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UOA 36 - Business and Management Studies

Cranfield University

RA5a: Research environment and esteem



Cranfield University is a specialist, post-graduate, international institution fostering a blend of fundamental, strategic and more immediately applicable research. It generates world-leading knowledge in management, applied science, engineering and technology, and transforms it into viable, practical and sustainable solutions. Business and management research is undertaken in the School of Management (SoM), which emphatically supports the University with its own distinctive mission, ‘to improve the practice of management’.


In the current census period, both academics (through concepts such as ‘mode 2’, ‘knowledge co-production’ and ‘engaged scholarship’) and policymakers (see the Sainsbury Review 2007, the House of Commons Select Committee Report on Science and Technology 2004 and the Lambert Review of Business – University Collaboration, 2003), have emphasised the importance of engagement between academia and practice and the need to ensure impactful output.  


SoM has taken up this challenge enthusiastically. In this period researchers have published 1,114 academic and practitioner journal articles, 557 of them in academic journals of national and international standing. Additionally, this period has seen a significant rise in the quality of academic output. When assessed against the current Cranfield Journal Listing, there is a 46.5% increase in the proportion of 4*/3* output (RAE2001 vis-à-vis RAE2008) and when assessed against the independently derived current ABS listing, this figure increases to 48.4%. We disseminate this output widely using bespoke formats to both academic and practitioner/policy audiences and exploit the knowledge created through our extensive range of qualification, executive and in-company programmes (see below).  Overall our quality is such that SoM is one of only 23 triple-accredited schools worldwide (AMBA, EQUIS and AACSB).


As a Management School we support sympathetically a managerial agenda that prioritises the challenges faced by managers internationally, as well as dispassionately observing and documenting businesses as social phenomena. Our practical focus means that we explore broadly defined thematic issues, such as: succeeding in the global economy; increasing business efficiencies through rightsizing, outsourcing, alliancing and partnering; creating logistical and supply chain efficiencies; exploiting advanced technologies through novel work methods and service strategies. Such thematic issues do not align neatly with single disciplines therefore transdisciplinarity and teamwork are central to our modus operandi.  The overarching notions of ‘leadership’ and ‘strategic change’ provide integration and continuity across our agenda. 


Our philosophy and operational strategy that privileges practical engagement generates a contemporary agenda that ensures the relevance of our output and enhances the quality of collaboration and the rigour of our investigations, all of which centrally supports our ability to generate new theory. We see the fundamental management research challenge as the requirement to make high quality, well-founded and pertinent contributions to the improvement of managerial performance. 


Developments since 2001


Since 2001, SoM has undergone substantial change. Fresh leadership came from a new School Director (2003) along with an extension of the Director of Research role to incorporate Faculty Development (2003). A comprehensive review of the academic structure and faculty followed (2004) with the aim of introducing research-led strategic change, emphasising that ‘research underpins everything we do’. Rightsizing reduced the School’s teaching faculty by approximately 30%.  Restructuring integrated 11 subject groups into four Academic Communities (see Table 1 and Research Strategy below). In 2005, we introduced five new specialist Masters degrees, all with strong research underpinning. Throughout the period our extensive executive programmes (approximately 52,000 delegates attended 2,656 courses) have been required to be based on Cranfield research output (10 new programmes were approved in the last three years on this basis).  The Centre for Customised Executive Development (CCED), our in-company management development consultancy, has grown by a factor of five (to a £10m p.a. turnover) in the period, by tightly coupling knowledge generation to exploitation.  CCED invested £150,000 in a state-of-the-art Knowledge Interchange (2006), a facility for showcasing and giving clients access to the latest Cranfield research.  


At RAE2001 we challenged ourselves with several stretch targets and it is gratifying to note our achievements.  Research project income has increased by approximately 31% p.a. with 53% of total coming from policy and practice. The proportion of Research Council grant income increased almost five-fold. Doctoral completions have doubled in the period (51 to 102) averaging 15 p.a. The proportion of teaching faculty returned in this submission has risen from 46% to over 60%. 


Routinely, we assess our impact on practice. Measures include the volume of financial support from policy and practice (see Income below) and media mentions (8527 in printed, broadcast and online media in the period, 814 in overseas media). Specific examples of high impact include Dickmann’s work on international careers and global mobility with PricewaterhouseCoopers [B.J.M, 2007], featured in the FT and Daily Telegraph, and Christopher’s research for DTI [Int.Jnl.Phys.Distrib.&.Log.Mgt, 2004] featured in the Sunday Times, which resulted in 1800 downloads of the report in the following three days.  


Policy influence is also prioritised. For example Neely, Turnbull-James, Tranfield, Vinnicombe, Parker and Kakabadse have all advised the Cabinet Office and other UK Government departments as well as overseas governmental bodies. Kakabadse’s papers (Pub.Admin, Pub.Admin.&.Dev) provide good examples as does the significant impact of Vinnicombe’s ‘Female FTSE’ (Corp.Gov: Intl.Rev, 2001).


Finally in this period, we planned, financed (SRIF3, EEDA, Wolfson Foundation, RM and Herman Miller PLC) and delivered a £4.6m Management Research Institute (CMRI) by renovating and extending an existing building. Prioritising and delivering this substantial research investment has been undertaken in a School that obtains only 5% of its overall annual income from HEFCE, winning 95% from the market place. Commencing in 2005 and completed on time and budget, CMRI was opened by HRH The Princess Royal in September 2007.  CMRI is the focal point for our future strategy. 


Governance and Organisation


In 2001, the main academic organising structure was through 11 subject groups, with Heads reporting to the Director of School and School Executive. Research Centres operated as independent units.  Reorganisation in 2004 created four “Academic Communities” - Demand Chain Management (DCM), Innovation and Process Management (IPM), Leadership and Organisation Development (LOD) and Policy, Strategy and Performance (PSP). This change aimed to encourage working across boundaries. The new Communities simplified, reintegrated and consolidated our structure by bringing together cognate sub-fields of work. In this way we capitalised on faculty strengths and ensured the development of efficiencies and synergies in delivering thematic and issue-based research output.  Research Centres now sit within the four Communities and are administered through them, although individual membership is not restricted to faculty within any specific Community.  


Research is led by the Director of Research and Faculty Development (DoRFD) who is appointed exclusively to this post, is a Deputy Director of SoM and is also a member of the University Senior Appointments Committee. The Directors of the PhD, DBA and the MRes/Research Methods Training Programmes report to the DoRFD, who is supported by a f/t P.A.


Research is a standing item on the agenda of the monthly School Executive meetings. Research development is driven through the Research Development Group (RDG), which is chaired by the DoRFD and includes senior professors from each Community and the Directors of the DBA and PhD Programmes. RDG meets monthly and is a sub-committee of the School Executive and deals with important operational issues such as staffing and resourcing.  The members of RDG are also members of the Research Committee (ResCom), the main forum for policy debate and formulation which is constituted to ensure wide cross-school representation. 


