Ng, W. & Arndt, F. (2019). “I never needed eyes to see”: Leveraging        Extreme Challenges for Successful Venture Creation, Journal of Business Venturing Insights, 11(June), pp. 1-10. DOI: https://doi.org/10.1016/j.jbvi.2019.e00125.

Kim, T. & Ng, W. (2019). Ticking the “Other” Box: Positional Identities of East Asian Academics in UK Universities, Internationalization and Diversification, Policy Reviews in Higher Education, 3(1), pp. 3-27. DOI: https://doi.org/10.1080/23322969.2018.1564886.

Pemberton, B. & Ng, W. (2019). Solving an Extremely Hazardous Problem. Disposing of Toxic Waste from Britain’s Nuclear Industry and Nascent Public Engagement, Public Money & Management, 39(4), pp. 6-16. DOI: https://doi.org/10.1080/09540962.2019.1612210.

Ng, W. & Al-Shaghroud, M. (2018). Coping with Recession in Medium-Sized Enterprises: A Social Process of Collective Sensing for Strategic Acquisitions’,Journal of Small Business Strategy, 28(2), pp. 16-32. DOI: https://libjournals.mtsu.edu/index.php/jsbs/article/view/1012

Pemberton, B. & Ng, W. (2018). Too Close for Comfort: Regulation and Governance of the UK’s Nuclear Industry and Implications for Inter-Generational Equity?, Public Money & Management,38(5) (July), pp. 330-332. DOI: https://doi.org/10/1080/09540962.2018.1477576

Dessi, C., Ng, W. & Floris, M. & Cabras, S. (2015). How Small Family-owned Businesses May Compete with Retail Superstores: Tacit Knowledge and Perceptive Concordance among Owner-managers and Customers’, Journal of Small Business and Enterprise Development, 21(4), pp. 668-689.

Ng, W. & Rieple, A. (2014). The Role of Networks in Entrepreneurial Performance: New Answers to Old Questions? Editorial Introduction to the Special Issue on ‘The Role of Networks in Entrepreneurial Performance’ (Guest Editors: Ng, W. & Rieple, A.),International Entrepreneurship and Management Journal, 10(3), pp. 447-455.

Ng, W. & Scully, D. (2013). Making Sense of Sovereign Wealth Funds: Entrepreneurial and Political Wish-images in “Building for the Future” of China and Singapore. Special Issue on ‘Constellations of Past and Present: Spectres, Ruins and Chimeras’,Management & Organizational History, 8(1), pp. 77-90.

Scarpati F. & Ng, W. (2013). Chasing the Deal with the Money: Measuring Required Risk Premium and Expected Abnormal Returns of Private Equity Funds to Maximize their Internal Rate of Return, Risk, Governance & Control: Financial Markets & Institutions, 3(3), pp. 56-69.

Scarpati F. & Ng, W. (2013). What Really Drives Risk-Premium and Abnormal Returns in Private Equity Funds? A New Perspective, Journal of Private Equity, 16(4) (Fall), pp. 8-20.

Roberts, J. & Ng, W. (2012). Against Economic (Mis)conceptions of the Individual: Constructing Financial Agency in the Credit Crisis. Special Issue on ‘Crisis, Critique and the Construction of Normality: Exploring Finance Capitalism’s Discursive Shifts’, Culture and Organisation, 18(2), pp. 91-105.

Ng, W. & Keasey, K. (2010). Growing Beyond Smallness: How Do Small, Closely-controlled Firms Survive?’, International Small Business Journal, 28(6), pp. 620-630.

Ng, W. (2010). The Evolution of Sovereign Wealth Funds: What May We Learn from Singapore’s Temasek Holdings?’ Special Issue on Sovereign Wealth Funds, Journal of Financial Regulation and Compliance, 18(1), pp. 6-14.

Ng, W. & Thorpe, R. (2010). Not Another Study of Great Leaders: Entrepreneurial Leadership in a Mid-Sized Family Firm for its Further Growth and Development’. Special Issue on Family Businesses, The International Journal of Entrepreneurial Behaviour & Research, 16(5), pp. 457-476.

Ng, W. & Roberts, J. (2007). “Helping the Family”: The Mediating Role of Outside Directors in Ethnic Chinese Family Firms, Human Relations, 60(2), pp. 285-314.

Ng, W. & Mehta, S. (2006). ‘Corporate Governance in India: Why should UK Managers be Interested?’,The Financial Regulator, 12(2), pp. 51-60.

Ng, W. & De Cock, C. (2002). Battle in the Boardroom: A Discursive Perspective, Journal of Management Studies,39(1), pp. 23-49.

 

Authored books, book chapter, and research reports

Yousafzai, S., Ng, W., Coogan, T., & Sheikh, S. (Eds.) (In Preparation). Exploring the intersectionality between Disability and Entrepreneurship. Cheltenham: Edward Elgar.

Boden, R., Louth, J. & Ng, W. (2014). Learning from Others: Features, Forms, and Practices from the Commercial Sector that Should Influence Defence. Commissioned Academic Research for the Royal United Services Institute, London.

Ng, W. & Coakes, E. (2013). Business Research: Enjoy Creating, Developing, and Writing Your Business Project. London: Kogan Page,E-ISBN 978 0 7494 6896 5, ISBN 978 0 7494 6895 8.  www.enjoyyourbusinessresearch.com/.

Ng, W. (2008). Confucian Ethics in Management’. In Thorpe, R. & Holt, R. (Eds.). ‘The SAGE Handbook of Qualitative Management Research’, pp. 52-56. London: Sage.

Ng, W. (1998). A Comparative Study of Investment Banking Advisory Services in Singapore and Hong Kong following the East Asian Financial Crisis. Research Report commissioned by The Hong Kong Institute of Bankers.

 

Edited work

Proceedings of SAMS International Conference on ‘Crafting Powerful Voices for Business and Management Schools beyond the Economic Crisis’ (with Boden, R. & Eaves, S.), 13-15 April 2015, University of Roehampton, London.

Guest editor (with Rieple, A.) of a Special Issue in the International Entrepreneurship and Management Journal, on ‘The Role of Networks in Entrepreneurial Performance’, 10(3), pp. 447-537.

 

Work-in-Progress

Ng, W., Vershinina, N. & Cadbury, M. Having the Family’s Cake and Eating It: The Nature of “Soft” Family Influence in the Success of an Iconic, Long-lived Enterprise.

Ng, W. & Slowak, A. Challenge-based Entrepreneurship: A Meta Review and Research Agenda.

Ng, W. & Pemberton. Beyond Control of a Toxic Legacy: Conceptualizing a “Demarchic” Approach in the Corporate Governance of Britain’s Nuclear Industry.

Wylde, A. & Ng, W. Preventing Violations of Trust: Envisioning Distributed Relationships and Collaborative Action in Large, Technology-dependent Organizations.

Ng, W. & Pemberton, B. Incubating Ideas in Large Technology Organizations: Bletchley Park’s Huts and the Conundrum of Sustaining Ideation.