Management and Organisation Studies
Our research investigates the ongoing significance of management and organisation for present-day democratic societies through research on:
- Policy processes and governance; healthcare management and operations and the ethics of care with respect to commercialization and financialization in health and social care settings.
- Scenario planning; top management teams and strategic learning and inter-organisational dynamics; reappraisals of classic management texts and debates on ethics in management learning; education and research.
- Innovation and management in SMEs, especially high growth firms, through policy-orientated outputs relating to government, university and industry interactions and to regulation, business support programmes and entrepreneurial finance.
Related staff
Professor Bernard Burnes
Dr Catherine Casler
Professor Robin Fincham
Dr Tom Forbes
Dr Michael Walsh
Related outputs
Street level discretion, personal motives, and social embeddedness within public service ecosystems
Knox, S. and Arshed, N. (2023). Street level discretion, personal motives, and social embeddedness within public service ecosystems. Public Administration Review. https://doi.org/10.1111/puar.13761
Exit or stay: A critical incident analysis of decision-making in conflict-torn countries
Cornwell, A., Arakpogun, E.O. and Thomson, M. (2023). Exit or stay: A critical incident analysis of decision-making in conflict-torn countries. Journal of World Business, 58(4), 101459. https://doi.org/10.1016/j.jwb.2023.101459
Arshed N, Martin G & Knox S (2022). Ties That Bind or Blind? The Role of Identity and Place in Understanding Women Entrepreneurs’ Support Needs. Entrepreneurship Theory and Practice, 47(6), 2205-2232. https://doi.org/10.1177/10422587221134786
The political economy of and practical policies for inclusive growth
D, Varna G & Docherty I (2021) The political economy of and practical policies for inclusive growth—a case study of Scotland. Cambridge Journal of Regions, Economy and Society, 14(1), 197-215. https://doi.org/10.1093/cjres/rsaa039
Burt G, Mackay D & Mendibil K (2021) Overcoming multi-stakeholder fragmented narratives in land use, woodland and forestry policy: The role scenario planning and ‘dissociative jolts’. Technological Forecasting and Social Change, 166, Art. No.: 120663. https://doi.org/10.1016/j.techfore.2021.120663
The Origins of Lewin's Three-Step Model of Change
Burnes B (2020) The Origins of Lewin's Three-Step Model of Change. Journal of Applied Behavioral Science, 56 (1), pp. 32-59. https://doi.org/10.1177/0021886319892685
Rigidities of imagination in scenario planning: Strategic foresight through 'Unlearning'
Burt G & Nair AK (2020) Rigidities of imagination in scenario planning: Strategic foresight through 'Unlearning'. Technological Forecasting and Social Change, 153, Art. No.: 119927. https://doi.org/10.1016/j.techfore.2020.119927
The value of Big Data in government: The case of 'smart cities'
Löfgren K & Webster CWR (2020) The value of Big Data in government: The case of 'smart cities'. Big Data and Society, 7 (1). https://doi.org/10.1177/2053951720912775