business and management research institute - University of Ulster
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business and management research institute - University of Ulster



BUSINESS & MANAGEMENTRESEARCH INSTITUTEANNUAL REPORT(1 AUGUST 2006 - 31 JULY 2007)CONTENTSPage No1. Foreword from the Pro Vice Chancellor (Research and Innovation) 32. Foreword from the Director of the Research Institute 43. Research Institute Members 74. Research Structure 85. Research Students 126. Research Publications 137. Research Funding 198. Indicators of Esteem 20

1. Foreword by the Pro Vice Chancellor(Research and Innovation)I am delighted to welcome readers to our annualreports from University of Ulster Research Institutes.We have had an excellent year marked by greatachievements in recruiting superb researchers toacademic and research posts, attracting externalincome and completing work that has led to highlyprestigious papers, books and other outputs. Therehas been a very strong flow of research findings asnew disclosures to our Office of Innovation. These arebeing managed as promising new intellectual propertyand that Office also ensures that the expertise of ourstaff is accessed by external organisations throughconsultancy contracts. Overall our Institutes provide high quality researchenvironments that are strongly supportive of research. Our achievements pointto improved research capacity and capability amongst the University’s staff – thebest possible training environments for our increasing number of researchstudents. We are very proud of every student who graduates with a doctoraldegree and delighted that our statistics for successful completion rank very highlyin UK national comparisons.This past year was marked by final preparations for the forthcoming UK ResearchAssessment Exercise (RAE). The work to be submitted for RAE has been underwaysince 2001, so some of it is detailed in the current Annual Reports. The Universityis proud of the quality of its RAE submission and looks forward confidently to theannouncement of outcomes at the end of 2008.The enhanced research performance of recent years is in line with that plannedfor in our Strategy and Action Plan for Research, Research Training and Innovation,entitled SUPPORTIVe 1 . Developed through comprehensive, university-wideconsultation, SUPPORTIVe articulates our commitment to ensuring that researchat the University of Ulster fully supports our goals summarized as ‘excellence,innovation and regional engagement’.I commend this report to you as a demonstration that University of Ulsterresearch ranks proudly amongst UK institutions; documents, analyses and shapesthe modern Northern Ireland and attracts international recognition and awards.Professor Bernie HanniganPro Vice Chancellor (Research & Innovation)1

2. Foreword by theResearch Institute DirectorThe University of Ulster is committed to producinghigh quality research of international standing.Innovative and enterprising, the Institution also makesa significant contribution to the regional economy.The University of Ulster Vision is: To be a universitywith a national and international reputation for excellence,innovation and regional engagement.Addressing this vision the Business and ManagementResearch Institute’s (BMRI) strategic aim is:To maintain and develop a creative and innovation basedculture with a local resource and global reputation by,promoting the development of national/internationalresearch and enhancing the delivery of research outcomes.The local resource and global reputation are manifest in:• The BMRI consists of twenty eight staff and thirty five doctoral students.• Successfully organizing five major conferences since 2001. In particular, actingas co-host of the British Academy of Management conference in 2006.• Total number of peer reviewed journal publications in excess of two hundredsince 2001.• Research income of £1.94m from major funding bodies since 2001.• Active international linkages with thirty eight universities in fourteencountries.• Active industry links with companies throughout Ireland, UK, Europe and theUSA• Internationally renowned distinctive competences in SME research.• Active memberships of seven professional and academic bodies and thirtynine journal review boards.• Being renowned for doctoral provision as evidenced by a QAA audit in 2006and achieving ESRC recognition in 2007.BMRI Research Strategy RationaleThe University within its mission statement makes a strong commitmentto serving the regional community and is regarded as a valuable source ofresearch in all areas of Northern Ireland society. Within Northern Irelandthere are very few large companies employing over 1000 with only 35 ofthe 100 largest companies locally owned and thus direct links with industryare predominantly with SMEs. Consequently, bmri staff have establishedinternationally recognised research strengths in SME management issues.Within the BMRI there is a concentration on research relevant to SMEs, regionaldevelopment and peripherality in addition to the service and public sectors andthe other mainstream activities across the spectrum of business and managementstudies. The group is one of the largest pool of specialised academic labour in thearea on the island of Ireland and has many links with the public sector, commerceand industry.The University is committed to technology and knowledge transfer regardingit as a vital contribution to the continuing economic development and wellbeingof Northern Ireland. This also reflects the views of national funding4