Research structure emerges through embryonic Research Centres making cases for ‘recognition’ to the RDG and withstanding the quadruple tests of external topicality and relevance, internal track record and momentum, funding possibilities in the medium term and justifying the extent to which the creation of structure adds value rather than cost.  Metrics for ‘recognition’ are in place concerning income generation, doctoral students, international connections, links with policy/practice and links into teaching and development programmes.  ‘Recognition’ permits presence on the SoM website and also access to allocations of HEFCE funding.  A decentralised policy early in the period resulted in a rapid increase in the number of Centres, later consolidated through merger and integration into 12 Centres in the CMRI (2007).  Given the broader changes, Research Centres have proved remarkably durable over the period.  The international profile and policy influence of several have increased significantly, notably the Supply Chain Research Centre (SCRC), the Centre for Business Performance (CBP), and the International Centre for Women Leaders (ICWL). 


The close relationship between the DoRFD and the Directors of Community has promoted a co-ordinated research effort.  The DoRFD meets bi-annually for one-to-one meetings with each of the Directors of Community to establish and discuss targets for individual and collective output. Documented arrangements are in place for supporting national and international research collaborations and for the translation of output into open and/or bespoke programmes.  Directors of Community are responsible for the management of academic faculty on a day-to-day basis.  Separating responsibility for faculty management from faculty development has worked well throughout the period.  


All research projects require ethical approval and a Research Ethics Committee (REC) was established in 2005, which meets quarterly.  It reports to the University Deputy Vice Chancellor, dislocating ethical decision making from line responsibility for research performance and output. This strategy was validated by Professor Anthea Tinker (author of the Nuffield report on ‘The Role of RECs’, 2004) who was engaged to provide training for REC members (2006).  


The Research Courses Sub Committee, chaired by the PhD Programme Director, meets four times a year and considers research training issues. The Research Affairs Sub Committee (RASC) deals with student progress (see students and studentships below) and is chaired by the DoRFD.  SoM has developed its own journal listing with quality ratings to guide faculty, particularly new starters.  This is updated annually. Although the Cranfield listing was not designed to influence externally, it has played a significant part in the recent national debates on journal quality.


Research degree and course administration are managed by the School Research Office, a dedicated unit of five (3.4 FTE). A comprehensive information system providing a variety of reports helps facilitate research management.  A key output is the monthly faculty publication report for the DoRFD, the Directors of Community, School Executive and the RDG.  It is based on an electronic publications database, freely accessible on the internet and regularly monitored by many individuals, organisations and schools worldwide.  Launched in 2002, the site contains 5,436 records, has had 24,743 visitors (July 2007) and 1.45m hits (with new registrations currently at approximately 20 per day). The Research Office also provides a ‘conference service’, helping faculty identify conferences of interest and supplying appropriate details.  Overall, administrative support is exceptional right across SoM with generous levels of resourcing within the Research Office, Communities and Centres.  This is evidenced by the overall number of direct staff reported in RA0 (33 RAs [28.13 FTE] and 19 (16.6 FTE) direct support staff) at 2007.  Additionally, SoM employs its own technical support (IT/AV/HR/Facilities/Library, etc) all of whom provide significant support for the research effort. 


From 2006 our regular lunchtime research seminars were made publicly available through the internet using web camera technology and Adobe Acrobat Connect software.  From January 2001 to May 2007, there were 138 lunchtime seminars, exactly 50% given by external speakers such as Professors Kothari (MIT), Guay (Wharton), Scarbrough (Warwick), Woolgar (Said), Clarke (Durham), Willman (Said), Gabriel (Imperial), Van de Ven (Minnesota), Willmott (Judge), Thorpe (Leeds), Starkey (Nottingham), Gosling (Exeter), Vince (Hull), Schultz (Northwestern), Pettigrew (Bath), Boyatzis (Case Western), van Aken (Eindhoven), Romme (Tilburg), Fiol (Colorado), John (New York).  Twenty seminars are now archived on the internet and have received over 2,600 visits since January 2006. (


Research Structure  


Although our current Community-based structure came into being in 2004, we found it relatively straightforward to ‘back-fit’ data from 2001/2 to create summary table 1 which details the top level research metrics for Communities over the period.

























Category A

Faculty Returned FTE

Total Income


Income from UK Govt (£k)

Indust. Income


Research Council Income    (£k)


Income/Cat  A

Faculty/annum (£)

Completed Doctorates

Completions/Cat A Faculty

Journal Articles of Nt’l/Int’nl standing 2004-2007 (average p.a.)







‘Recognised’ Centres












  Supply Chain

  Advanced Research in Marketing






















  Innovative Products and Services

  Business Performance

  Information Systems






















  Women Leaders

  Executive Learning

  Organisational Transformation
























  Bettany Centre for Entrepreneurship

  Doughty Centre for Corporate Responsibility

  Complex Systems

  Economics and Finance

Table 1 – Research metrics by academic community.


All Communities comprise significant numbers of faculty (ii), produce high quality output in substantial volumes (viii, ix, x) and are financially sustainable units (iii, iv, v). Project income per category A faculty is high overall at an average of £49,788 p.a. reflecting our general emphasis on empirical/inductive work and ranges between £20,041 p.a. (PSP) and £83,832 p.a. (IPM) as a result of distinctive Community research strategies. While DCM, IPM and LOD emphasise inductive method and significant levels of fieldwork often using research clubs and professional and practitioner networks, PSP researchers concentrate much more on desk based scholarship and subsequent policy influence.  Each Community has a significant doctoral completion rate, reflecting the importance of doctoral work to their operations.


Key features of Community research are as follows:-


The Demand Chain Management (DCM) Community has two substantial Research Centres reflecting its origins in marketing and logistics. Both have strong industrial support with extensive networks including companies such as HP, Emirates Airline, AstraZeneca, Rolls-Royce, HSBC, IBM, BT and Norwich Union.


The Centre for Advanced Research in Marketing – CARM  (Ryals, Wilson, Maklan, Baines, Le Meunier-Fitzhugh and Payne) focuses on key account management, customer relationship management and multi-channel marketing. The research is supported by income generated entirely from industrial partners through two research networks each with 15–18 members. Output highlights include Ryals (Jnl.Mktg, 2005), Payne (Jnl.Mktg, 2005, Jnl.Acad.Mktg.Science, 2007) and Wilson, (Ind.Mktg.Mgt, 2007). Each of Baines’s outputs provides an excellent example of high-level practitioner co-publication.


The Supply Chain Research Centre – SCRC (Harrison, Christopher, Wilding, Baker, Smart, Juttner, Morgan) focuses on customer responsiveness, time cost modelling, re-engineering after market supply chains, supply chain risk and sustainable supply.  Funding for the Centre is split roughly equally between EPSRC support (via the Cranfield IMRC) and direct from industry and Government departments.  SCRC has two long established research networks, the Agile Supply Chain Research Club, supported by Procter & Gamble, O2, Bausch and Lamb, Unipart and Rolls-Royce, and the new Sustainability Forum. Each of Baker’s outputs provides a good example of excellent practitioner collaboration.


