| Changing interpretive schemes and organizational restructuring: The example of a religious order JM Bartunek Administrative science quarterly, 355-372, 1984 | 1876 | 1984 |
| Across the great divide: Knowledge creation and transfer between practitioners and academics SL Rynes, JM Bartunek, RL Daft Academy of management Journal 44 (2), 340-355, 2001 | 1667 | 2001 |
| First-order, second-order, and third-order change and organization development interventions: A cognitive approach JM Bartunek, MK Moch The Journal of applied behavioral science 23 (4), 483-500, 1987 | 1373 | 1987 |
| Insider/outsider team research: The development of the approach and its meanings JM Bartunek Handbook of collaborative management research, 73-92, 2008 | 953 | 2008 |
| The role of affective experience in work motivation MG Seo, LF Barrett, JM Bartunek Academy of management review 29 (3), 423-439, 2004 | 920 | 2004 |
| On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others JM Bartunek, DM Rousseau, JW Rudolph, JA DePalma The Journal of applied behavioral science 42 (2), 182-206, 2006 | 861 | 2006 |
| What makes management research interesting, and why does it matter? JM Bartunek, SL Rynes, RD Ireland Academy of management Journal 49 (1), 9-15, 2006 | 789 | 2006 |
| Learning from academia: The importance of relationships in professional life CJG Gersick, JE Dutton, JM Bartunek Academy of Management Journal 43 (6), 1026-1044, 2000 | 786 | 2000 |
| Academics and practitioners are alike and unlike: The paradoxes of academic–practitioner relationships JM Bartunek, SL Rynes Journal of Management 40 (5), 1181-1201, 2014 | 754 | 2014 |
| Academic-practitioner collaboration need not require joint or relevant research: Toward a relational scholarship of integration JM Bartunek Academy of management journal 50 (6), 1323-1333, 2007 | 680 | 2007 |
| Developing “complicated” understanding in administrators JM Bartunek, JR Gordon, RP Weathersby Academy of management Review 8 (2), 273-284, 1983 | 538 | 1983 |
| An affect-based model of recipients’ responses to organizational change events S Oreg, JM Bartunek, G Lee, B Do Academy of Management Review 43 (1), 65-86, 2018 | 498 | 2018 |
| Dualities and tensions of planned organizational change M Seo, LL Putnam, JM Bartunek Handbook of organizational change and innovation, 73-107, 2004 | 448 | 2004 |
| Care and compassion through an organizational lens: Opening up new possibilities SL Rynes, JM Bartunek, JE Dutton, JD Margolis Academy of Management review 37 (4), 503-523, 2012 | 425 | 2012 |
| The dynamics of personal and organizational reframing JM Bartunek Paradox and transformation: Toward a theory of change in organization and …, 1988 | 406 | 1988 |
| The construction and contributions of “implications for practice”: What's in them and what might they offer? JM Bartunek, SL Rynes Academy of management Learning & education 9 (1), 100-117, 2010 | 355 | 2010 |
| Time in strategic change research S Kunisch, JM Bartunek, J Mueller, QN Huy Academy of Management Annals 11 (2), 1005-1064, 2017 | 350 | 2017 |
| Corporations as social change agents: Individual, interpersonal, institutional, and environmental dynamics RJ Bies, JM Bartunek, TL Fort, MN Zald Academy of Management Review 32 (3), 788-793, 2007 | 289 | 2007 |
| Senior managers’ sensemaking and responses to strategic change J Balogun, JM Bartunek, B Do Organization Science 26 (4), 960-979, 2015 | 288 | 2015 |
| Hidden conflict in organizations: Uncovering behind-the-scenes disputes D Kolb, JM Bartunek Sage, 1992 | 287 | 1992 |
