RAE5 School of Management (UoA Business and Management Studies)
Bath School of Management is firmly established as a leading centre for research within the UK and Europe. This is reflected in a 5 rating in 1996 and a 5A rating in 2001. During the current RAE period we have built on this platform, cementing our position as a notable research School. Our performance during this RAE period is reflected in the academic leadership roles undertaken by our senior faculty in the EPSRC and the ESRC, the impact of our research on public and corporate policy and the dissemination of our work through leading international journals and research monographs. Within this RAE period the School has consistently been ranked in the top ten in Europe for research in the Financial Times MBA Rankings, and in 2006 rated 6th in Europe and 4th in the UK for research.
Strategy and Culture
Our stated research strategy is to have a strong emphasis on applied, empirical research which combines theory, and theory development, with the application of ideas in practice. Our research seeks to meet the double hurdle of proven scholarly quality while achieving an impact on policy and practice. Rigour is reflected in the quality of our research outputs with an expectation that staff will publish papers in internationally leading peer reviewed journals and research monographs of international standing. Rigour and relevance in research is reflected in the impact such activity has within industry associations and professional bodies where a reputation for high quality, independent and challenging research is essential for continued funding.
This research engagement with industry and government is particularly evident in the work of long standing research centres such as the Centre for Research in Strategic Purchasing and Supply (CRiSPS), the Work and Employment Research Centre (WERC) and the Centre for the study of Regulated Industries (CRI) as well as the Lean and Agile Research Group. The award in 2006 of the Chartered Institute of Management Accountants (CIMA) Centre for Excellence with a £1.5 million fund over five years is a reflection of the reputation the School has for rigour, relevance and impact in research. The emphasis on impact and relevance led in 2005 and 2006 to the election of Visiting Professors from leadership positions in two major international consulting companies, McKinsey (Price) and PwC (Collard). Both engage in debates with researchers in the School as part of their duties.
Research council grants constitute the most important source of research funds in the School (38%) but our close engagement with industry and public policy is shown by the large proportion of research awards which have come from organisations or firms (33%), industrial or professional associations (17%), and government, including the EU (22%). Research income provides an essential underpinning to activity in our research centres and to a set of research projects which are characterised by extensive data collection often in an international context. At the same time, a significant sub-set of our staff are engaged in conceptual or theoretical work which can be successfully undertaken without funding or with limited pump priming.
Our research culture is inclusive, interdisciplinary and international. We have submitted 90% of our academic staff for review. This reflects our belief that research should be embedded throughout the School and that a high rate of research participation is one of the key hallmarks of a strong research culture. An active postgraduate research (PGR) student community is central to this culture and research students are fully integrated into the institutional structures which underpin it. The practice of interdisciplinary research within flexible, open clusters of staff has been a defining feature of the School for almost twenty years. Within this culture research is located in a matrix where teaching is organised inside functional or disciplinary groups and research is placed in broad research clusters, which reflect staff research interests, and a set of associated research centres. Thus, there is a long established practice of collegiality and collaboration within the School and increasingly across the University. Our research centres are interdisciplinary and the development of cross-faculty links within the University is reflected in the inclusion of staff from economics and psychology in their membership.
The development of international networks and relationships is an essential underpinning for world-class research and this has formed a key component of our research strategy during this RAE period. In 2006 the Centre for Action Research and Professional Practice (CARPP) entered into an agreement with the Research Center for Leadership in Action (RCLA) at the Wagner Graduate School of Public Service, New York University. Similarly CRiSPS entered an international collaborative agreement with the Center for Strategic Supply Research at Arizona State University in 2005 which brings together two leading international centres for supply management research. The Lean and Agile Group has built upon its 20 year relationship with the Massachusetts Institute of Technology (MIT) to include joint research with MIT’s Astronautics and Aerospace Department. WERC has built strong collaborative links with the Human Resource Management Group at Cornell University and this now extends to joint research projects in the management of knowledge workers. The Centre for Information Management (CIM) has strong links with Georgia State University and the UNSW Australian School of Business. The Centre for Business, Organisations and Society (CBOS) has links with the Institute for Corporate Responsibility at George Washington University, co-hosting a research workshop in 2007, and undertakes collaborative research with the Catholic University of Milan. Pettigrew’s major five year study, ‘Innovative Forms of Organizing’ (INNFORM) programme of research, combined scholars from the UK, the Netherlands, France, Japan, Spain, Sweden, Switzerland and the USA. Activity at the School level includes the McKinsey sponsored International Scholarly Seminar Series where internationally renowned academics give a public seminar and work with faculty and McKinsey staff over a two day period. As a matter of policy we have sought to extend and deepen our existing student exchange programmes, with universities in Europe (e.g. Erasmus, Copenhagen), the Americas (e.g. York University, University of Virginia), and South East Asia (Singapore), to encompass research collaboration and staff exchanges.
Increasing internationalisation is also reflected in the composition of the faculty; a third of the faculty are now non UK passport holders compared with one fifth in 2001. The development of international linkages has also been strengthened through visiting positions at leading universities including Harvard, Rutgers and INSEAD. At the same time an expanding number of overseas visiting academics are working collaboratively with our faculty and we operate active and international seminar programmes which have included speakers from Harvard, Dartmouth, Boston, Cornell, Stanford, Duke, Michigan, Minnesota, Virginia (Darden) and INSEAD. Meanwhile the number of academic staff giving papers at major international conferences, such as the Academy of Management (AoM) has grown. Since 2001 our staff have presented over 50 papers at the AoM and the development in international networks is demonstrated by the 30 symposia they have participated in and the 7 that Bath staff have led. Finally, the number of international conferences held at Bath has increased and funding is made available to support these. One example among many is the 2002 conference organised by WERC for the world’s leading researchers in HRM and performance. Significantly, this was funded by the Chartered Institute of Personnel and Development (CIPD), an example of an industry-based funder actively wanting rigour and relevance in its links with Bath.
The appointment of a new Dean, Andrew Pettigrew, in 2003 reinforced our traditional emphasis on the double hurdle of academic excellence and policy impact, strengthened support for internationalisation and provided a catalyst for staff renewal and development within a competitive labour market. During the census period nine of our staff have moved to professorships in other universities, nine to senior lecturer positions in other universities, three returned to their country of origin, two emigrated to Australia and two retired. The opportunity has been taken to replace them with individuals with a proven record of research and a distinctive research agenda. Our staffing policy is designed to; (a) strengthen our research groups and provide functional and disciplinary skills for teaching; (b) develop a good mix of early career researchers and experienced staff; and (c) strengthen the international component of our staff. Our growing research capability is reflected in a significant increase in submitted staff – from 54 in 2001 to 63 in this submission. Key appointments have been made at the professorial levels in accounting and finance (Zalewska and Ioannidis), human resource management (Lepak), international management (Thompson, Meyer), leadership and strategy (Pettigrew, Vince and Mayer), marketing (Martin, Elliott), organisation studies (Brown) and operations management (Lewis, M). Our commitment to developing young staff, and to internationalisation, is shown by the inclusion of 11 early career researchers in this submission and by the increased proportion of international faculty. During the census period Goodwin has been promoted to a personal chair in management science, Vidgen, to a personal chair in information systems and Millington to a personal chair in Business and Society. Kinnie has been promoted to a readership and Brammer, Howard, McGuire, Panteli and Swart to senior lectureships. In order to retain and develop skilled researchers in our research centres we have placed particular emphasis on career development opportunities for full time research staff. Senior researchers are required to generate research income as principal applicants, lead publication and manage their own projects. The successful development of research staff over the RAE period is shown by the inclusion of 4 senior researchers in this submission as category A staff (Knight, Walker, Caldwell and Phillips).
