Sharpe, D.R. (2006). Shop floor practices under changing forms of managerial control: A comparative ethnographic study of micro-politics, control and resistance within a Japanese multinational. Journal of International Management, 12 (3), 318-339. http://doi.org/10.1016/j.intman.2006.06.003

Sharpe, D. (2005). Introduction - Critical Perspectives on Asian Business and Management. Asian Business and Management, 4 (4), 361-363.

Sharpe, D. (2003). Global Managers and Japanese Multinationals: Internationalization and Management in Japanese Financial Institutions. The International Journal of Human Resource Management, 14 (3).

Sharpe, D. (2003). The Changing Japanese Multinational. Journal of Management Studies, (Special Issue).

Morgan, G., Sharpe, D.R., Kelly, W., & Whitley, R. (2002). The Future of Japanese Manufacturing in the UK. Journal of Management Studies, 39 (8), 1023-1044. http://doi.org/10.1111/1467-6486.00322

Rosemary Sharpe, D. (2002). Teamworking and managerial control within a Japanese manufacturing subsidiary in the UK. Personnel Review, 31 (3), 267-282. http://doi.org/10.1108/00483480210422705

Sharpe, D. (1994). Trends in Organisational behaviour - Book Review. Creativity and Innovation Management.

Conference papers

Kom, C., Sharpe, D., & Owens, M. (2023). Reflexivity in Context: Navigating the Challenges of Conducting Qualitative Research in International Business. In British Academy of Management, University of Sussex, Brighton, 1 September 2023 - 6 September 2023. British Academy of Management: https://www.bam.ac.uk/events-landing/bam2023-conference.html

Johnston, A., De Silva, R., & Sharpe, D. (2016). Value Diversity from Foreignness: How Transnational entrepreneurs adopt bi-focality to recognise institutional differences and identify voids.

Sharpe, D. (2015). The Transfer of Managerial Practices within MNE's: Theorising Control and Resistance Processes.

Sharpe, D. (2014). On the Line: Thresholds, Boundaries and Resistance in a Japanese Manufacturing Organisation in the UK.

Sharpe, D. (2014). The contributions of critical realist ethnography in researching the Multinational.

Sharpe, D. (2010). A Postcolonial Analysis of the Transfer of Management Practices within Multinationals.

Sharpe, D. (2009). Resistance and Democracy in the Multinational.

Sharpe, D. (2009). Sociological Imagination in Researching the Multinational.

Sharpe, D. (2008). Managing control and commitment on the shop floor.

Sharpe, D. (2008). Theorizing Power in Organizations.

Sharpe, D. (2007). Theorizing Culture: Critical Realist Ethnography.

Sharpe, D. (2007). Theorizing Power and Politics in the Multinational.

Sharpe, D. (2006). A Comparative Ethnographic Study of Shop Floor Micro-Politics, Power and Conflict.

Sharpe, D. (2006). Researching Global Settings: The Contribution of Ethnographic Research Approaches.

Sharpe, D. (2006). Researching Power: The Shop Floor of the Multinational as a Political Arena.

Sharpe, D. (2005). Contributions of Critical Realist Ethnography to Researching the Multinational Organization.

Sharpe, D. (2005). Critical Realist Ethnography and its Relevance to Research in International Management.

Sharpe, D. (2004). EGOS Sub Theme 13: Micropolitics and Conflicts in Multinational Companies. 'An Ethnographic Study of Micro-Politics, Power and Control in a Japanese Multinational'.

Sharpe, D. (2004). Transferring Managerial Practices Within Multinational Control, Resistance and Empowerment.

Sharpe, D. (2003). Researching Change Within Firms in an Interconnected Global Context.

Sharpe, D. (2003). Teamworking Technologies and Organizational Behaviour.

Sharpe, D. (2003). The Use of Ethnography in International Business.

Sharpe, D. (2002). Taking Stock: Theoretical and Methodological Issues in the Comparative Study of Organisations: Reflections from Two Empirical Studies.

Sharpe, D. (2001). After the Crisis: Korean Multinationals in the UK.

Sharpe, D. (2001). Developing the Global Managers in Japanese Multinationals.

