| Bridging the gap: why, how and when HR analytics can impact organizational performance S McCartney, N Fu Management Decision 60 (13), 25-47, 2022 | 97 | 2022 |
| 21st century HR: a competency model for the emerging role of HR Analysts S McCartney, C Murphy, J Mccarthy Personnel review 50 (6), 1495-1513, 2020 | 94 | 2020 |
| Promise versus reality: A systematic review of the ongoing debates in people analytics S McCartney, N Fu Journal of Organizational Effectiveness: People and Performance 9 (2), 281-311, 2022 | 48 | 2022 |
| The duality of HR analysts' storytelling: Showcasing and curbing N Fu, A Keegan, S McCartney Human Resource Management Journal 33 (2), 261-286, 2023 | 14 | 2023 |
| Investigating the indirect impact of transformational leadership on performance and work alienation: evidence from school principals navigating COVID-19 A Fahy, S McCartney, N Fu, J Roche Leadership & Organization Development Journal, 2024 | | 2024 |
| Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills S McCartney, N Fu Human Resource Management 63 (2), 187-205, 2024 | | 2024 |
| Complementarity Human Capital? Linking Analytical and Storytelling Skills to People Analytics S McCartney Academy of Management Proceedings 2022 (1), 14139, 2022 | | 2022 |
| People Analytics: Exploring the Debates, Drivers, and Performance Impact S McCartney University of Dublin, 2021 | | 2021 |
| Transformational Leadership and Work Alienation: Evidence from School Leaders A Fahy, S McCartney Academy of Management Proceedings 2021 (1), 15326, 2021 | | 2021 |
| Linking HR Analytics to Organizational Performance through Evidence-Based Management S McCartney, N Fu Academy of Management Proceedings 2019 (1), 16665, 2019 | | 2019 |
| The Development of a Competency Model for HR Analysts S McCartney University of Limerick, 2018 | | 2018 |
Na FuTrinity Business School, Trinity College DublinVerified email at tcd.ie
