| COVID-19 and the case for global development JA Oldekop, R Horner, D Hulme, R Adhikari, B Agarwal, M Alford, ... World development 134, 105044, 2020 | 340 | 2020 |
| Emiratization as a strategic HRM change initiative: case study evidence from a UAE petroleum company CJ Rees, A Mamman, AB Braik The International Journal of Human Resource Management 18 (1), 33-53, 2007 | 240 | 2007 |
| Diversity, organizational commitment and organizational citizenship behavior: An organizing framework A Mamman, K Kamoche, R Bakuwa Human Resource Management Review 22 (4), 285-302, 2012 | 200 | 2012 |
| SME policy formulation and implementation in Africa: Unpacking assumptions as opportunity for research direction A Mamman, J Bawole, M Agbebi, AR Alhassan Journal of business research 97, 304-315, 2019 | 95 | 2019 |
| Attitudes to pay systems: an exploratory study within and across cultures A Mamman, M Sulaiman, A Fadel International Journal of Human Resource Management 7 (1), 101-121, 1996 | 76 | 1996 |
| Mechanics, problems and contributions of tertiary strategic alliances: the case of 22 Australian universities K Saffu, A Mamman International journal of educational management 13 (6), 281-286, 1999 | 70* | 1999 |
| The dynamics of managing people in the diverse cultural and institutional context of Africa K Kamoche, LQ Siebers, A Mamman, A Newenham-Kahindi Personnel review 44 (3), 330-345, 2015 | 62 | 2015 |
| A diverse employee in a changing workplace A Mamman Organization studies 17 (3), 449-477, 1996 | 58 | 1996 |
| Employee intercultural effectiveness in a multicultural workplace: theoretical propositions, strategies and direction for future research A Mamman International Journal of Human Resource Management 6 (3), 528-552, 1995 | 49 | 1995 |
| The adoption and modification of management ideas in organizations: Towards an analytical framework A Mamman Strategic Change 11 (7), 379-389, 2002 | 46 | 2002 |
| Is Ulrich's model useful in understanding HR practitioners' roles in non-western developing countries? An exploratory investigation across private and public sector … A Mamman, KZ Al Kulaiby The International Journal of Human Resource Management 25 (20), 2811-2836, 2014 | 45 | 2014 |
| Employees' attitudes toward criteria for pay systems A Mamman The Journal of social psychology 137 (1), 33-41, 1997 | 43 | 1997 |
| Perceptions and possibilities of intercultural adjustment: Some neglected characteristics of expatriates A Mamman, D Richards International Business Review 5 (3), 283-301, 1996 | 43 | 1996 |
| Contradictions in international tertiary strategic alliances: The case from down under K Saffu, A Mamman International Journal of Public Sector Management 13 (6), 508-518, 2000 | 39 | 2000 |
| Small and medium-sized enterprises (SMEs) and poverty reduction in Africa: Strategic management perspective A Alharbi, AM Kanu, A Mamman Cambridge Scholars Publishing, 2015 | 38 | 2015 |
| The religious context of management practices: The case of the Islamic religion N Baydoun, A Mamman, SA Mohmand Accounting, Commerce and Finance: The Islamic Perspective 3 (1-2), 52-79, 1999 | 36 | 1999 |
| Transferability of management innovation to Africa: A study of two multinational companies’ performance management system in Nigeria A Mamman, N Baydoun, B Adeoye Global Business Review 10 (1), 1-31, 2009 | 35 | 2009 |
| Spirituality and Ubuntu as the foundation for building African institutions, organizations and leaders A Mamman, HB Zakaria Journal of Management, Spirituality & Religion 13 (3), 246-265, 2016 | 33 | 2016 |
| What role do HR practitioners play in developing countries: an exploratory study in an Indonesian organization undergoing major transformation A Mamman, Y Somantri The International Journal of Human Resource Management 25 (11), 1567-1591, 2014 | 33 | 2014 |
| Managerial perceptions of the role of the human resource function in Sri Lanka: a comparative study of local, foreign-owned and joint-venture companies A Mamman, VW Akuratiyagamage, CJ Rees The International Journal of Human Resource Management 17 (12), 2009-2020, 2006 | 32 | 2006 |
Hamza Bukari ZakariaInstitute for Development Policy and ManagementVerified email at manchester.ac.uk