Research Groups and Centres
Research is clustered in four broad groupings which span functional disciplines:
· Organisations: Work, Leadership and Change.
· Complex Networks and Systems
· Decision, Information and Risk analysis
· Business, Regulation and Society
These groupings reflect our research interests and contain dedicated research centres and programmes. Each staff member belongs to a primary group but may also have secondary membership of another group. The School’s research centres have attracted staff from other faculties in the University and where these staff have significant interests in relevant business and management research they are included in this submission.
(A) Organisations: Work, Leadership and Change
Main group: Pettigrew, Brown, Fineman, Lepak, Marshall, Reason, Sessions, Vince, Kinnie, Colville, Swart, Rayton, Schwartz, Weyman.
Secondary group: Mayer, Knight, Panteli.
Research Centres: Work and Employment Research Centre (WERC).
Centre for Action Research in Professional Practice (CARPP)
Boundaries between the traditional subject areas of organisational behaviour, human resource management and action research have progressively become more porous while renewed interest in topics such as the management of change, leadership and strategy is visible in the work of many staff in this group. The appointment of senior faculty (Pettigrew, Brown, Lepak, Mayer, Vince) has provided fresh impetus for research on leadership and reinforced traditional strengths in change management, organisational studies and HRM. Pettigrew and Mayer, have provided a focus for research on processual change, top management teams and strategy. These interests are reflected in special issues of the Academy of Management Journal ‘Organizational Change and Development’ and Long Range Planning ‘Strategizing and Organizing’ co-edited by Pettigrew. Pettigrew’s ESRC funded research on new forms of organizing in Europe, North America and Japan emphasised the importance of mutually reinforcing sets of innovations in successful change management and received an outstanding evaluation in the ESRC evaluation process (RA2/2). Mayer’s work has developed thinking on the practices of strategy and the relationship between strategy and organisation (RA2/4). Vince and Reason have both applied action approaches to leadership. Vince is Editor of Management Learning and his research has made an impact on leadership practice and development in public institutions and private companies, and has informed the development of new thinking and approaches in management education (RA2/2). Reason’s work places a particular emphasis on the development of leadership in practice (RA2/4) and this is reflected in his award winning work for the Welsh Assembly and public sector managers in Wales.
Key contributions to the development of critical studies have been made by Fineman and Brown. Fineman has continued to work on emotion and his recent work is at the forefront of critical approaches in emotion theorizing. These contextualize and problematise organisational uses and abuses of emotion, and explore how key features of organisation practice - such as leadership and change - and malpractice - such as bullying and harassment - can best be addressed (RA2/1,2&3). Brown has extended our understanding of identity issues and processes of organising centred on individual and collective identity through studies of narrative/storytelling in and of organisations (RA2/1&3). Critical approaches form the focus of interdisciplinary interests in emotion (Fineman and Panteli) and the recent special issue edited by Fineman and Panteli in Human Relations ‘Emotions in Virtual Environments’ illustrates the potential outcomes of such collaborations. Both Brown (RA2/4) and Colville (RA2/1&3) are concerned with change management and this emphasis is reflected in the successful ESRC sponsored seminar ‘Storytelling and Change’ held in the School in 2007. Brown and Colville have both made contributions to our understanding of processes of sensemaking, and in 2006 Brown co-guest edited a special issue of Organization Studies on the work of Karl Weick while Colville led and chaired the AoM Symposium ‘Making Sense of Organizational Change’ (Seattle AoM, 2004). Networks, identities, learning and the management of knowledge and knowledge workers form a growing research interest in the group (Brown, Kinnie, Pettigrew, Swart). Key contributions here include Knight’s theoretical contribution to the conceptualisation of network learning, which translates and develops the notion of organisational learning to the level of extensive inter-organisational networks (RA2/1,2&3) and Swart’s contribution to the development of knowledge theory (knowledge scaling and mapping) as well as its application to the human resource management debate of managing knowledge workers (RA2/2). Pettigrew and Knight are currently researching learning and performance in collaborative management research networks as part of the AIM initiative (£115,000).
The group has an active seminar series which features internal and external speakers and provides a meeting point for researchers interested in organisational studies from across the school. The group also hosts the Change Management Forum which brings together staff and senior public and private sector managers to discuss current thinking and practice in change management and leadership; providing further avenues for research dissemination and policy impact.
The two research centres have distinctive interests and reputations which provide a further clustering of activities in this group.
The Work and Employment Research Centre (WERC), is concerned with contemporary practice in work and employment and the appointment of Lepak from Rutgers University as Director of the Centre has provided fresh impetus to an already active research area. The centre has pioneered research into the interconnection between people management and organisational performance in a series of studies funded by the Department of Health and CIPD; shifting the focus from traditional approaches, which emphasise the relationship between HR practice and performance to the study of employees as a mediating factor between HR practice and attitudinal and performance outcomes (Kinnie (RA2/2&3), Rayton (RA2/2) and Swart (RA2/3). The People and Performance research has had a substantial impact. For example, the 2006 Department of Health review of relevant research in HRM for the NHS cites two of the research reports under the heading of ‘If you only have time to read three items read these’. Subsequent research has focussed on knowledge intensive firms (Swart, Kinnie) and professional service firms (Swart, RA2/4). Lepak’s work on the relationship between the HR architecture and organisational outcomes is published in a series of studies in world elite journals (Academy of Management Journal, Human Resource Management, Journal of Management, Journal of International Business Studies) which have focussed on the portfolio of internal and external employees and the exposure of employees to high investment human resource systems (RA2/1,2,3&4). Lepak’s contribution is reflected in his role as co-editor of the Academy of Management Review special issue on ‘Value Creation’. Other members of the centre are concerned with pay and performance (Sessions, RA2/1,2,3&4; Rayton, RA2/3&4) and the influence of organisational role on risk perceptions at work (WeymanRA2/3&4). Schwartz is concerned with work and labour organisation in post-socialist societies (RA2/4). Research on call centres is a continuing theme in the centre (Kinnie, RA2/4) and emerging work will investigate Indian-UK operations managed by the same firm (Kinnie).