There is a strong commitment to interdisciplinary and inter-institutional working.  During the period, SCRC has delivered several large EPSRC/IMRC projects jointly with the School of Applied Sciences on supply partnerships and strategies and has worked with OUBS; (GR/N34406/01 rated ‘tending to outstanding’); Warwick Manufacturing Group and Cardiff on supply in food and drink; with Warwick, Bath and Nottingham on the ‘Lean Aerospace Initiative’; with the Leicester Criminology Group on ‘stock loss’; with Sheffield on ‘reverse logistics’ (for DTI); and with Central Government on ‘global outsourcing’ (for the DoT). There is a knowledge transfer partnership with Rolls-Royce.  Highlighted outputs include Christopher (Int.Jnl.Phys.Distrib.&.Log.Mgt, 2001 and 2004), Juttner (Int.Jnl.Log.Mgt, 2005) and Harrison (Int.Jnl.Ops.&.Prod.Mgt, 2001).


Co-publication arising from doctoral study plays an important role in the DCM Community (Harrison and Skipworth, Int.Jnl.Prod.Res, 2004, 2006; Harrison and Koulikoff-Souviron, Int.Jnl.Ops.&.Prod.Mgt, 2007; Wilding and Humphries, Int.Jnl.Log.Mgt, 2001, B.J.M, 2003, Euro.Jnl.Mktg, 2004).


The Innovation and Process Management (IPM) Community incorporates the sub-fields of innovation, operations, manufacturing, project management, information systems and performance management.  It supports three established Research Centres outlined below.


All of the research undertaken has strong practitioner focus and engagement.  There is a tradition of EPSRC/IMRC funded work (e.g. Tranfield, Ward, Neely, Bourne) together with direct funding from practice (see table 1).  Tranfield, Neely and Harrison serve on the Cranfield IMRC Steering Board and Centre Management Committee.  All have held major EPSRC grants in the period (GR/M72869, GR/M74092, GR/N34406, GR/S42033, GR/N33263, IMRC19, 53 and 58).  While links to manufacturing engineering are significant and evidenced in much RA2 output, there are also strong links with the public sector (see CBP below). 


The Centre for Innovative Products and Services – CIPS (Goffin, Szwejczewski) aims to enhance innovation capability in companies, particularly focusing on learning from new product development projects.  In 2006 the Best Factory Awards work (established with Management Today magazine 25 years ago and now run in Germany and Italy), was incorporated into CIPS along with the Global Manufacturing Round Table, a consortium of companies investigating manufacturing strategy for competitive advantage.  International, comparative output results, such as Goffin (Jnl.Ops.Mgt, 2006, Jnl.Prod.Innov.Mgt, 2007) and Szwejczewski (Int.Jnl.Ops.&.Prod.Mgt, 2005).  There has been a major project in collaboration with Fraunhofer on “The future of manufacturing” (2005).


The Information Systems Research Centre  - ISRC (Ward, Peppard) was established in 1993 and has focused on how organisations maximise value from their IT.  The Centre runs the IT Leadership Forum, a cross disciplinary community of practitioners and academics investigating contemporary management issues in information systems.  There is company support from Foster-Wheeler, Microsoft, GSK, Surrey Police, Daimler-Chrysler, Hertfordshire County Council, HM Revenue and Customs, Balfour Beatty, Lloyds TSB, the Office of Government and Commerce and Deloitte Consulting.  Output highlights include Peppard (Cal.Mgt.Rev, 2005) and Ward (MIS.Q.E, 2007). There is strong international influence, e.g. Peppard is a Visiting Professor at Milan, Sydney and South Australia; Ward’s book (with Daniel) ‘Benefits Management’ (2006, Wiley) was used extensively by the Queensland Government (2007) in establishing a benefits management framework.  


The Centre for Business Performance – CBP (Neely, Bourne, Martinez) was established by Neely (1992).  It specialises in the design, implementation, use and maintenance of performance measurement and management systems.  In 2000, CBP initiated the formation of the Performance Management Association (PMA), a worldwide collaboration that has grown extensively in this period and now has more than 1000 members from many of the world’s leading schools.  CBP also incorporates two research-based round tables that meet quarterly (public sector performance includes British Council, Welsh Assembly, NICE and NAO; and return on marketing investment, including Barclays, HSBC and NBNA Europe Bank, BP, Cutty-Sark International, DHL, Experian, Halcrow Group, HP, IMI-Norgen, Invesco, E.on, Thorn Lighting, Trox-UK, Emirates Airlines).  In the period, research projects have been funded by EPSRC, EU, OECD, European Investment Bank, CIMA and also a variety of private sector companies including Hyperion Solutions, Oracle and Accenture.  Output highlights include Bourne (Int.Jnl.Ops.&.Prod.Mgt, 2003 and 2003) and Neely (Cal.Mgt.Rev, 2007).  Neely, Bourne and Martinez have delivered keynote addresses at conferences in Europe, South Africa, North America, South America and South East Asia.


Co-publication arising from doctoral research is central to IPM, see Goffin and Köners (Int.Jnl.Ops.&.Prod. Mgt, 2007 and Jnl.Prod.Innov.Mgt, 2007); Ward and Caldeira (I.S.Jnl.2002 and Euro.Jnl.I.S, 2003).  


The Leadership and Organisation Development (LOD) Community has two established and one new Centre in Organisational Transformation.  There are also significant contributions on the priority themes of leadership and organisational change from Buchanan, Butcher and Kakabadse and on strategic and international HR from Bonache-Perez, Dickmann and Kelliher.  Kakabadse has focused on chairmanship, corporate governance and social responsibility, aiming to impact policy development at home and overseas.  His work has been highly influential in the UK, Australia, North America and Russia (where he holds a major grant [£1.75m] with the steel giant Severstal).  Output highlights include his award winning paper (Pub.Admin.Rev, 2003).  Buchanan was academic adviser to the NHS Modernisation Agency Research into Practice Team 2002-2005.  He focuses on change management, particularly the sustainability and politics of change.  His output highlights include (Hum.Rels, 2003 and 2007, and Jnl.Mgt.Studs, 2007). Bonache-Perez, Dickmann and Kelliher focus on the strategic and international aspects of HR practice.  Following the retirement of Tyson (2007), this team has been brought together to take the strategic and international HR agenda forward. 



The Centre for Executive Learning and Leadership – CELL (Turnbull-James, Denyer, Ladkin) focuses its agenda on evidence based management (EBM) and sustainable leadership, emotionality and ethics.  CELL is led by Turnbull-James.  Ladkin is a recent recruit and will work on sustainable leadership.  Output highlights include Turnbull-James (B.J.M, 2006, Mgt.Lng, 2007) and Ladkin (Jnl.Bus.Ethics, 2006).  EBM has been pioneered at Cranfield and the EBM philosophy and systematic review methodology have been integrated into all Cranfield research degrees since the initial EPSRC/IMRC funded research (IMRC53 and IMRC19) was published in 2003 (Denyer, B.J.M, 2003).  Denyer is a member of the International EBM Collaborative organised by Rousseau.  Our EBM work involves inter-institutional collaboration with other mainstream social and natural scientists (Denyer, Evidence.&.Policy, 2006).  Training in systematic review was organised for AIM Scholars involved in the UK Productivity Review for DTI (2003) and delivered an ESRC funded researcher development initiative to develop on-line tutoring materials for systematic review to support the AIM capacity building initiative (2007). 


