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Leo McCann
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Normalized intensity: The new labour process of middle management
L McCann, J Morris, J Hassard
Journal of management studies 45 (2), 343-371, 2008
2192008
Still blue‐collar after all these years? An ethnography of the professionalization of emergency ambulance work
L McCann, E Granter, P Hyde, J Hassard
Journal of Management Studies 50 (5), 750-776, 2013
1912013
Casting the lean spell: The promotion, dilution and erosion of lean management in the NHS
L McCann, JS Hassard, E Granter, PJ Hyde
Human relations 68 (10), 1557-1577, 2015
1542015
Managing in the modern corporation: the intensification of managerial work in the USA, UK and Japan
J Hassard, L McCann, J Morris
Cambridge University Press, 2009
1542009
Extreme work/normal work: Intensification, storytelling and hypermediation in the (re) construction of ‘the New Normal’
E Granter, L McCann, M Boyle
Organization 22 (4), 443-456, 2015
1202015
Multiple dimensions of work intensity: Ambulance work as edgework
E Granter, P Wankhade, L McCann, J Hassard, P Hyde
Work, Employment and Society 33 (2), 280-297, 2019
1172019
Explaining the growth in UK socially responsible investment
L McCann, A Solomon, JF Solomon
Journal of General Management 28 (4), 15-36, 2003
972003
‘My brilliant career’? New organizational forms and changing managerial careers in Japan, the UK, and USA
J Hassard, J Morris, L McCann
Journal of Management Studies 49 (3), 571-599, 2012
962012
New organizational forms, human resource management and structural convergence? A study of Japanese organizations
J Morris, J Hassard, L McCann
Organization studies 27 (10), 1485-1511, 2006
902006
‘Upon the gears and upon the wheels’: Terror convergence and total administration in the neoliberal university
L McCann, E Granter, P Hyde, J Aroles
Management Learning 51 (4), 431-451, 2020
822020
Middle managers, the new organizational ideology and corporate restructuring: comparing Japanese and Anglo-American management systems
L McCann, J Hassard, J Morris
Competition and change 8 (1), 27-44, 2004
792004
“You can't do both—something will give”: limitations of the targets culture in managing UK health care workforces
L McCann, E Granter, J Hassard, P Hyde
Human resource management 54 (5), 773-791, 2015
652015
Overlapping effects: Path dependence and path generation in management and organization in Russia
G Schwartz, L McCann
Human relations 60 (10), 1525-1549, 2007
542007
Reforming public services after the crash: the roles of framing and hoping
L McCann
Public Administration 91 (1), 5-16, 2013
532013
The resilience ofinstitutionalized capitalism': Managing managers undershareholder capitalism'andmanagerial capitalism'
J Morris, J Hassard, L McCann
Human Relations 61 (5), 687-710, 2008
532008
Men Under Pressure: Representations of theSalaryman'and his Organization in Japanese Manga
P Matanle, L McCann, D Ashmore
Organization 15 (5), 639-664, 2008
442008
Deconstructing the welfare state: Managing healthcare in the age of reform
P Hyde, E Granter, J Hassard, L McCann
Routledge, 2016
432016
Restructuring managerial labour in the USA, the UK and Japan: Challenging the salience of ‘varieties of capitalism’
L McCann, J Hassard, J Morris
British Journal of Industrial Relations 48 (2), 347-374, 2010
432010
Beyond ‘blue-collar professionalism’: Continuity and change in the professionalization of uniformed emergency services work
L McCann, E Granter
Journal of Professions and Organization 6 (2), 213-232, 2019
422019
At the sharp end of new organizational ideologies Ethnography and the study of multinationals
J Hassard, L McCann, J Morris
Ethnography 8 (3), 324-344, 2007
422007
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