The Centre for Action Research in Professional Practice (CARPP), directed by Reason, is concerned with approaches to action research which integrate action and reflection. It has built its reputation for innovation in action research through its distinctive postgraduate research student programme, keynote publications such as the heavily cited Handbook for Action Research and more recently the development and launch of the journal Action Research. Reason has played an internationally recognised role in the development of the theory and practice of action research, including the debate on the political epistemology underpinning this practice and questions about quality and validity (RA2/2,3&4). Marshall has made major contributions in the fields of women in management, gender (RA2/1&2), self-reflective action research (RA2/3) and education for sustainability. The appointment of Vince has further strengthened this group through his contribution to leadership practice and the development of new thinking and approaches in management education (RA2/2). Sustainability has become a matter of growing concern for CARPP and Reason’s recent work has focussed on the application of applied action research principles to the challenge of climate change and sustainability. This has been recognised with a major grant from the EPSRC and the ESRC (£772,000) for ‘Unlocking Low Carbon Potential: Integrated action research to enable adoption of low carbon technologies’ and a successful application to the ESRC/NERC Transdisciplinary Research Seminars Competition for a series titled ‘Sustaining Future Ecosystem Services – From Understanding to Action’. CARPP remains committed to active engagement with managers in the public and private sectors. This is reflected in a set of action research projects, funded by the Home Office, the National Assembly for Wales and the YWCA, which tackle sensitive issues through action inquiry groups.
(B) Complex Networks and Systems.
Main group: Harland, Lewis M, Ford, Graves, Howard, Knight, Brandon-Jones, Caldwell, Johnsen, Phillips, Piercy, Tomlinson, Walker.
Secondary group: Goodwin, Powell, Vidgen, Millington, Meeran
Research Centres: Centre for Research in Strategic Purchasing and Supply (CRiSPS).
Lean and Agile Research Group (LARG)
This group is concerned with the study of inter and intra-organisational networks in different sectoral (manufacturing/services/public sector) and functional settings (operations, supply/marketing). The analysis of complex business networks is interdisciplinary and this group draws on staff with backgrounds in marketing, engineering, operations management, supply management, business strategy and information systems. Lewis, M has an interest in hyper-responsive operating models, where research with Inditex (Zara) led to a prize-winning teaching case and a notable article in Harvard Business Review (RA2/2). Similarly, investigating the practical and reputational implications of vehicle safety recalls has led to journal articles and policy discussions with VOSA, the Vehicle and Operator Services Agency, (RA2/3&4). He is currently working on an EPSRC funded ‘Grand Challenge’ project (£163,000) on service-product strategies. Ford continues to lead initiatives within the International Marketing and Purchasing Network (IMP) and his edited book ‘Managing Business Relationships’ is both highly cited and a touchstone for researchers in the field. Millington and Tomlinson are both concerned with inter and intra-firm networks in different cultures. Key here is Millington’s EPSRC study (£216,000) of supplier search and management in China (RA2/1&2). Most of the research in this cluster is however, focussed in two groups, CRiSPS and the Lean and Agile Research Group, which are long established, well funded and have a critical mass of fulltime research staff.
Harland has been Director of CRiSPS for over 5 years. She has developed the Centre into a vibrant research organisation with a particular concern for rigour, relevance and impact. The Centre has been highly successful in gaining research funding from the EPSRC in addition to the continuing stream of funding from the NHS Purchasing and Supply Agency (NHS PASA, £1.4m). Additional funding has come from international companies like QinetiQ and professional bodies such as the Chartered Institute of Purchasing and Supply (CIPS, £93,000). The focus of the Centre is on research concerned with public procurement as a policy lever, strategy in complex confederal supply networks, innovation management, strategic supply information management and strategic supplier relationship management. CRiSPS has developed an international reputation which is cemented by its collaboration agreement with the Centre for Strategic Supply at Arizona State University. This agreement signed in July 2005 lasts for three years and attracts funding of £66,000. The Centre has also pioneered the development of careers for its research staff with two now reaching the level of Senior Research Fellow and a further three promoted to Research Fellow. Each research officer is expected and encouraged to become an independent researcher in their own right, gaining funding for and managing their own projects. Current research in the centre can be summarised under three headings: public procurement, innovation in supply networks in complex systems and e-business in supply networks.
Public procurement has been investigated within a major programme of research which has been funded by the NHS PASA, Department for Environment, Food and Rural Affairs (DEFRA) and the Office of Government Commerce. Harland, Knight and Walker are all concerned with supply chain performance in the health service. Key developments here include Harland’s work on network management roles and the assets required for effective performance (RA2/4) and Knight’s contribution to network learning, which translates and develops the notion of organisational learning to the level of extensive inter-organisational networks (RA2/1&3) and also explores social networks and the extent to which they facilitate or impede the attainment of organisational goals (RA2/4). Public/private sector relationships (Harland, Lewis, Walker, Caldwell) have been researched with the Office of Government Commerce (£56,000) and the relational and contractual governance of public/private relationships has been researched with the NHS, fire service and local government (Lewis, Walker, Caldwell). While earlier work has focussed at the firm or dyadic level these studies suggest that a more holistic view of outsourcing is needed linking local organisational issues with sector and national level actions and outcomes (Harland, RA2/3; Walker, RA2/2).
Continuing research in this area has both an international and a sustainable focus. The International Research Study of Public Procurement (Harland, Knight, Walker, Phillips, Caldwell), led and co-ordinated by CRiSPS, involved the formation in 2003 of an international network of leading academics, professional procurement associations and senior public procurement practitioners from 13 nations. Other universities in the network include Twente (Holland), Curtin (Australia), Rome (Italy), Florida (US), Cologne (Germany), Richard Ivey (Canada), Plekhanov (Russia), Johannesburg (South Africa). Early results have emphasised the use of public procurement as a lever of public policy and led to the formation of the bi-annual International Public Procurement Conference in 2004. Research collaborations with DEFRA, Local Government Centres of Excellence and the NHS are driving a second and emerging research theme which is concerned with sustainable procurement in the public sector (Walker, Harland).
Innovation in complex supply networks has been investigated in both the public and private sectors. The relationship between the purchasing process and discontinuities in innovation processes in supply networks has been investigated within the IMRC programme (Lewis, Johnsen, Phillips). Key contributions have explored variation in customer supplier interactions during different stages of the innovation cycle, the dynamics of supply network intervention (Johnsen, RA2/2&3) and the implications for ‘good practice’ of discontinuous rather than steady state innovation. Enhancing collaboration with industries supplying the health sector has been researched with the Healthcare Industries Task Force (Harland, Phillips) and now involves collaboration with the MATCH project (Brunel and Nottingham Universities). New technology insertion in existing platforms of innovation has been researched with QinetiQ and the MoD (Harland and Caldwell, £80,000). Decision analysis in supply networks in complex systems forms an important developing strand of work which builds on OR expertise within the School (Goodwin, Meeran) as well as established members of CRiSPS. This encompasses telemedicine in complex healthcare systems, drawing on complexity and chaos theories, and development of the concept of evidence-based public procurement in healthcare, drawing on evidence-based medicine and evidence-based policy.