The Centre for Organisational Transformation - COT (Braganza) established a BAM SIG and also convened an AoM caucus (2007). The Centre runs its own research network (the Knowledge Exchange) and is supported by Microsoft, DfES, Herman Miller Ltd, BT, AstraZeneca, Lincolnshire Fire and Rescue, VW-Audi Group, ACAS, Network Rail, Royal London and Friends Provident.  There is significant practitioner impact.  For example, in 2007 COT published a report on “Business Leadership of Technological Change” launched at BT Tower under the Chairmanship of Andy Green (BT), with a keynote address by Sir David Varney.  The report was produced in collaboration with the Chartered Management Institute, the British Computer Society and the Change Leadership Network.  Output highlights include Braganza (Comms.ACM, 2007, Comms.AIS, 2006).


The International Centre for Women Leaders  - ICWL (Vinnicombe, Singh) creates significant presence and impact via the much-acclaimed ‘Female FTSE Report’ which receives exclusive coverage in the Financial Times annually. In this period, three Cabinet Ministers (Kelly, Jowell, Hewitt) have spoken at the annual launch. Over 520 press articles have been written on the Centre in 15 countries. Internationally, the Centre has organised symposia at the BAM and AoM conferences (see below) and created a ‘Female FTSE’ in the Arab world in collaboration with the Centre for Arab Women Training and Research (CAWTAR). Singh’s output (Int.Jnl.Hum.Res.Mgt, 2007) originated a request from DTI for her to investigate directors’ ethnicity.


Co-publication arising from doctoral research is important to the LOD Community (Vinnicombe and Kumra, Jnl.Bus.Ethics, 2002; Singh and Baines, L.R.Planning, 2002).


The Policy, Strategy and Performance (PSP) Community undertakes research in economic policy, strategic management, entrepreneurship, corporate governance and finance and has two established and two embryonic Centres. PSP also includes research conducted independent of the Centre structure.  For example, Ambrosini, Bowman and Jenkins in strategic management (sustained competitive advantage) and Nellis, who provides an economic perspective on international banking and mortgage finance. Additionally, PSP cultivates and supports cross disciplinary research.  Examples include Ambrosini’s 2005 paper on causal mapping and storytelling (Jnl.Bus.Psychology, 2005), Allen’s NEXSUS research which involved collaboration across six disciplines and five Universities (Futures, 2005) and Jenkins’s work on strategic clusters in motorsport lying at the confluence of strategic management and economic geography (Org.Studies, 2003 and A.M.R, 2004).


The Complex Systems Research Centre – CSRC is led by Allen, regarded internationally as a leading UK academic in applying complex systems thinking to management.  Output highlights include Allen (Jnl.Prod.Innov.Mgt, 2006 and Jnl.Evol.Econ, 2007).  Allen has been awarded 14 research grants during the period examined doctorates in 14 different countries and managed the ESRC NEXSUS project (L326343007) the major ESRC initiative in this field.

The Centre for Research in Economics and Finance - CENREF (Parker, Sudarsanam, Poshakwale), focuses on privatisation, regulation, merger, acquisition and the dynamics of financial markets.  It includes Parker’s work on privatisation and regulation which has created significant impact in the press with citations in the Financial Times (editorial 21 November 2004) and The Economist (28 January 2006). He has advised a number of countries through agencies such as the World Bank, OECD, DFID, NAO, and the European Commission.  Research highlights include: Parker (Jnl.Mgt.Studs, 2005 and Strat.Mgt.Jnl, 2007); Poshakwale on second tier emerging international markets (interviewed in The Economist, 2006) and international finance (Jnl.Bus.Fin.&.Actng, 2002 and Jnl.Int.Fin.Mkts, Instituts.&.Money, 2004); and Sudarsanam on the dynamics of acquisition (Jnl.Bank.&.Fin, 2002 and Jnl.Bus.Fin.&.Actng, 2003).

The Bettany Centre for Entrepreneurial Performance and Economics (Burke, van Stel) and The Doughty Centre for Corporate Responsibility, are two new Centres, funded by generous alumni gifts in 2006 and 2007 respectively.  Both prioritise strong practitioner links.  For example, the Bettany Centre is the academic ‘approver’ of all guides under the ‘grow your business’ theme on BERR’s national Business Link portal (business These Centres will produce significant outputs in the next RAE period.


Co-publication arising from doctoral research is equally important within the Community (Ambrosini and Burton-Taylor, Hum.Rels, 2007; Bowman and Birnik, Int.Jnl.Mgt.Revs, 2007). 



Research Income


Additional to HEFCE related research income, RA4 demonstrates a consistently high level of project income averaging approximately £2.3m p.a., an annualised increase of approximately one third on RAE2001. There is a mix of funding sources but 86% of total project funding comes from two principal sources. First, approximately 53% is won directly from UK industry and commerce (46%) and UK central government (7%), in line with our general strategy of supporting policy and practice-based research and achieving our RAE2001 target.  Second, we have extensively increased funding won from Research Councils in this period, from <7% of total to approximately 33%.  Approximately one third of this total results from salary payments to Huff (the original Director of AIM), Neely (the Deputy Director of AIM) and Bessant (for a short period an AIM Fellow).  Notwithstanding these direct salaries, over 40% of our research project funding now results from RCUK grants and other peer review income. These funds have provided significant support for research output (e.g. Allen, Tranfield, Partington, Denyer, Bourne, Neely).  While other sources of funding each account for less than 5% of SoM project income, cumulatively they play an important, if lesser, role.


Our high annual project income per returnable faculty (£49,788) facilitates our generally collaborative research approach which requires the engagement of a large body of RAs, doctoral students, secretarial and administrative support staff who provide valuable links with practising managers. We achieve these high levels of industrial sponsorship from practitioner research networks. Overall, we find that co-production stimulates high-quality knowledge contributions by ensuring relevance of agenda, facilitating access to fieldwork sites and offering immediate dissemination and exploitation routes.    


HEFCE research income has had three main uses.  Just under half supports the Research Office and about the same amount supports the work of individuals in Research Centres. (Throughout this period we have sustained the unit of resource given to those submitted to RAE2001 at the ‘4’ level). Finally, a small amount is added to recycled SoM surpluses (total approximately £30,000) and used as seedcorn funding for new activities from ECRs.   Seedcorn support requires written application to the RDG, which then monitors outputs against specified deliverables, including success in obtaining continuation funding.  