organizations, such as EPSRC and ESRC, which place a major emphasison such activities. The Research Institute plays an important role in theseactivities with 9 active KTP programmes and 3 FUSION projects since2001. This represents a significant proportion of all KTP activity nationally.The BMRI’s strategy also reflects the views of regional and national governmentbodies such as InvestNI (similar role to regional development agencies in Englandand Wales), the Review of Public Administration (NI) completed in 2006 and theten year Science and Innovation Investment Framework (2004-2014) supportedby HM Treasury and the DTI. These regional and national bodies emphasise aneed within the private and public sector to develop an innovation based culturewith the appropriate entrepreneurial and management skills, a focus on improvingproductivity levels, promoting the development of national/internationalnetworks and enhancing the delivery of services across the public sector.The enhancement and further development of established international standingof the BMRI’s research is achieved through both formal and informal arrangements.For example: peer-reviewed publications; inter-country and inter-universitycollaborations; engagement in international academic publishing through journalarticles; memberships of review boards; PhD external examining; and visitingprofessorships to and from international institutions.Research Disipline ThemesThe BMRI places considerable emphasis on developing a strong creative andinnovative research culture. Research complements and reflects governmentthinking at a regional and national level in terms of supporting an agenda for changewithin the private and public sector. These features are carried through into threebroad sub-disciplines in Operations Management, Marketing and Social Economy.Operations Management: Concentrates on research related to performanceand productivity improvements in terms of knowledge, quality and supplymanagement, the management of innovation processes and the developmentof networks with an emphasis on inter-organisational relationships.Marketing: Focuses on internationalization, innovation and entrepreneurialstrategies for SMEs, consumer behaviour issues and their effect on service deliveryand the impact of e-commerce on performance improvement. Researchers inthis theme have a strong distinctive competence in Qualitative Methodologies.Social Economy: Concerned with human resource issues related to disadvantagedgroups, the financial implications of Northern Ireland’s public administration reviewon the delivery of public services and the performance of not-for-profit organizations.The following are the main objectives over the next five year period and reflect themajor investment by the University in forming and sustaining Research Institutes,whilst taking cognizance of regional and national economic policy:• To maintain an emphasis on research selectivity and to further improve thequality of research outputs• To provide a supporting research environment for early career researchersand post graduate students as part of the capacity building role.• To promote research excellence through the continuation of the VisitingScholar and Visiting Professor Schemes and to further develop the existinginternational network of research collaboration by exploiting potentialfunding opportunities.5

• To monitor and evaluate new research initiatives in order to ensure that theappropriate resources are available to ensure successful research outcomes.• To ensure that elements of the research conducted by the Unit reflect theneeds of the stakeholder groups within a regional setting.Professor Paul HumphreysDirector of Business & Management Research Institute6

3. Research INSTITUTE MEMBERSMEMBERS OF THE RESEARCH INSTITUTE (as at 31 July 2006)Vice-Chancellor:Professor Richard Barnett BSc (Salford), PhD (Salford)Dean of Faculty:Professor Robert Hutchinson BSc (Ulster), MA (Warwick), FCMIDirector of Research Institute:Professor Paul Humphreys MEng (Belfast), MBA (Ulster), PhD (Belfast), CEng, MIMechE, MILTProfessorsJim Bell D.I.L (B.I.L.), Dip. M. (C.I.M), MBA (QUB), MA (Hons) (St. Andrews), PhD (Strathclyde)Stephen Brown BA (Belfast), PhD (Belfast)David Carson DipM (CIM), MBA (Belfast), PhD (UCD)Andrew Erridge BA (Sussex), MSc (London), MCIPSAudrey Gilmore DipM (CIM), MA (Ulster), DPhil (Ulster)Colin Glass BSc (Econ), (Belfast), MSc (Econ) (London)Paul Humphreys MEng (Belfast), MBA (Ulster), PhD (Belfast), CEng, MIMechE, MILTRodney McAdam BSc (Belfast), MA (Lancaster), PhD (Belfast), PhD (Ulster), CEng, MRAeS, MILTMarie McHugh BA (Belfast), MSc (Belfast), PhD (Ulster), MILTRonan McIvor BA (Ulster), MSc (Ulster), PhD (Ulster)Senior LecturersMark Durkin Cert Fin Services (IOB and UCD), MA (Ulster), PgCUT (Ulster), PhD (Loughborough), FCIMEmily Boyle BA (Belfast), PhD (Belfast)Pauric McGowan BA (Wolverhampton Polytechnic), MBA (Aston), PhD (Ulster), MMIILecturersTrevor Cadden BA (Ulster)Guangming Cao BSc (NW Poly China), MSc (Luton), PhD (Luton)Brendan Galbraith BA (Ulster) MBS (Ulster)Karise Hutchinson, BA (Ulster)Patrick Ibbotson BSc (Belfast), MBA (Ulster), MSc, PhD (Belfast)Sharon Loane BA (Belfast), PhD (Ulster)Martin McCracken BA (Napier), MA (Leeds), PhD (Napier)Sandra Moffett BA (Ulster), MBA (Ulster), DPhil (Ulster)Aodheen O’Donnell BSC (Belfast), MBA (Ulster), PhD (Ulster)Paula O’Kane BSc (Ulster) PhD (Ulster)Barry Quinn BA, DPhil (Ulster)Elaine Ramsey BA, MSc, PhD (Ulster)Lorna Stevens BA (Hons) MA, PhD (Ulster)Anthony Wall BA (Ulster)Research AssociatesNeil Mitchell BSc (Ulster) MBA (Ulster)Secretarial StaffHeather BrownJennifer Larkin7