E-business in supply networks. Harland and Powell have researched the business case for e-procurement in the police service (PITO, £106,500) and Harland, Powell and Caldwell have explored the barriers to SME take-up of e-business technologies in industrial supply chains for the Department of Business, Enterprise and Regulatory Reform (BERR, £134,500). Walker and Harland were commissioned by the UN to research the potential impact of the UN adopting e-procurement technologies, which were found to be likely to be detrimental to UN Development Programme policies in less developed nations. Key outputs include work on barriers to the adoption of e-business technologies and the achievement of integrated information in supply chains (Harland, RA2/1), and the role and perception of different actors in the organisation and supply chain (Walker, RA2/1).
The Lean and Agile Research Group (LARG) is directed by Graves and is composed of three foci of activity: automotive research including the five day car and three day car projects, UK lean aerospace initiative and the agile construction initiative. All of the programmes are linked by a common focus on agility and time compression in supply chains coupled with improvements in operations. The centre has gained substantial funding from the EPSRC and from industrial partners including around 45 aerospace companies, 30 automotive companies and 10 construction companies. These include the lead companies in each sector. To date over £2.5 million has been raised to fund the research during this RAE period. The strong emphasis on industrial partnerships which underpins much of the research has ensured that the outputs have direct manufacturing relevance; the policy impact of the work is also reflected in Graves’ membership of key policy committees including the Aerospace Innovation and Growth Team (AeIGT) and the Automotive Innovation and Growth Team (AIGT) – committees which report to the Prime Minister’s Office and are supported by BERR. The impact of his work on construction is shown by membership of the National Audit Office Construction Industry Panel, as well as the Schools Private Finance Unit (DfES) – Government Expert Panel, OGC and Treasury Committees. At the same time the group has produced over 100 conference and journal papers during the census period. Key contributions include Howard’s work on innovation excellence in strategic supply practices, which builds on the concept of supplier partnerships by studying the behavioural and transactional aspects of performance-related operations change (Howard, RA2/1&3), Vidgen, Powell and Howard’s work on automotive e-hubs (Howard, RA2/2&4; Vidgen, RA2/3) and Graves’ work on lean supply in aerospace (RA2/4), automotive supply parks (RA2/3) and strategic supply management (RA2/1&2).
(C) Decisions, Information and Risk Analysis
Main group: Goodwin, Green, Ioannidis, Nandeibam, Powell, Vidgen , Joinson, Meeran, Panteli, Abbott, Fai, Fragniere, Krause, Pasiouras.
Secondary group: Zalewska, Brammer, Weyman.
Research Centre: Centre for Information Management (CIM).
This grouping brings together a powerful blend of disciplines – business economics, finance, management science, operations research, psychology and information systems - and undertakes research in areas where economic models, information systems and risk analysis contribute to and support individual and collective decision making. Ioannidis, Zalewska, Fairchild, Krause and Abbott are concerned with financial modelling, risk and market efficiency. Key contributions here are Ioannidis’ work on transactions costs in asset pricing models and financial derivative markets and his development of an appropriate methodology for testing for market efficiency and the predictability of asset returns (RA2/1&2). Innovation is explored within Schumpeterian and evolutionary models by Fai (RA2/1,2,3&4). Management decision making, judgement and analysis has been examined by Goodwin, Green, Meeran, Pasiouras, Fragniere and Nandeibam. Nandeibam’s key contribution is concerned with the conceptual and theoretical basis for decision making and implementation in teams (RA2/2&3), while Green continues to explore the application of data envelopment analysis (RA2/1,3&4). The impact of this work is reflected in Green’s work for the DES and the DHSS on performance evaluation and forecasting. Of particular note is Goodwin’s work on the role of management judgment in forecasting and decision making (RA2/1&2). An EPSRC-funded project has tested and proposed major enhancements to current forecasting software products and has highlighted the importance of the impact of social and organisational factors on the way that software is employed (£63,000). Meeran has applied intelligent/heuristic tools such as Genetic Algorithm, Neural Network and Tabu Search in solving manufacturing management problems (RA2/1&3).
(D) Business Regulation and Society
Main group: Elliott, Lewis, A, Martin, Mayer, Meyer, Millington, Thompson, Verplanken, Zalewska, Brammer, Cooper, McGuire, Morgan, Shankar, Strong, Vass, Branston, Chang, Easaw, Fai, Heath, Mossay, Pervan, Veer.
Secondary group:Marshall, Reason, Joinson, Rayton,Schwarz, Walker.
Research Centres: Centre for Business, Organisations and Society. (CBOS)
Centre for Regulated Industries (CRI).
Centre for Research in Advertising and Consumption (CRiAC)
This group has developed out of, and replaces, our 2001 Policy and Regulation group. It brings together an interdisciplinary and interfaculty group with backgrounds in business economics, operations, accountancy, finance, marketing, international business, organisational behaviour and psychology that are bound together by a common interest in the relationship between business and the societies in which it operates. The growth in this area reflects our commitment to research that challenges as well as informs and is operationalised through the creation of two new research centres – the Centre for Business, Organisations and Society (CBOS) and the Centre for Research in Advertising and Consumption (CRiAC) - which focus on the relationships between business, society and corporate social responsibility. This area has been strengthened by five professorial appointments including two key appointments in consumer marketing (Elliott, Martin) and three in international management (Mayer, Meyer, Thompson) as well as the involvement of recently appointed researchers with clear interests in management issues from psychology (Verplanken) and economics (Easaw). Research in this area is discussed withinthe context of the three associated centres (CBOS, CRiAC, CRI) and the emerging international management research group.
