (6), 597-604, 2013
The battle for ‘Middle-earth’: The constitution of interests and identities in The Hobbit dispute
C McLaughlin, T Bridgman
Journal of Industrial Relations 59 (5), 571-592, 2017
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