| Accounting systems and systems of accountability—understanding accounting practices in their organisational contexts J Roberts, R Scapens Accounting, organizations and society 10 (4), 443-456, 1985 | 1673 | 1985 |
| Beyond agency conceptions of the work of the non‐executive director: Creating accountability in the boardroom J Roberts, T McNulty, P Stiles British journal of management 16, S5-S26, 2005 | 1210 | 2005 |
| The possibilities of accountability J Roberts Accounting, organizations and society 16 (4), 355-368, 1991 | 1209 | 1991 |
| No one is perfect: The limits of transparency and an ethic for ‘intelligent’accountability J Roberts Accounting, Organizations and Society 34 (8), 957-970, 2009 | 861 | 2009 |
| The manufacture of corporate social responsibility: Constructing corporate sensibility J Roberts Organization 10 (2), 249-265, 2003 | 634 | 2003 |
| Accounting and control: a case study of resistance to accounting change RW Scapens, J Roberts Management accounting research 4 (1), 1-32, 1993 | 554 | 1993 |
| Trust and control in Anglo-American systems of corporate governance: The individualizing and socializing effects of processes of accountability J Roberts Human relations 54 (12), 1547-1572, 2001 | 394 | 2001 |
| In the mirror of the market: The disciplinary effects of company/fund manager meetings J Roberts, P Sanderson, R Barker, J Hendry Accounting, Organizations and Society 31 (3), 277-294, 2006 | 332 | 2006 |
| The power of the ‘imaginary’in disciplinary processes J Roberts Organization 12 (5), 619-642, 2005 | 302 | 2005 |
| Corporate governance and the ethics of narcissus J Roberts Business Ethics Quarterly, 109-127, 2001 | 295 | 2001 |
| Strategy and accounting in a UK conglomerate J Roberts Accounting, organizations and society 15 (1-2), 107-126, 1990 | 289 | 1990 |
| From discipline to dialogue: individualizing and socializing forms of accountability J Roberts Accountability: Power, ethos and the technologies of managing, 40-61, 1996 | 279 | 1996 |
| Only connect: teamwork in the multinational K Goodall, J Roberts Journal of World Business 38 (2), 150-164, 2003 | 187 | 2003 |
| Applying the ‘comply-or-explain’principle: discursive legitimacy tactics with regard to codes of corporate governance D Seidl, P Sanderson, J Roberts Journal of management & governance 17, 791-826, 2013 | 165 | 2013 |
| Repairing managerial knowledge-ability over distance K Goodall, J Roberts Organization Studies 24 (7), 1153-1175, 2003 | 164 | 2003 |
| In search of corporate social responsibility: Introduction to special issue P Fleming, J Roberts, C Garsten Organization 20 (3), 337-348, 2013 | 154 | 2013 |
| Building the complementary board. The work of the plc chairman J Roberts Long Range Planning 35 (5), 493-520, 2002 | 133 | 2002 |
| The Relationship between Chairmen and ChiefExecutives: Competitive or Complementary Roles? J Roberts, P Stiles Long Range Planning 32 (1), 36-48, 1999 | 129 | 1999 |
| Accounting for self interest in the credit crisis J Roberts, M Jones Accounting, Organizations and Society 34 (6-7), 856-867, 2009 | 127 | 2009 |
| The power of organization or the organization of power? D Knights, J Roberts Organization Studies 3 (1), 47-63, 1982 | 117 | 1982 |