The Centre for Business, Organisations and Society (CBOS), founded in 2005, is directed by Millington. It is concerned with the relationship between corporations and the societies within which they operate, the ethical position of modern corporations in different societal contexts and the study of corporate social responsibility as a strategic phenomenon. CBOS has an active seminar programme, with speakers from UK and international institutions as well as the business world, and an expanding group of 12 postgraduate research students. The relationship between social responsibility, strategy and corporate performance form a continuing theme for work in the Centre; key contributions explore the determinants of social performance (Brammer, RA2/3) and the relationships between strategy and charitable giving (Millington, RA2/3&4). Links between social performance and different dimensions of corporate performance have been analysed by Millington, Brammer (RA2/1&4) and Rayton (RA2/1). Brammer, Millington and Lewis, A, have all contributed to the emerging literature on sustainable investment and Lewis is currently working with Swedish colleagues on a major study of ‘Behavioural Impediments to Sustainable Investment’ which builds on earlier work which mapped the psychological underpinning of sustainable investment decisions (RA2/2,3&4). The study is funded by a grant from the Foundation for Strategic Environmental Research (MISTRA) for £1.5m of which £120,000 has been allocated to Bath. Cooper is concerned with the theory and practice of evaluating and accounting for interactions between environmental and economic systems (RA2/1,2,3&4). The wider significance of this work is shown by publication in Science (RA2/4), the internationally renowned journal. He is currently working on an EU Framework 6 collaborative study of European Lifestyles and Marine Eco-systems (£40,000). The substantial EPSRC/ERSC funding gained by Reason on unlocking low carbon potential has already been mentioned (£772,000) and illustrates the range of research in this area. In the broader societal context Millington’s EPSRC funded study (£216,000) of Sourcing Strategies in China has provided new insights into the interface between UK controlled firms and local cultural and institutional norms (RA2/1&2) while Mossay is concerned with the relationship between trade, economic conditions and migration (RA2/1,2,3&4). Developing international linkages are shown by the joint workshop on ‘Corporate Community Involvement’ held with the Institute for Corporate Responsibility (George Washington University), joint research on ethical supply chain management with ALTIS at the Catholic University of Milan and the recent award of an ESRC/British Council Visiting Fellowship to Jamali of the American University of Beirut. Commitment to practitioner and policy impact is illustrated by the attendance of over 100 firms at practitioner workshops held in China on Millington’s Sourcing Strategies Project, Brammer and Millington’s work on the BERR/Envirowise funded Tomorrows’ World Project, and Walker’s work on sustainable procurement for the Department of Health and her role as an invited member of the CIPS Responsible Procurement Group.
The Centre for Research in Advertising and Consumption (CRiAC), founded in 2007, is directed by Elliott. It is concerned with a broad range of consumption practices that constitute consumer culture in both developed and developing economies and brings together a group of marketing staff and psychologists with a common interest in the relationship between advertising and consumption. Research in this group has a strong critical strand which is reflected in a close relationship and joint memberships between CBOS and CRiAC. Martin’s work has contributed to our understanding of the influence of individual differences and ad design elements on advertising effectiveness, and imagination, during consumption (RA2/1,2&3). Critical approaches to marketing are reflected in Elliott’s work on questions of identity, symbolism and brands (RA2/1&4) and Shankar’s use of social theory to critique marketing practices and consumer culture (RA2/1,2&4). The centre’s strong interest in social responsibility and social marketing is illustrated by Strong’s work on ethical consumerism and Fair Trade as well as Pervan’s contribution to the academic and public debate on social marketing and the role that advertising and consumption patterns play in developing consumer identity (RA2/1). In this context Verplanken has made significant contributions to psychological studies of the relationship between impulsive consumer behaviour, healthy eating and environmental concerns (RA2/1,3&4)
The Centre for Regulated Industries (CRI), directed by Vass, is the longest established research centre in this group. It is supported and funded by a network of major sponsors including utility companies such as Thames Water, United Utilities, National Grid and Network Rail and regulatory agencies such as the National Audit Office, Environment Agency and Ofwat coupled with funding from government departments including the BERR and DEFRA. Research in this area investigates regulatory processes at the international, national and industry level. Morgan has focussed on EU merger and competition policy at the regional and industry levels (1,2,3&4). The reform of utilities in the global and national context and the effects of privatisation are seen in the work of Vass, Chang, Branston, Easaw and Zalewska. Key contributions here include Zalewska’s theoretical and empirical research on valuation and financial risk in the regulated sector (RA2/2,3&4), which has documented the enormous sensitivity of company values and risk to regulatory policy, and provides a far clearer vision of the impact of different regulatory policies on the cost of investment in these industries and Easaw’s work on strategic responses to regulatory policies (RA2/1&4). A growing emphasis on the relationship between regulation and sustainability is shown by Vass’s continuing BERR funded project, ‘Supply Chain Analysis for Internalising Carbon Emissions’, which focuses on regulation, sustainability and the supply chain. CRI publishes the Regulatory Review, and disseminates its research to business and government through research reports, occasional papers and a collections series. The policy impact of CRI is illustrated by invitations for Vass to act as a special advisor to House of Commons and House of Lords special committees on regulatory issues, and a series of seminars and one day conferences which bring together academics, policy makers and practitioners. Examples include the recent conference ‘Frontiers of Regulation: assessing scholarly debates and policy challenges’ (Bath, 2006). CRI also organises a series of keynote lectures led by leading figures in regulation such as Chris Bolt – Chairman, Office of the Rail Regulator and Sir Ian Byatt – Water Commissioner for Scotland.
International management crosses disciplinary and group boundaries and forms a continuing theme which has been further strengthened by appointments during the census period. At the core of this research agenda are changes in corporate strategies in response to pressures of globalization, and the implications of such changes for the stakeholders of the corporation. Research into emerging markets forms an important area of strength. Key contributions include: Thompson’s work, funded by the Japanese Ministry of Education and the Hong Kong Special Administrative region, which investigates the cultural and institutional determinants of international competitiveness (RA2/1,2&4); Meyer’s well cited work, in part funded by the Danish Social Science Foundation and the Department for International Development, attained a high international profile with five publications in the Journal of International Business Studies. His work focuses on the adaptation of strategies to local contexts in emerging markets, especially entry modes (RA2/2&4), and it contributes to understanding of the interaction of global and local strategies (RA1/4) and of MNE impacts on emerging economies as host societies (RA3/2). Millington investigates the interface between MNCs and local cultural institutional norms in China (RA2/1&2) and Zalewska’s studies of emerging capital markets are supported by the recent award of a research grant from Leverhulme (£68,820). In a wider context Mayer has used a comparative and longitudinal approach to investigate relationships between institutions, organisation and strategy informing debates about the strategic development of MNCs in light of evolving socio-economic structures (RA2/1&3) while McGuire has investigated the relationship between government and business - particularly in the areas of international trade and technology (RA2/1,2&4).
The Director of Research holds a key position on the Executive Board of the School where research, teaching and executive development are permanently represented. The Director of Research chairs the Research Committee composed of the Director of Postgraduate Research Students, representatives of the research areas and elected members of staff. The Research Committee is responsible for developing research strategy and for shaping the research mission, culture and initiatives. It makes decisions on the allocation of the research budget and establishes the priorities on which funding decisions for postgraduate research studentships are funded. The Research Committee is itself a sub-committee of the School Board of Studies, which reports to Senate, and is linked to the University’s central Research Committee. Within the context of the School research policy is developed through the Research Committee and must be discussed and approved by the Executive Board and Board of Studies before implementation.
