essential-guide-to-qualitative-in-organizational-research

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– CONTRIBUTORS –––––––––– xiiiYiannis Gabriel is Professor in Organizational Theory, Tanaka Business School, ImperialCollege, London, having taught previously at Bath University. He has a degree in MechanicalEngineering from Imperial College London, where he also carried out postgraduate studiesin industrial sociology. He has a PhD in sociology from the University of California atBerkeley. His main research interests are in organizational and psychoanalytic theories,consumer studies, storytelling, folklore and culture. His latest book Storytelling in Organizations,looks into organizational folklore as a window into organizational culture and politics. Otherpublications include articles on computer folklore, organizational nostalgia, chaos andcomplexity in organizations, fantasies of organizational members about their leaders,organizational insults and research methodology using stories and narratives. He has beeneditor of the journal Management Learning and is associate editor of Human Relations.Dorothy Griffiths is Professor of Human Resource Management and Deputy Principal of theTanaka Business School at Imperial College, London. She has a degree in sociology from Londonand an MSc in the sociology of science and technology from the University of Bath. Her recentwork has focused on gender, science and technology and on a critique of the concept of corecompetencies. With other colleagues she is currently working on the transfer of managementlearning to practice. She is an editor of Feminist Review and Chair of the Feminist Review Trust.Claire Harris is a Research Associate at the Health Organizations Research Centre, Universityof Manchester Institute of Science and Technology. Her main research interests are cognitionand emotion and organizational change. She is currently researching aspects of organizationalchange within the health care sector, in particular implementation of electronic patient recordsand changes in working time for junior doctors within the NHS. She is also a facilitator for theLeadership Through Effective Human Resource Management programme at UMIST. Clairehas previously worked on a Health and Safety Executive funded project exploring the risks ofstress from a cognitive perspective at the University of Sheffield and the University ofNottingham.Jean Hartley is Professor of Organizational Analysis, Warwick Business School, Universityof Warwick, UK. She is also an ESRC Advanced Institute of Management Research (AIM)Public Service Fellow. Jean is responsible for the Local Government Centre’s researchprogrammes on organizational change, leadership and learning in public service organizations.She is the Research Director of the team monitoring and evaluating the Beacon CouncilScheme (concerned with inter-organizational learning and corporate and serviceimprovement). She has undertaken both formative and summative evaluations for governmenton programmes of service and organizational improvement and change in local public services.Her work on leadership includes developing a self-assessment instrument for politicalleadership. She has published three books and many articles on organizational psychology,public service improvement, and organizational change. She has written a number of articleson methods in organizational research, including case studies, employee surveys and coresearch.Frank Heller originally qualified in engineering followed by economics and psychology. Hewas Head of the Department of Management in what is now the University of Westminster,followed by a six year assignment as consultant to the International Labour Office and the