Sharpe, D. (2001). Multinationals as Organisations.

Sharpe, D. (2000). Control in Global Corporations.

Sharpe, D. (2000). Multinationals as Organisations.

Sharpe, D. (2000). Multinationals, Corporate Governance and Financial Internationalisation.

Sharpe, D. (2000). The Future of Japanese Manufacturing in the UK.

Sharpe, D. (2000). The Global Manager? Japanese Expatriate Managing over Distance and Time.

Sharpe, D. (2000). The Global Manager? Japanese Expatriate Managing over Distance and Time.

Sharpe, D. (1999). Globalization and Change: An In-Depth Case Study of Processes of Organisational Community and Change Within a Japanese Manufacturing Organisation in the UK.

Sharpe, D. (1999). Processes of Organisational continuity and change.

Sharpe, D. (1997). Internationalisation and organisational learning.

Sharpe, D. (1996). Shop Floor Practices Under Changing Forms of Managerial Control: A Comparative Ethnographic Study of Micro-Politics, Power and Control in a Japanese Multinational.

Sharpe, D. (1996). Working with organisational complexity and diversity.

Book chapters

Sharpe, D. (2009). The Multinational Firm as an Instrument of Exploitation and Domination. In Collinson, S. (Ed.) Images of the Multinational Firm. (1st). (pp. 247-266). Oxford: Wiley-Blackwell

(2008). Machine Bureaucracy. SAGE Publications, Inc: http://doi.org/10.4135/9781412956246.n287

Sharpe, D. (2004). The Relevance of Ethnography to International Business Research. In Handbook on Qualitative Research Methods for International Business. Cheltenham: Edward Elgar Publishing

Sharpe, D. (2001). Globalization and Change: An In-Depth Case Study of Processes of Organisational Community and Change Within a Japanese Manufacturing Organisation in the UK. In The Multinational Firm: Organizing Across National and Institutional Divides. Oxford: Oxford University Press

Sharpe, D. (1998). Working in organizational complexity and diversity. In Hooley, G.J. (Ed.) Internationalisation:process,context and markets. London: W H Freeman (Macmillan Press Palgrave)

Sharpe, D. (1997). Managerial control strategies and sub cultural processes . On the shop floor in a Japanese Manufacturing organisation in the UK. In Sackmann, S.A. (Ed.) Cultural complexity in Organizations: Inherent Contrasts and Contradictions. Sage

Sharpe, D. (1997). Compromise Solutions: A Japanese Multinational Comes to the UK. In Whitley, R., & Kristensen, P.H. (Eds.) Governance at Work: : the social regulation of economic relations in Europe. OUP

Books

Sharpe, D. (2007). New Horizons in Asian Management. Basingstoke: Palgrave Macmillan UK.

Theses / Dissertations

Papaioannou, M. (2022). Learning and Knowledge Management Mechanisms during Internationalisation. (Doctoral thesis). Supervised by Sharpe, D.

Kom, C.N. (2022). Making Sense of Co-Opetition in a Post-Colonial Entrepreneurial Landscape: Nigeria’s Fashion Industry. (Doctoral thesis). Supervised by Sharpe, D., & Owens, M. http://doi.org/10.7190/shu-thesis-00519

Anderson, A. (2018). International entrepreneurial capabilities:The role of networks in the small multinational enterprise. (Doctoral thesis). Supervised by Johnston, A. http://doi.org/10.7190/shu-thesis-00154

Anderson, A. (2018). International entrepreneurial capabilities:The role of networks in the small multinational enterprise. (Doctoral thesis). Supervised by Johnston, A. http://doi.org/10.7190/shu-thesis-00154

Wilmot, N. (2017). Management of language diversity in international supply chain relationships of UK SMEs. (Doctoral thesis). Supervised by Sharpe, D. http://doi.org/10.7190/shu-thesis-00031

Presentations

Sharpe, D. (2014). Researching the Multinational Organisation.

Sharpe, D. (1997). Managing the Foreign Subsidiary and the Role of the Expatriate Manager.

Other publications

Sharpe, D. (1996). The Dynamics of Japanese Organizations - Creativity and Innovation Management - Book Review.