Administrative support is provided through the School Research Office, overseen by the Director of Research. The office is staffed by a senior administrator and support staff who deal with the daily business of conferences, workshops, seminars and research funding inquiries. The office provides statistical support to the Research Committee maintains a database of staff publications and manages the research site on the School intranet. The site contains information on conferences, seminars, funding opportunities and other research-relevant news. The office links with the University Research Support Unit and provides support for funding applications. The University's Research and Innovation Services (RIS) provides fully integrated support for all forms of research, innovation and knowledge transfer. In addition to identifying and promoting funding opportunities, this includes costing, research project management, and drafting and negotiating legal contracts. Pre-and post award support is provided by a dedicated Research Support Unit, with additional subject specific support for project development and management, and liaison with external organisations including funders, offered by sector specific consultants.
The School has an active Working Paper series (42 papers were published in 2005-6) and staff are encouraged to present papers at national and international conferences. Each member of academic staff has access to a budget which can be used to fund conference attendance or appropriate research related expenditure such as data base or statistical software acquisition. Research officers without conference funding can apply for support at the discretion of the Research Committee. Funds are also provided to run dedicated research training programmes in, for example, statistical analysis and qualitative methods. Separate annual research away days are organised for each of the four broad research areas. These include academic staff, research officers and research students and are designed to improve communication and encourage the development of interdisciplinary research collaboration. The School has an active seminar culture with separate seminar series in each of the four broad research areas in addition to the McKinsey sponsored International Scholarly Seminar Series. The commitment to practitioner engagement which characterises much of our work is emphasised by the CRiSPS and WERC seminar series and the Change Management Forum which bring together academics and practitioners from the public and private sectors and provide an opportunity to disseminate leading edge research.
The creation and protection of research time is an essential component of a successful research culture. Research sabbatical leave is promoted and funded by the University as widely as possible and this is supported by School initiatives. Teaching groups are encouraged to concentrate an individual’s teaching time into a single semester or teaching light semesters. There is provision for buying-in teaching assistance in some circumstance in order to create dedicated research semesters. The aim is to give longer periods of uninterrupted time for research and writing. Research time is also protected when members of staff undertake administrative and managerial duties.
Particular attention is paid to probationary academic staff. For these staff teaching loads are 20% lower than permanent faculty and their appraisal is undertaken by the Dean. The probationary period is three years and progress is closely monitored within the School and by the University Academic Appointments Committee. In addition to guidance through the appraisal process both junior staff and probationers are mentored by a successful senior researcher from an appropriate subject area. The mentor provides guidance on publication strategy and process; research funding and career development. Further support is provided by the Research Committee through annual workshops on grant applications and publishing strategies for international journals. A seed corn fund has provided grants to pump prime research applications by junior staff.
Research staff are supported by initiatives arising out of the Research Staff Working Group (RSWG), who ensure the University reacts to any national initiatives (eg. Roberts funding, New Concordat) and disseminates best practice in the area of supporting researchers and their careers. The RSWG originated a Code of Practice for the Employment of Research Staff, including the requirement for Departments to appoint Research Staff Co-ordinators who ensure the propagation of policy into departments, and to act as the first point of support, information and advocacy at department level.
Postgraduate Research Students
During this census period we have increased the number of full-time postgraduate research students and improved the training they receive. A separate Research Students Committee was established in 2005 to take decisions on applications, monitor student progress and manage the process of formal transfer onto the PhD programme from M.Phil status. At the same time we have strengthened the supervisory process, encouraging joint supervision, and developed the provision of qualitative and quantitative training in the School. Our application for full ESRC recognition of our 1+3 programme was successful following the establishment of the M.Res in 2004. Our students are funded through ESRC Studentships, ESRC CASE Awards, the EPSRC, the ORS and Knowledge Transfer Partnerships (KTPs). In addition the School/University has supported over 20 research students on enhanced 4 year scholarships which fund full-time research towards a PhD and also include a teaching requirement and its associated training. This initiative highlights an emerging philosophy which is based on the apprenticeship model and is designed to develop successful academics.
Supervision and mentoring arrangements are underpinned by the involvement of PGR students in all aspects of research activity including departmental seminar series and representation at the Research Students Committee and Board of Studies. PGR student facilities include dedicated office space and computing facilities within the department. An active PGR society runs a regular seminar series which is also well attended by senior staff. All PGR students at Bath benefit from excellent library facilities (including round the clock opening hours). At the University level an annual PGR student conference is organised by PGR students for PGR students. PRG students have been supported by the appointment of a Director of Postgraduate Research development and a postgraduate skills and training coordinator. Funding is provided for conference attendance and training in research methods, ethics and generic skills with additional support available through a dedicated graduate office, the international office, student support services, a PG Students Association and PG Ombudsman.
In 2001 we expressed concern over the completion rates of part-time PRG students in the school. We have responded to this by sharpening our admissions procedures and focussing recruitment on part time research programmes, such as CARPP, which place the part time student within a wider and supportive community. CARPP has for many years had a postgraduate programme in Action Research. This is based on an inquiry-based, problem-posing approach to research, education and development. It is of particular relevance to adult students (all of whom undertake their studies part-time) who work on complex, elusive and challenging projects such as sustainability, social justice, race and gender in organisations. Recently CARPP has chosen to focus this research student activity in areas related to the theme of sustainability to provide synergy with their funded research in this area linked to CBOS. This doctoral research, and the linked programme of the MSc in Responsibility and Business practice, has established CARPP an international reputation in action research and inquiry and has pioneered a distinctive culture of collaboration among full-time staff, visiting fellows, research students, alumni and associates. The learning from these activities is increasingly being shared elsewhere in the School. There are currently 37 research students on the programme, which recruits in waves to establish a critical mass of students in each cohort.
The success of these initiatives is shown in a significant increase in the number of awards over the census period. This is particularly pronounced in the last two years of the census period where the increase in awards (RA3a) reflect higher full-time recruitment in earlier years and improved processes within the School. PGR research student numbers increased, from 13.5 in 2000/1 to over 40 in 2006/7 while part-time registrations have remained roughly constant (RA3a). Of our full time graduates over two thirds now hold academic posts. Five are lecturers or senior lecturers in the School of Management and two are Senior Research Fellows. Other graduates have gone on to academic appointments in leading Universities including Warwick, Manchester, Exeter, Southampton, and overseas universities such as Michigan and Calgary.
Evaluation and five year strategy
During the census period we have systematically improved our research infrastructure. We have reinforced and supported existing areas of strength such as CRiSPS and WERC while establishing new centres in emerging research areas - CBOS, CRiAC and the CIMA Centre of Excellence. At the same time we have strengthened our research culture through a policy of internationalisation and a range of internal initiatives which have been designed to increase staff interaction and interdisciplinary work. These developments are reflected in our recruitment strategy and embedded in our support for institutional research collaboration with leading overseas universities, individual international engagement through professional associations, conferences and research partnerships. An improved and expanded series of seminar programmes coupled with research away days in each of the four research areas has also played a key role in these developments and providing a clear set of foci for enhanced research student engagement and development.