Students and Studentships


SoM offers two doctoral programmes, the PhD (f/t and p/t) and the Executive Doctorate (DBA).  The purpose of the PhD is to train researchers to become excellent academic scholars.  The DBA provides equivalent research training to executives wishing to become senior practitioners or policy makers, or academics or to pursue portfolio careers.  Both programmes enrich the intellectual life of our Communities. Approximately 10% of RA2 output arises from doctoral research.


The international research student community exceeds 100, c.55 PhD (including MRes) and c.45, DBA.  There are approximately equivalent FTE numbers of f/t and p/t PhD students, while DBA students are all p/t. All modes of doctoral research training are ESRC recognised. The DBA was one of only three programmes recognised in 2002 by ESRC (re-recognised 2006). It has equivalence of research training and an identical threshold for admission to the degree (contribution to knowledge) as the PhD. The Masters in Management Research (MRes), launched in 2002, is also recognised by ESRC, allowing us to offer both 1+3 and +3 training for f/t students. The MRes made an important contribution to a sustained 50% annual increase in completion rates in this period. 


The PhD programme received eight quota studentships from ESRC in 2006-2008, placing it among the top five UK providers. In 2006/7 double the proportion of f/t PhD students (>50%) received funding from Research Councils (both ESRC and EPSRC) than in 2001/2 (25%). While many new f/t PhD students are funded by Director’s bursaries in year one, a large proportion secure support from Research Councils (and other sources) in later years. Two students, Datta and Doldor (supervised by Allen/Christopher and Singh) won prestigious scholarships, the former a SAMS award (2004) and the latter a Fulbright Junior Scholarship (2007). There is significant institutional support for faculty candidates (see Staffing Policy).


With the inclusion of the DBA in the doctoral portfolio, the greatest number of new studentships p.a. results from industry and commerce. A large proportion (>25% overall) continues to self-fund.


A dedicated team of 2.8 FTE administrative staff in the Research Office support the doctoral programmes. They manage a demanding student recruitment process comprising five elements (a research proposal, a panel interview and three tests). On acceptance, all students receive regular supervision and have access to resources that conform to standards beyond those stipulated by the RCUK.  For example, all f/t students are provided with a computer, lockable storage facilities and have telephone services. Following QAA Code of Practice Guidelines, student progress is formally reviewed by a panel of at least three academic staff at three points during the PhD process.  This monitoring is more frequent on the DBA programme due to its project based structure. Recordings and minutes of these reviews are digitised and made available to the student to support learning. All students are required to obtain feedback on their work, either internally through bi-monthly doctoral colloquia (which are broadcast online using Adobe-Acrobat Connect to allow all international student participation) or external colloquia at national (e.g. BAM) and international conferences (e.g. AoM, EGOS, EDEN). Student-supervisor publication is expected according to a documented code of practice. An online handbook, updated biennially, provides guidelines on all policy matters and is distributed to students and supervisors.


All doctoral students are offered a personal development programme that complements training in research and offers other transferable skills specified by the RCUK. Mandatory skills training for all supervisors is provided annually by SoM and the University in accordance with the QAA Code of Practice, augmented by a mentoring programme to support novitiates. Supervisory workloads and appointment of examiners are monitored by RASC. Students are prepared for viva in the areas of scholarship, methodology and contribution (defined as a combination of replication, theory development and new theory). Examiners are formally encouraged to assess students in each of these areas.


Developments in communications technology have been harnessed in support of a cohesive doctoral community. VoIP and MSN Messenger permit communication amongst students and between students and supervisors globally. 


Since 2004 most (>85%) PhD students complete within times specified by RCUK. The DBA is in the vanguard of developments in professional doctoral education in Europe. For example, Jenkins (while DBA Director) led AoM in establishing the novel PDW Executive Doctoral day together with George Washington, Pepperdine and Case Western universities (2002). The high standard of these programmes attracts international scholars e.g. Huff (Munich), Easterby-Smith (Lancaster) and Whetten (Brigham Young) who regularly teach on them.


Staffing Policy


All teaching faculty are employed on ‘open-ended contracts’ after a three year probationary period.  Our commitment to executive development means that regularly we recruit post-experience faculty but prioritise research in selection (all panels include a representative from RDG).  Faculty contributing either to knowledge creation or income generation are regarded internally as equally valuable, whether or not submitted to RAE.  Most faculty adopt a balanced portfolio of duties but some opt for specialisation in research or teaching.  


Faculty development and talent management are key mechanisms for addressing three strategic priorities: employment flexibility, the incorporation of new academic areas and faculty profile development emphasising internationalisation, diversity and demography. There is a published Faculty Development Strategy agreed by the School Executive and widely circulated, as well as a SoM Research Strategy. Generic job descriptions aligned with the SoM mission have been designed to assist appointing panels and ensure consistency of quality.  An ‘intellectual capital audit’ is undertaken annually.  


Teaching faculty are subject to a workload management system that prioritises teaching, income generation, research output and good citizenship.  Research faculty have a similar but tailored system. Our research strategy largely depends upon attracting and sustaining high-quality faculty with an excellent mix of academic skills and practitioner experience.  We have aligned our talent management system accordingly to cover recruitment (managed by DoRFD at professorial level), reward (SoM has a flexible salary structure), promotion and development.  In 2003/4, the effects of structural change and right-sizing led to a high turnover of faculty. Our faculty profile is now much more sustainable with approximately 30% of the category A faculty returned in this submission aged under 45 and a further 38% in the mid-career range (45-55).


Succession plans are in place and are tightly coupled to development programmes at SoM and University level, to ensure smooth transition and protect and maintain appropriate academic standards. For example, 15 professorial (and one Reader) appointments or promotions have replaced an equivalent number of leavers/retirees in this period, a rotation of approximately 60% of the professoriate.  


During the period Goffin, Jenkins and Peppard left to pursue careers elsewhere, only to return to professorial posts later. Piercy and Bessant were new starters but subsequently left for promotions at Warwick and Imperial respectively.   Goffin’s return replaced Bessant and Piercy was replaced by the internal promotion of Ryals. In 2005 Kouzmin retired to his native Australia.  He was immediately replaced by Buchanan.   Taffler (Finance) left for Edinburgh (2005) and was replaced by Poshakwale (2006).  In 2004, Hope-Hailey left for a Chair at Bath.  Turnbull-James’s appointment to a Chair in Executive Learning followed in 2005.  In 2006, Wilson was promoted to Chair to fill the vacancy left by McDonald (retired 2004).  In 2007, Bonache-Perez was recruited to a Chair in International HR to replace the retiring Tyson (2007).  


Van Hoek took up a Visiting Chair in 2003 but retired in 2006. Ward moved to a proportional appointment in 2005.  The appointment of Peppard and promotion of Wilding (both 2005) provided full-time continuity and reinforcement in IS and supply chain management.  


In line with the feedback from RAE2001, SoM has focused on extending f/t research leadership across all of its sub-areas, but international proportional appointments remain important in providing specific technical skills and input to help improve the quality and standing of our work.  For this reason, we have included in this return Payne (marketing), Juttner (logistics) and van Stel (entrepreneurship).


