Professor Peter Stokes
Professor Peter Stokes
Leicester Castle Business School - DMU
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Cited by
Cited by
Research methods
P Stokes, T Wall
Bloomsbury Publishing, 2017
The impact of organizational culture differences, synergy potential, and autonomy granted to the acquired high-tech firms on the M&A performance
SY Tarba, MF Ahammad, P Junni, P Stokes, O Morag
Group & Organization Management 44 (3), 483-520, 2019
Resilience and the (micro-) dynamics of organizational ambidexterity: implications for strategic HRM
P Stokes, S Smith, T Wall, N Moore, C Rowland, T Ward, S Cronshaw
The International Journal of Human Resource Management 30 (8), 1287-1322, 2019
Engaging with genocide: The challenge for organization and management studies
P Stokes, Y Gabriel
Organization 17 (4), 461-480, 2010
Organizational climate and managerial effectiveness: an Indian perspective
UK Bamel, S Rangnekar, P Stokes, R Rastogi
International Journal of Organizational Analysis 21 (2), 198-218, 2013
The role of embedded individual values, belief and attitudes and spiritual capital in shaping everyday postsecular organizational culture
P Stokes, C Baker, J Lichy
European Management Review 13 (1), 37-51, 2016
Key Concepts in Business and Management Research Methods
P Stokes
Palgrave-Macmillan, 2011
The performative university:‘Targets’,‘terror’and ‘taking back freedom’in academia
DR Jones, M Visser, P Stokes, A Örtenblad, R Deem, P Rodgers, ...
Management Learning 51 (4), 363-377, 2020
Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration
P Stokes, Y Liu, S Smith, S Leidner, N Moore, C Rowland
The International Journal of Human Resource Management 27 (20), 2310-2338, 2016
Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identity
Y Liu, D Vrontis, M Visser, P Stokes, S Smith, N Moore, A Thrassou, ...
Human Resource Management Review 31 (3), 100744, 2021
The micro‐dynamics of intraorganizational and individual behavior and their role in organizational ambidexterity boundaries
P Stokes, N Moore, D Moss, M Mathews, SM Smith, Y Liu
Human Resource Management 54 (S1), s63-s86, 2015
Making great minds think alike: Emerging market multinational firms’ leadership effects on targets’ employee psychological safety after cross-border mergers and acquisitions
R Rao-Nicholson, Z Khan, P Stokes
International Business Review 25 (1), 103-113, 2016
Reading lists: a study of tutor and student perceptions, expectations and realities
P Stokes, L Martin
Studies in Higher Education 33 (2), 113-125, 2008
The role of non-market strategies in establishing legitimacy: The case of service MNEs in emerging economies
P Rodgers, P Stokes, S Tarba, Z Khan
Management International Review 59, 515-540, 2019
Examining an integrative model of resilience, subjective well-being and commitment as predictors of organizational citizenship behaviours
H Paul, U Bamel, A Ashta, P Stokes
International Journal of Organizational Analysis 27 (5), 1274-1297, 2019
Gaining legitimacy through proactive stakeholder management: The experiences of high-tech women entrepreneurs in Russia
N Vershinina, P Rodgers, S Tarba, Z Khan, P Stokes
Journal of Business Research 119, 111-121, 2020
Micro-foundations of organizational ambidexterity in the context of cross-border mergers and acquisitions
P Hughes, M Hughes, P Stokes, H Lee, P Rodgers, WY Degbey
Technological Forecasting and Social Change 153, 119932, 2020
Research methods
T Wall, P Stokes
Palgrave Macmillan, 2014
Reverse logistics network design model based on e‐commerce
Q XiaoYan, H Yong, D Qinli, P Stokes
International Journal of Organizational Analysis 20 (2), 251-261, 2012
Corporate performance: does board independence matter?-Indian evidence
A Haldar, A., Shah, R., SVD, N. R., Stokes, P., Demirbas, D., & Dardour
International Journal of Organizational Analysis, 0, 2018
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