| Collaborative research programmes: building trust from difference S Davenport, J Davies, C Grimes Technovation 19 (1), 31-40, 1998 | 391 | 1998 |
| Exploring the role of proximity in SME knowledge-acquisition S Davenport Research policy 34 (5), 683-701, 2005 | 342 | 2005 |
| Circuits of power in practice: Strategic ambiguity as delegation of authority S Davenport, S Leitch Organization Studies 26 (11), 1603-1623, 2005 | 287 | 2005 |
| Panic and panacea: brain drain and science and technology human capital policy S Davenport Research policy 33 (4), 617-630, 2004 | 201 | 2004 |
| Rethinking a national innovation system: The small country as' SME' S Davenport, D Bibby Technology Analysis & Strategic Management 11 (3), 431-462, 1999 | 161 | 1999 |
| Strategic ambiguity as a discourse practice: the role of keywords in the discourse on ‘sustainable’biotechnology S Leitch, S Davenport Discourse Studies 9 (1), 43-61, 2007 | 155 | 2007 |
| Research collaboration and behavioural additionality: a New Zealand case study S Davenport, C Grimes, J Davies Technology Analysis & Strategic Management 10 (1), 55-68, 1998 | 118 | 1998 |
| ‘Belonging’to a virtual research centre: exploring the influence of social capital formation processes on member identification in a virtual organization S Davenport, U Daellenbach British Journal of Management 22 (1), 54-76, 2011 | 117 | 2011 |
| Establishing trust during the formation of technology alliances US Daellenbach, SJ Davenport The Journal of technology transfer 29 (2), 187-202, 2004 | 112 | 2004 |
| The dynamics of technology strategy: an exploratory study S Davenport, C Campbell‐Hunt, J Solomon R&D Management 33 (5), 481-499, 2003 | 93 | 2003 |
| Leveraging talent: spin–off strategy at industrial research S Davenport, A Carr, D Bibby R&D Management 32 (3), 241-254, 2002 | 93 | 2002 |
| Strategic ambiguity in communicating public sector change S Leitch, S Davenport Journal of communication Management 7 (2), 129-139, 2003 | 90 | 2003 |
| World famous in New Zealand: How New Zealand's leading firms became world-class competitors C Campbell-Hunt Auckland University Press, 2001 | 74 | 2001 |
| Small but sophisticated: Entrepreneurial marketing and SME approaches to brand management M Renton, U Daellenbach, S Davenport, J Richard Journal of Research in Marketing and Entrepreneurship 17 (2), 149-164, 2015 | 68 | 2015 |
| The politics of discourse: Marketization of the New Zealand science and innovation system S Leitch, S Davenport Human Relations 58 (7), 891-912, 2005 | 53 | 2005 |
| Collaboration and organisational learning: A study of a New Zealand collaborative research program S Davenport, C Grimes, J Davies International Journal of Technology Management 18 (3-4), 173-187, 1999 | 50 | 1999 |
| Corporate brands and social brands: co-branding GM-free and UK supermarkets S Leitch, S Davenport International Studies of Management & Organization 37 (4), 45-63, 2007 | 47 | 2007 |
| Exploring technology agglomeration patterns for multinational pharmaceutical and biotechnology firms MJ Ahn, M Meeks, S Davenport, R Bednarek Journal of Commercial Biotechnology 16, 17-32, 2010 | 45 | 2010 |
| The ‘user’in research funding negotiation processes S Davenport, S Leitch, A Rip Science and Public Policy 30 (4), 239-250, 2003 | 39 | 2003 |
| Corporate identity as an enabler and constraint on the pursuit of corporate objectives S Leitch, S Davenport European Journal of Marketing 45 (9/10), 1501-1520, 2011 | 38 | 2011 |