From 2003, SoM ring-fenced £25,000 p.a. to support its international policy, complementing in-house capability and furthering Cranfield’s international research networks. Visiting Professors include, Bournois (Groupe ESC Lyon), Schultz (Northwestern), Vassilou (ex-President of the Republic of Cyprus), Spender and Mitchell, and Fellows such as Sir Chris Bonington CBE, Kuzhito Masui, Alan Waller OBE, Patrick Dunne, Hugh Davidson, David Glassman, Peter Mounse, Mark Tapley, and Sebastien Point.


Promotion is based on research and academic achievement, often linked to organisational need.  For example, Turnbull-James’s promotion to Chair strengthened the research link with our management development portfolio.  Continuity of agenda and consistent, high standards of academic leadership are also crucial to success.  Senior academics returned in 2001 and again in 2007 include: Christopher, Neely, Tranfield, Kakabadse, Knox, Sudarsanam, Allen, Bowman, Harrison and Vinnicombe.  


There are special measures for ECRs.  Fresh doctoral graduates are encouraged into dedicated research posts in Research Centres to gain benefit and support from experienced colleagues, obtain administrative help and identify with a local research culture (our twin structures of Academic Communities populated by Research Centres has been particularly valuable for this purpose).  ECRs are always mentored and expected to develop research, teaching and dissemination skills by undertaking a variety of development programmes, including participating in the Personal and Professional Development Network (PPDN - see below).  Financial support is provided for attendance at programmes run by EIASM, BAM and AIM.  ECRs are required to publish.  SoM’s Working Paper Series can provide an early outlet, followed by exposure to a more extensive critique at conferences (supported financially by the Communities and Research Centres) and then submission to relevant journals. SoM is proud to have had three AIM Scholars in this period. A further cohort of 11 ECRs is planned to return in the next RAE.  In total our research faculty has averaged approximately 30 posts p.a. throughout the period representing an investment of approximately £1m p.a. funded partly from recycled SoM earnings.


We aim to recruit research-accredited and accomplished faculty but where market constraints make this impossible, we encourage part-time doctoral registration at high-quality UK universities or alternatively PhD by publication.  Special measures for this particular ECR group include standard research methods training, presentation of work at internal doctoral symposia, the doctoral review procedures, reduced workloads, the waiving of tuition fees, specific budgets for conference attendance and the provision of secretarial help and support.  This assistance has produced a high rate of faculty doctoral completions and resulted in the reduction of faculty registrations from 28 to eight (70%) over the period.  


The University offers a variety of development programmes.  Additionally, we have pioneered a highly innovative and distinctive approach to faculty development driven through the PPDN which is run by Turnbull-James (Associate Director of Faculty Development), using the concept of “personal trainer” as a development aid.  Individual faculty request a personal trainer for a fixed time to service a specific and clearly defined development need.  Trainers and trainees work together until there is mutual agreement that the need has been fulfilled.  The specific relationship then terminates and new relationships are formed.  The process is totally confidential, completely independent of the faculty performance management system and has received widespread acclaim across SoM.  In its first year of operation (2005), 25 dyads were operational, mostly working on research-led development issues.


Research Strategy


Academic debate calls increasingly for closer engagement with and impact on practice. SoM’s strong sense of research purpose, distinguished by its emphasis on the tight coupling of management theory and management practice has created a clear sense of shared identity within SoM as well as recognition as an international exemplar. SoM is now well positioned to make a significant contribution to both the theory and practice of management. We have already established ourselves as a leader in the field, actioning knowledge co-production methods and maintaining close ties between research and education across SoM’s portfolio of programmes. We are now well placed to extend our activities and develop our international reputation further for taking a practice-based and practitioner-focused approach.


In addition to investing significantly in developing and supporting the growth of our Research Centres, investments that have worked extremely well and have built a critical mass of active Centres, we have invested also in CMRI and are now in an excellent position to capitalise further.  Specifically, we will:

-Continue to ensure that SoM research meets the double hurdles of rigour and relevance.

-Build on our excellent relations and networks with practitioners and policy makers and increase the volume of endowed research funding to ensure sustainability.  Already an agreement has been reached with EDS to provide funding (£0.5m p.a.) for three years from 2008 in order to establish a new International Centre for Programme Management  (ICPM).

-Prioritise the tight coupling of research and education by continuing to recognise that those faculty who operate in translational roles serve the research cause equally with those more centrally involved in knowledge generation.  We will continue to develop an explicit faculty model, as well as formal systems and operational practices, to support career choice and diversity.

-Exploit the investment in CMRI.  Each of our Academic Communities has engaged its development in one of thee ways; as incubator (for new Research Centres such as the Bettany Centre for Entrepreneurial Performance and Economics, or the Doughty Centre for Corporate Responsibility); as integrator for bringing together existing Research Centres to create critical mass and linkages between researchers (e.g. CENREF); and as flagship (housing large Centres e.g. CBP and SCRC and prestigious pieces of work e.g.  the £2m project funded by IMRC in ‘servitisation’, 2007-2009 which brings together in CMRI not only management researchers but also materials, space and information scientists together with manufacturing engineers from the Schools of Engineering and Applied Sciences).

-Extend the international aspects of our research virtually as well as physically through high levels of investment in IT/AV and administrative support.  Of particular importance are the strategic relationships SoM is forming with universities globally.  We will work with our strategic partners CEIBS (Asia), Darden (North America), IIM (Bangalore), Melbourne (Australia), and FGV-EAESP (Brazil) to increase the international reach and impact of SoM’s research.

-Sustain a high level of project income at least at its current level, with income from policy and practice making up 50-55% of total and Research Council income at least 20%.  We will sustain doctoral completions at approximately 15 p.a. and continue to increase the proportion of our teaching faculty returnable in future RAE submissions, anticipating that this will grow to more than 75% of teaching faculty volume by 2014, while maintaining the proportion of output produced at international standard.


In this review period we have invested heavily in research leaders, Research Centres and in developing outstanding physical infrastructure.  Our administrative infrastructure is distinctive of our environment and has been sustained at the level of excellence we reported in 2001.  Cranfield’s unique positioning means that SoM is already at the forefront of current policy and academic debates.  For the immediate future we intend to build on this period of investment and continue the overall trajectory that has been established.