The extent to which we have succeeded in meeting the double hurdle of proven scholarly quality while achieving an impact on policy and practice is reflected not only in the publications outlined in RA2 and the indicators of esteem set out below but also in the depth of research output produced in the School. In addition to the world elite and internationally leading journals identified in RA2 we have also published but not submitted papers in : Academy of Management Review, Academy of Management Journal, Human Resource Management, 3 papers in the Journal of International Business Studies, 13 papers in the Journal of Management Studies, Organisation Studies and Human Relations and a further 9 in other Financial Times Top 40 Journals.
We will continue to emphasise internationalisation and interdisciplinary research and the double hurdle of proven scholarly quality and impact on policy and practice as cornerstones of our research strategy during the next five years. We have submitted 90% of our academic staff in this RAE and are committed to the view that a strong research culture should be inclusive. We intend to further increase research participation. This is essential from the perspective of the research environment and consistent with our view that teaching should be informed by internationally leading research.
While research income from research councils and other sources has remained strong throughout the census period we intend to expand research income and involve a larger proportion of academic staff in this activity. Our new research centres will play a key role in this process. In the next five years it is the objective for research centres to gain significant volumes of research funding from the leading grant agencies in the UK and Europe. This is necessary for existing centres to continue to flourish and for the newly established centres like CBOS, CRiAC and the CIMA Centre of Excellence to make the impact of which they are capable.
Our research portfolio has evolved over time and the flexibility of the School coupled with the innovative character of the staff has enabled us meet new research challenges (e.g. sustainability and corporate social responsibility). Our research centres have played a key role in this process. Both the performance of research centres and the potential for development are continuously evaluated through the Research Committee. Three areas of potential development have been identified. The CIMA Centre of Excellence was established in September 2007; we expect this centre to establish a broad base drawing research funding from industry and the Research Councils and an interdisciplinary membership. The Work and Employment Research Centre (WERC) has proved to be a successful venture but staff changes and an evolving research agenda offer new challenges; the agenda and objectives of WERC will be rethought in the coming year. Finally a new centre will be established within the broad area of international management to provide a focus for researchers and research efforts in this area.
Evidence of Esteem
The School of Management is committed to the double hurdle of academic excellence and policy impact and this is reflected in the balance between scholarly achievement and public policy contributions which characterises our esteem indicators. Academic excellence is demonstrated by the recognition our staff receive from the academic community, and the leadership roles they play within it, while policy impact is shown by engagement with policy leaders in the public and private sector. At the same time our commitment to internationalisation is reflected in the pattern of visiting positions and our engagement with international conferences and journals.
Awards and Prizes
Powell served two years as President of the UK Academy of Information Systems and two terms as Vice-President. He also sits on the British Computer Society Strategic Education Panel Forum and was vice-chair of its Management Qualifications Working Group. Pettigrew is a Member of the Council of the Economic and Social Research Council, Member of the Executive Steering Committee of the ESRC/EPSRC Advanced Institute of Management Research (2003-2007), member of the Board of the European Foundation for Management Development and Chair of the Strategic Management Society interest group on strategy process research (2005-07). Mayer was on the Board of Examiners for the ESRC Studentship Competition 2006. Millington is a member of the evaluation committee for ‘Corporate Social Responsibility’ for the Norwegian Research Council. Graves Chairs the Daresbury Committee (EPSRC) on high speed computing. Vince is a member of the Association of Business Schools Research Steering Committee and Goodwin is a member of the Board of Directors, International Institute of Forecasters. Mayer and Morgan are on the Executive Committee of the Academy of International Business, UK Chapter, and Mayer is co-convenor of the British Academy of Management Special Interest Group, Strategy as Practice. Vince was convenor of the British Academy of Management Special Interest Group, Knowledge and Learning, (2004-2006); Johnsen is a member of the Executive Committee of IPSERA.
In addition to playing a lead role in organising conferences at the university of Bath (e.g. Annual Conference of the European Operations Management Association, 2001; Annual Conference of the UK Chapter of the Academy of International Business, 2005; International Conference on Advertising Research 2005; DARE Graduate School and Research Workshop on Economic Governance, Development and Public Policy, 2006; 16th Annual IPSERA Conference, 2007) staff have contributed widely to international and national conference organisation. Indicative examples include membership of the Programme Committee for IRSPP (Budapest, 2003; Geneva 2005); Membership of the Research Committee, European FMA, Barcelona 2007, and membership of the Programme Committee and Organising Committee of the EFA, Maastricht 2004. Membership of the Organising Committee International of the DEA Symposium (Moscow, 2002); Membership of the International Advisory Board of the Organizational Learning, Knowledge and Capabilities Conferences (Warwick, 2006, Western Ontario, 2007); Member of the International Organising Committee, Annual Conference of European Union Network for Research in Industrial Policy (Porto, 2003); Track Chair for the Knowledge and Learning Track at BAM (2003); Member of the Organising Committee of various European Conferences on Information Systems; Member of the organising committee of conference tracks at the European Academy of Management , 2005, 2004, 2003; the British Academy of Management, BAM 2003 (Inter-organisational Relations), 2004 (Knowledge and Learning Track); track chair for the European International Business Academy (Copenhagen 2003), the Academy of International Business (Beijing 2006) and member of the board of the International Business Conference at the University of Vaasa (2001, 2003, 2005, 2007). ESRC sponsored seminars on Marketing Networks and Storytelling and Change have also been organised at Bath.
Public Policy Contributions
The School of Management places particular emphasis on policy impact and this is reflected in the contribution of senior staff to the policy making process in the UK both centrally and at the local/regional level.
The public policy contributions of the Organisations: Work, Leadership and Change Group are focussed on two areas. First, the implementation of action research approaches in public policy settings. Vince was a Member of the Board of Directors of the International Forum for Social Innovation (FIIS/IFSI) Paris 2001-2002 and is currently leading the Pharmacist Leadership Programme, sponsored by the Royal Society of Great Britain (Wales). Reason has led the Connect4Cymru Programme which is concerned with the development of senior managers across Wales. Secondly, in the context of leadership, Pettigrew was asked by the Prime Minister’s office to summarise the main results from the last 20 years of his research on ‘Leading Organisational Change and Management Performance’. This has led to other opportunities to influence thinking and action in the Cabinet Office, Department of Health and the NHS.
Our work on Complex Networks and Systems has also formed the basis for significant inputs into the policy process. Harland is Director of the NHS PASA/CRiSPS Partnership, an invited advisor to the Healthcare industries taskforce and President of the Healthcare Supplies Association. She also acted as an advisor to the Office of Government Commerce on time compression of government contract letting. Knight is a member of the NHS Purchasing and Supply Agency’s Application Group; a founding member of the DoH chaired Prosthetic Strategic Supply Group and contributed to the work of the DoH and Association of British Healthcare Industries Taskforce. Walker has advised the Healthcare Industries Taskforce. Phillips is facilitator for the Health Care Industries Task Force Procurement Steering Group which brings together government and industry leaders to identify steps to develop and stimulate the growth and performance of the UK health care industry. Howard and Johnson have both advised the MoD on Defence Industrial Supply Strategy. Lewis has provided policy support to the Welsh Assembly Local Government Unit and Monmouthshire County Council. Graves is a member of both the Aerospace Innovation and Growth Team (AeIGT) and the Automotive Innovation and Growth Team (AIGT) – committees which report to the Prime Minister’s Office and are supported by the Dti. He is also a member of the National Audit Office Construction Industry Panel, as well as the Schools Private Finance Unit (DfES) – Government Expert Panel. He is a Steering Committee member of the National Business Awards and panel Judge.
