'The ground beneath my feet': projects, project management and the intensified control of R&D engineers

Stakeholder interactions and corporate social responsibility (CSR) practices: Evidence from the Zambian copper mining sector
Phiri, O., Mantzari, E. and Gleadle, P. 2019. Stakeholder interactions and corporate social responsibility (CSR) practices: Evidence from the Zambian copper mining sector. Accounting, Auditing & Accountability Journal. 32 (1), pp. 26-54. https://doi.org/10.1108/AAAJ-04-2016-2540

The role of institutional context in the development of the SME biotech sector in Poland
Gleadle, P., Micek, G. and Dawidko, P. 2014. The role of institutional context in the development of the SME biotech sector in Poland. Studies of the Industrial Geography Commission. (25), pp. 132-150.

Critical accounts and perspectives on financialization
Gleadle, P., Haslam, C. and Yin, Y.P. 2014. Critical accounts and perspectives on financialization. Critical Perspectives on Accounting. 25 (1), pp. 1-4. https://doi.org/10.1016/j.cpa.2012.11.010

Restructuring and innovation in pharmaceuticals and biotechs: the impact of financialisation
Gleadle, P., Parris, S., Shipman, A. and Simonetti, R. 2014. Restructuring and innovation in pharmaceuticals and biotechs: the impact of financialisation. Critical Perspectives on Accounting. 25 (1), pp. 67-77. https://doi.org/10.1016/j.cpa.2012.10.003

UK bio-pharma: innovation, re-invention and capital at risk
Gleadle, P., Haslam, C. and Tsitsianis, N. 2011. UK bio-pharma: innovation, re-invention and capital at risk. Scotland The Institute of Chartered Accountants of Scotland (ICAS).

Book review: 'Interpreting Interviews' by Mats Alvesson
Gleadle, P. 2011. Book review: 'Interpreting Interviews' by Mats Alvesson. Management Learning. 42 (3), pp. 349-352. https://doi.org/10.1177/1350507611410138

An exploratory study of an early stage R&D-intensive firm under financialization
Gleadle, P. and Haslam, C. 2010. An exploratory study of an early stage R&D-intensive firm under financialization. Accounting Forum. 34 (1), pp. 54-65.

Bio-pharma: a financialized business model
Gleadle, P., Andersson, T., Haslam, C. and Tsitsianis, N. 2010. Bio-pharma: a financialized business model. Critical Perspectives on Accounting. 21 (7), pp. 631-641.

Culture as a dynamic capability: the case of 3M in the United Kingdom
Gleadle, P. and Bowman, C. 2009. Culture as a dynamic capability: the case of 3M in the United Kingdom. in: Jemielniak, D. and Kociatkiewicz, J. (ed.) Handbook of research on knowledge-intensive organizations USA Idea Group. pp. 330–347

Afterword: segmentation, reorientation and new exclusions
Gleadle, P., Cornelius, N. and Pezet, E. 2008. Afterword: segmentation, reorientation and new exclusions. Organization. 15 (3), pp. 463-465. https://doi.org/10.1177/1350508408088545

Old and new timings in a high-tech firm
Gleadle, P. 2008. Old and new timings in a high-tech firm. in: Jemielniak, D. and Kociatkiewicz, J. (ed.) Management practices in high-tech environments USA IGI Global. pp. 133–151

Enterprising selves: how governmentality meets agency
Gleadle, P., Cornelius, N. and Pezet, E. 2008. Enterprising selves: how governmentality meets agency. Organization. 15 (3), pp. 307-313. https://doi.org/10.1177/1350508408088529

A case study of financialization and EVA©
Gleadle, P. and Cornelius, N. 2008. A case study of financialization and EVA©. Critical Perspectives on Accounting. 19 (8), p. 1219–1238.

La conduite de soi et les sujets entreprenants: les cas Midco et Labco
Gleadle, P. and Cornelius, N. 2007. La conduite de soi et les sujets entreprenants: les cas Midco et Labco. in: Pezet, E. (ed.) Management et conduite de soi: enquête sur les ascèses de la performance Paris, France Vuibert. pp. 129-152

Change and continuity in writing about change and continuity
Gleadle, P., Cornelius, N., Pezet, E. and Salaman, G. 2007. Change and continuity in writing about change and continuity. Journal of Organizational Change Management. 20 (4), pp. 473-477. https://doi.org/10.1108/jocm.2007.02320daa.001

Managing change across boundaries: boundary-shaking practices
Gleadle, P., Balogun, J., Hailey, V., Willmott, H. and Veronica Hope Hailey 2005. Managing change across boundaries: boundary-shaking practices. British Journal of Management. 16 (4), p. 261–278. https://doi.org/10.1111/j.1467-8551.2005.00463.x

Organising for change: conflicts and dilemmas in surveying and consulting
Gleadle, P. and Tranfield, D. 2003. Organising for change: conflicts and dilemmas in surveying and consulting. Cranfield Advanced Management Research Centre, Cranfield School of Management.