Evidence of Esteem


Honours, awards and recognition


Vinnicombe was awarded an OBE for services to diversity (2005).  In 2007 she was invited by HM The Queen to a reception for the 200 women who have had most impact on business and requested by the World Bank to set up indices on Board level participation for women in Jordan, Tunisia, Egypt and Morocco (2006).  Parker was appointed as Official Historian by the UK Government (2004) to write the Official History of Privatisation.  He is also an Academician of ALSISS (2004) and economic advisor to the States of Jersey as well as Deputy Dean of the BAM College of Fellows (2006).  Christopher received the Distinguished Service Award from the Council for Supply Chain Management Professionals (2005). In 2007 Neely was awarded an EPSRC Professorial Fellowship for the next 3 years.  Parker, Kakabadse, Tranfield, Buchanan, Neely and Bessant (now Imperial) are all Fellows of the British Academy of Management.  Nellis is an Academician of ALSISS (2004) and was awarded the First Trust Bank/University of Ulster Distinguished Graduate Award (2005).   Jenkins and Bessant were appointed as Panel Members for UoA 36 for RAE2008. Ward served as President of the UKAIS (2002).  He was ranked ‘the 9th most influential European academic over the last 20 years’ in a study by the University of Washington (2007). Denyer, Martinez and White (now Said) all were appointed as AIM Scholars and attended AIM Forums during the period. Ambrosini was elected as Representative at Large for Strategy as Practice by SMS (2005) and became Associate Programme Chair for the Practice of Strategy IG (2007). The following are Fellows of professional bodies: Baines, Payne and Christopher (Chartered Institute of Marketing); Baker, Christopher and Wilding (Chartered Institute of Logistics and Transport); Buchanan (Chartered Institute of Personnel and Development); Harrison (Management Sciences and Technology); Wilding (Institute of Engineering and Technology); Ryals (Society of Investment Professionals – the only woman in the UK to attain Fellowship).  Ryals is also a Registered Representative of the London Stock Exchange. Baines serves as Deputy Chair of the Academy of Marketing SIG on Political Marketing (2006) and is a member of the Academy of Marketing Research Committee (2005).  Her article in Fin.&.Mtg, was included in the IFAC’s Top 10 Articles of Merit, 2007. Burke is an Executive Board Member of the Association of Cultural Economics (2004).  Tyson received the Inaugural Lifetime Achievement Award from Personnel Today (2005).  Huff (now Munich) was appointed the first Director of AIM (2001) and Neely as Deputy Director (2003), both contributing wider community benefits to management research.  


Category A faculty hold 31 visiting appointments at university business schools throughout the world including the Sorbonne (Paris), Adelaide, Catalunya, ESADE, Macquaire, Swinburne, Thunderbird, New South Wales, Central Europe (Budapest), GISMA (Hanover), Purdue, MCI (Innsbrück), Tilburg, Politecnico di Milano, South Australia, Sydney, Danish Institute of Logistics (Copenhagen), Irish Management Institute (Dublin), Scandinavian Management Institute (Copenhagen), VIB (Antwerp) and a variety of schools in the UK including Ulster, Bath, Birmingham and Warwick.


Senior Advisory Appointments and Consultancy


Vinnicombe and Singh have advised Ministers (Patricia Hewitt and Tessa Jowell) on diversity policy. Parker has served as a member of the Competition Commission throughout the census period and Sudarsanam similarly since 2006.  Tranfield is the Director of the BAM/ABS Directors of Research Development Programme (DPDoR) (2006 and 2007), was elected to the BAM Directors of Research Network Steering Committee (2005) and has been a member of the EPSRC College (as is Neely) throughout the period and refereed AIM fellowship applications and reports.  Neely is an Associate of the Prime Minister’s Delivery Unit (2005) and was appointed to the National Audit Office Expert Panel on Performance Measurement (2006).  He was appointed to the UK Government’s Performance Information Panel (2001), the DTI Academic Panel for Innovation Review (2003), the Advisory Committee for ESRC’s Evolution of Business Knowledge programme (2003), the Expert Panel for Sector Skills Development Agency (2004), the Accountancy Standards board for Operating and Financial Review (2004), Vice Chair of ESRC’s Public Services Programme (2004 and 2006) and Director of EPSRC/ESRC Productivity Ideas Factory (2004).  He is also a member of the Cardiff IMRC Steering Committee.  Bonache-Perez advised the Spanish Ministry of Internal Affairs on the training needs of top managers in HRM (2004), the Spanish Ministry of Industry on “Iberoeka: the application of IT to HR processes” (2001) and Renault-Spain on HR issues for top management (2002, 2004, 2006).  Allen served as a member of the Advisory Group for the DTI’s “Foresight Intelligent Infrastructure Systems Project” (2005).  He has also written two reports for the Asian Development Bank on economic development of West Bengal (2003) and of Nepal (2004).


Turnbull-James, Neely and Tranfield were appointed as Sunningdale Fellows in 2005 (Tranfield served on the original commissioning group) and all have been actively engaged in project work at the most senior levels of Government and the Civil Service.  For example Turnbull-James facilitated the first leadership event for Permanent Secretaries (2007), and Neely organised the Sunningdale Action Research Network (2007) supporting Change Directors of Government departments in their response to the Capability Reviews programme.  He also serves on the Sunningdale Institute Steering Committee.  Tranfield has advised HM Chief Inspector of Police (2006) and served as part of the team evaluating Departmental Capability Review reporting to the CSSB and the Cabinet Secretary (2007).  Additionally, he served on the Scientific Council of E.M. Lyon (2001/2) and on the DTI ‘Red Team’ evaluating the AeIGT Report (2003), advised the DfES on the implementation of the Teachers’ Green Paper (2002), was a member of the EPSRC review panel on Next Generation Manufacturing (2001) and judged the Michelin Awards for Teamworking Excellence (2001).  Braganza judged the Annual Computing Awards (2005/6); Peppard the IT Forum Awards for Infrastructure (2001); Singh, Management Today’s Top Women List (2003); Vinnicombe the European Women of Achievement Awards (2005/6), the Asian Women of Achievement Awards (2004), the Women of the Future Awards (2006), the 2006 Blackberry Women and Technology Awards, the Orange National Business Awards and Credit Suisse Most Outstanding Women in Business (2006). Singh advised DTI as research expert (2002-2006). She and Vinnicombe gave evidence to the Higgs Review (2003), advised DTI on the ethnicity of directors post-Higgs and advised at the ‘wrap-up’ session of the EOC and CRE on the formation of the CEHR (2007). Szwejczewski advised the DTI on the evaluation of the Manufacturing Advisory Service (2005/6).