Within the area of Decision, Information and Risk Analysis Goodwin has advised the Department of Health and the Department of Work and Pensions. Green has acted as an advisor to the DES on performance evaluation and as an advisor to the DHSS on the use of hospital episode statistics for forecasting. Vidgen has advised the Avon and Somerset Police on information management strategy.
Members of the Business, Regulation and Society Group have also made significant contributions to the policy process. Vass was special advisor to the House of Commons Transport Select Committee on the Work of the Civil Aviation Authority and also to the House of Lords Constitution Committee; Inquiry into the Accountability of Regulators to Citizens and Parliament. Branston is a member of the Board of Trustees of Network Rail. Walker is a member of the Cross-governmental Sustainable Procurement Task Force, theme co-ordinator for the DEFRA Sustainable Consumption and Production Research Programme and was an invited discussant at the EU Green Public Procurement UK Presidency Event. Millington has acted as a policy advisor to the British Council and the Guandong Provincial Authorities on corporate social responsibility. Cooper acted as a consultant on the United Nations Environment Programme; Veer was a consultant to the World Health Organisation advising on social marketing and to the Ministry of Economic Development (New Zealand) on international business and quality standards.
Staff are on the editorial boards of over 70 journals and the international reputation and recognition of our leading academics is reflected in editorial board membership, during the census period, of a set of world elite journals which include the Academy of Management Journal (2), Academy of Management Review, Academy of Management Learning and Education, Strategic Management Journal (2), Journal of Management, Journal of Operations Management and the Journal of International Business Studies. Our staff are also heavily represented on the editorial boards of leading European journals including the Journal of Management Studies (3), Organisation Studies (4), Human Relations (2), British Journal of Management (3) and other FT Top 40 Journals including Management International Review and the International Journal of Human Resource Management.
Journals edited in the department include: Management Learning, Journal of Transport Economics and Policy, International Journal of Aerospace Management (2001), Information Systems Journal, Action Research, International Journal of Economics and Business, Human Resource Management Journal (2000-2005), Journal of Purchasing and Supply Management (2001-2003), Journal of Strategic Marketing. Associate/Senior Editor: Journal of Operations Management, Organization Studies, British Journal of Management, Asia Pacific Journal of Management, Journal of Purchasing and Supply Management, International Journal of Forecasting, Journal of Product and Brand Management, Information Resource Management Journal.
Staff have edited special issues of Academy of Management Journal, Academy of Management Review, Organization Studies, Human Relations, Journal of the Operational Research Society, Information Systems Journal, Management International Review, New Technology, Work and Employment, Long Range Planning, Journal of International Management, Managerial Finance, Action Research, Qualitative Marketing Research, Journal of Purchasing and Supply Management, British Journal of Management, Journal of Consumer Behaviour, Qualitative Market Research: an international journal andSocial Science Computer Review.
The international engagement of our staff is reflected in visiting positions at Harvard, INSEAD, University of Wisconsin-Milwaukee, ESSEC Paris, ESCP-EAP Paris, Rutgers University, Ball State University, University of Illinois at Urbana-Champaign, University of St. Gallen, Universita Commerciale Luigi Bocconi, Milan, Hong Kong Polytechnic University, University of South Australia, Federal University Rio de Janeiro, Swedish School of Economics, Curtin University, Copenhagen Business School, Jonkoping International Business School, Helsinki School of Economics, University of Groningen, Graduate School of Business Stellenbosch University, University of Auckland, Australian Graduate School of Management, W.P. Carey Business School Arizona State University, Hong Kong University of Science and Technology and National Cheng-chi University, Taiwan.
Pettigrew’s contribution to strategic management has been reflected in keynote addresses to Academy of Management symposiums in the US and British Academy of Management, the Australian Academy of Management the European Academy of Management and the Strategic Management Society. Elliott has provided keynote addresses at the Academy of Marketing Conference, University of Nottingham, 2002, the Sandage Advertising Symposium, University of Illinois, 2003, the 1st Conference on the Meaning of Consumption at the Swedish Centre for Consumer Research, University of Gothenburg, 2002, and the 1ST Interdisciplinary Brand Logic Reconnoitre on Branding: Activating & Engaging Cultural Meaning Systems, University of Innsbruck, Austria, 2003. Reason’s role in the development of action research has led to keynote presentations at the 10th World Congress of Participatory Action Research, 2003, University of Pretoria and the 7th World Congress of Action Learning Groningen The Netherlands, 2006, while Fineman’s work on emotion resulted in invitations to present addresses at the 22nd EGOS Colloquium, Dis/organising identities sub theme, Bergen, 2006; Colloquium and the Hospitality, Tourism and Leisure Research Conference, 2006. The contribution of Lewis M, to operations research is reflected plenary speeches to the International Research Study in Public Procurement Conference, Geneva 2005; to the Manufacturing Professors Conference London, 2005 and in a keynote speech to the IPSERA Conference San Diego 2006. Powell has given two keynote speeches at the IT Services Management Foundation Conference, at the Association of University IT Directors and at WWW/Internet 2007. Amongst junior staff Heaths’s innovative work on advertising led to an invitation to address the Advertising Research Foundation, New York, 2007.
Other illustrative plenary and keynote addresses have been given at the 19th International Conference on CAD/CAM, Malaysia (2003), the International Conference on Advances in Material, Product Design and Manufacturing Systems India (2001), the F2006 Conference North Carolina 2006, the e-supply and supplier Relationship Management Conference Amsterdam 2002, the 2nd International Conference on Researching Work and Learning University of Calgary Canada 2001, the CASS Learning Conference University of Surrey, 2003, EMISPER 2004 and the Small firms strategies for innovation and regional development Conference sponsored by the European Commission Faro, 2003; the Australia New Zealand International Business Academy conference, Melbourne 2006, and the World Congress of Accountant’s 17th Annual Conference Istanbul , 2006
The strong link between research and policy impact which underpins the research philosophy of the school is reflected in keynote addresses at the 28th Annual Meeting of the United Nations Inter Agency Procurement Working Group Warsaw, Poland, 2003, the 5th Annual Workshop of Society of Procurement Officers in Local Government/OGC, London 2004, and for DEFRA at the at OGC National Conference. Lead presentations have also been given at government sponsored seminars such as the Government e-Procurement Seminar, London 2005.