In this period, Category A faculty have held 32 Directorships/NEDs or other Board level appointments; undertaken 678 personal consultancy assignments; acted in an advisory capacity to Boards or Government departments on 142 occasions; completed 673 speaking engagements in organisations throughout the world; and given advice on senior appointments to 10 University Vice-Chancellors including the universities of Exeter, Nottingham and St Andrews.  Tranfield, Parker and Kakabadse have all acted as EQUIS reviewers. Bender reported to the Audit Committee Chair Forum (2006). Harrison was Chair of the Manufacturing Enterprise Professional Network, Institution of Engineering and Technology (2002/3), a member of the Council for ECR Europe (2001) and joint author of the State of Science Review on Intelligent Distribution for OST Foresight (2005/6).  Kakabadse is a Supervisory Board member of EABIS and served as change consultant to the Police Service of Northern Ireland (2001). Maylor and Neely both served as EurOMA Board Members (2001-2005).  Partington is a member of the ABS Research Committee (2001), the Association of Project Qualifications Committee (2006) and the Office of Government Horizons Scanning (Guidelines for IT Services) Group (2006). Bonache-Perez served on the PhD ‘Honoris Causa’ Awards Committee, Valencia (2004) and on the Research Group for International Knowledge Transfers, Vaasa (2005).  In addition, faculty have reviewed projects for ESRC, EPSRC, AHRC, the Royal Society, Leverhulme Trust, European Commission DGXII, British Standards Institute, Social Sciences and Humanities Research Council of Canada, Science Foundation (Ireland), CIPS Research Awards and the NSF (USA).  Faculty have examined 78 doctoral degrees at universities including Birmingham, Cambridge (Judge), City (Cass), Durham, Essex, Hertfordshire, Imperial, Glasgow, Keele, Lancaster, LBS, Manchester, Nottingham, Plymouth, Portsmouth, Sheffield, Stirling, UCL, UMIST, Warwick, York and overseas at Budapest, Chalmers, Lund, Hanken, Paris, Potsdam and Tel Aviv.


Editorships and Editorial Board Memberships


Faculty edit the following journals of international quality :  Emergence:Complexity.&.Org (Allen), Measuring.Bus.Excel (Bourne, Neely), Int.Jnl.Log.Mgt (Christopher), Jnl.Mgt.Dev (Kakabadse), Jnl.I.T (Peppard), Org.Mgt.Jnl (Tranfield), Int.Mgt.Dev.Lead. (Turnbull-James), Jnl.Acad.Mktg.Science (Ryals). 


Additionally, faculty serve on the editorial boards of over 53 journals including the B.J.M, Group.&.Org.Mgt, Int.Jnl.Log.: Res.&.Appns, Jnl.Bus.Ethics, Jnl.Mgt.Studs, L.R.Plan, Leadership, Mgt.Lng, Org.Studs, Work Employment and Society, Int.Jnl.Strat.Change.Mgt, Int.Jnl.Mgt.Revs, Jnl.Regulatory.Econ, Jnl.I.T, Int.Jnl.Ent.Edu, Int.Hum.Res.Mgt and have edited nine special issues of journals including Gender, Work and Organisation, B.J.M, Int.Jnl.Proj.Mgt, Int.Jnl.Ops.&.Prod.Mgt (3), Mgt.Decn,, Expat:dev.res.agenda.  Faculty review for 138 journals including Int.Jnl.Ops.&.Prod.Mgt, B.J.M, Int.Jnl.Mgt.Revs, Hum.Rels, Res.Policy, J.M.S, Org.Studs, Mgt.Lng, Jnl.Acad.Mktg.Science, Small.Bus.Econs, Reg.Studs, Anals. Reg.Sci, Jnl.Econ.&.Sci.Geog, Jnl.Pol.Econ, Jnl.Evol.Econ, Int.Jnl.Entrepren.Edu, Jnl.Wld.Bus. 


Conference Organisation


Faculty have organised 40 conferences or symposia in the period.  Neely chaired PMA 2002, 2004 and 2006.  He served on the scientific committee of the 12th EurOMA conference in Budapest and the organising committee of SMESME 7 (2005).  He organised the second, third and fourth international symposia on the theory of measurement 2001, 2003, 2005.  Burke organised the GEM regional conference (2007) and Wilding the Logicon (2002/3). Wilding also organises the Logistics Research Network Annual Conference. Szwejczewski organises the annual Best Factory Conference. Peppard has served on the Committee of UKAIS since 2001.  Jenkins jointly co-ordinated the PDA conversations on Organisational Knowledge at AoM (2001/2) and was lead organiser of the Executive Doctoral Colloquium at AoM (2002/3). Vinnicombe organised the Symposium on Women Directors at AoM (2001) and the Women’s Leadership Summit organised by IOD (2002).  Turnbull-James organised the 5th Annual International Study Leadership Conference (2006).  Faculty have acted as track chairs at over 20 international conferences during the period including: POMS (2003), SMS (2004), AoM (2003), IFSAM (2004), PMA (2002 and 2004), EABS (2004).   


Invited Lectures and Keynotes


Faculty have given 128 keynote sessions and a further 24 invited lectures at universities, including Rome, Chalmers, Liverpool, Max Planck Institute, Hanken, Cass, Nottingham Business School, Cambridge, Sheffield, Aston, Exeter, Duesto and Lisbon as well as to conferences organised by CIM, the Statistical Institute, CIMA, IoD, the European Engineering Forum, the Motorsport Industry Association, the Russian Engineering Forum, the Strategic Planning Society and the Sunningdale Institute.  




Kakabadse received the Mosher Prize (2003) for the best academician paper in public administration for North America, awarded by the American Society for Public Administration.  Neely received an Emerald Literati Award for his paper (Neely et al 1995, “Performance Measurement System Design”, 15, 4). This is the most cited paper ever published in Int.Jnl.Ops.&.Prod.Mgt and was selected in 2007 as one of the most influential published in the journal during the last 25 years.  Additionally, his paper on “Dynamics of Value Creation” received a highly commended award from the Jnl.Intel.Cap. Tranfield received the PE Publishing Award for the best paper in the 2005 volume of Jnl.Eng.Man.  Buchanan’s paper on the “Role of photography in organisation research” was nominated in the top four most innovative papers in the Jnl.Mgt.Inq, (2001), cited in Bryman and Bell (OUP) 2003, and resulted in an invitation to write a chapter on visual methods in the Sage Dictionary of Qualitative Methods in Management, Thorpe and Holt (eds) 2007.  Ambrosini’s paper “Bridging the Worlds of Academy and Business” was nominated for the William H Newman Award for “outstanding papers based on a recent dissertation” at AoM (2002).  Bender (2007) received a Best Paper Award at the 4th International Conference on Corporate Governance. Adams (supervised by Denyer) won the Inaugural Emerald Best Doctoral Award (2003) and Datta (supervised by Allen/Christopher) was awarded best PhD (2007) by the Chartered Institute of Logistics and Transportation.  Freeman (BAM 2001, supervised by Vinnicombe and Knox), Wilson (BAM 2003, supervised by Turnbull-James and Vinnicombe), Kumra (BAM 2007, supervised by Vinnicombe), Nelson (BAM 2007, supervised by Vinnicombe), Pillay (BAM 2007, supervised by Braganza), and Dunnion (Irish AoM 2004, supervised by Knox), all won best paper prizes.  SoM was awarded both the Participation Prize and the Research Prize at BAM 2004.  In total, 23 Best Paper Awards have been won by faculty at conferences and five Emerald Literati Best Paper Awards: Tranfield (Mgt.Dec. 2001);  Bowman/Ambrosini (Mtg.Lng, 2005); Goffin/Szwejczewski (Int.Jnl.Phys.Dist.&.Log.Mgt, 2004); Neely (Int.Jnl.Ops.&.Prod.Mgt, 2003); Parker (Int.Jnl.Pub.Sec.Mgt, 2004).