4. Research STRUCTUREResearch within the BMRI focuses on three main research areas which are then sub-divided into research themes. Thethree main research areas are: Operations Management, Marketing and Social Enterprise. This reflects, not only the areasof national/international research strengths within the Unit of Assessment but also supports the strategic direction ofthe regional economy in which the Unit operates. The thematic areas and associated membership are outlined below:Operations ManagementTheme 1 - Supply Management: Cadden; Erridge; Humphreys; McIvorTheme 2 – Business Improvement: McAdam; Galbraith; Moffett; CaoMarketingTheme 3 - International: Bell; Hutchinson; Ibbotson; Loane; O’Kane; Quinn; RamseyTheme 4 - Marketing Management, Services & SMEs: Carson; Gilmore; McGowanTheme 5 - Consumer: Boyle; Brown; Durkin; O’Donnell; StevensSocial EconomyTheme 6 - Accounting and Finance: Glass; WallTheme 7 - HRM: McCracken; McHugh; HeatonThe work of individual members is described under each of the thematic areas as outlined below:Operations ManagementThis sub-unit has consolidated its work in the application of qualitative/quantitative systems based ideas and models.A major interest for members of the sub-unit is around the implications for a range of organizations across the publicand private sector of the quality management philosophy. This is reflected in research work that concentrates on supplymanagement and business process improvement. Research across the sub-unit reflects current thinking in the area withregard to the need to integrate theories from other disciplines. This supports the views expressed in previous RAEassessments of the need to look at management problems from a variety of theoretical perspectives.Theme 1 – Supply ManagementKey Focus of Activities• Integration of theories including transaction cost economics (TCE), organizational theory and the resource-basedview (RBV) to gain new perspectives with regard to electronic commerce and the role of intermediaries, theoutsourcing decision-making process, supplier development strategies and early supplier involvement in the designprocess. (Cadden, Humphreys and McIvor)• Collaborative projects with colleagues in the Intelligent Systems Engineering Laboratory located within theFaculty of Engineering which has investigated the application of computational intelligence techniques to supplymanagement problems, such as assessing supplier environmental performance, the make or buy decision and supplychain design strategies. (Humphreys and McIvor)• Examining supply management practices in the public sector with support being provided by the GovernmentPurchasing Agency. The work has investigated the interaction between senior finance and procurement officialsin Treasury, the Cabinet Office and government departments, exploring how partnerships assist in building socialcapital. (Erridge)Theme 2 – Business ImprovementKey Focus of Activities• Knowledge-centered approaches to improving levels of creativity and innovation in the knowledge based economy.The work has resulted in organizational knowledge management assessment tools for intelligent business supportsystems, with prototype applications developed based on semantic technologies. (McAdam and Moffett)68

• Development of Innovation Management models and methodologies within public and private sector organizations.The research has explored the role of business improvement and quality management philosophies andmethodologies in improving competitiveness from a critical perspective both in large organizations and SMEs.(McAdam). One project with a major electrical utility company, Veridian PLC, led to a National Quality Award forBusiness Excellence.• Innovation Management in University Science Parks and Incubators (USPI) addressing the development of theoryand practice from an Absorptive Capacity perspective. Research has identified and probed the core businessprocesses and innovation routines of USPI in the USA and Europe. (Galbraith and McAdam)• Innovation based approaches to the Management of organizational change (MOC) using systemic perspectives.Emphasis has been placed on cross disciplinary issues such as managing the diversity elements of innovation andinteraction of different types of organizational change and innovation. (Cao)MarketingNorthern Ireland’s future prosperity is highly dependent on the international competitiveness of its industrial base:service sectors and small businesses have largely displaced agriculture and large-scale manufacturing. This is the context inwhich the Marketing sub-unit operates and which gives meaning to its research. Much of the sub-unit’s research is sectorspecific and/or focused on marketing in the context of entrepreneurial/SME management. Although there is particularregional relevance, the research is also in the national and international context. This is consistent with observations onthe need for more small business research emanating from previous RAE exercises that involve comparative studies,both within the EU and internationally. Hence, research examines the theory and practice of marketing in a variety ofbusiness contexts. Key research themes include marketing competencies, networking, international marketing, financialservices and e-commerce.Theme 3 – InternationalKey Focus of Activities• The Internationalization of SMEs and international entrepreneurship issues. The importance of international newventures (INVs), particularly those within knowledge-intensive sectors will provide much of the future growthwithin the advanced economies. As most of these INVs are SMEs, understanding their internationalization processesand strategies is critical in terms of improving their international competitiveness and in developing appropriatepolicy. The research seeks to provide new perspectives on rapid internationalization of knowledge-based firms withregard to the role of the Internet, networking and the influence of top management teams. (Bell & Loane)• The impact of E-Business/E-Marketing on the development of SMEs. The specific focus is on the assimilation of newtechnologies, skills acquisition and the internationalization process. In addition, the research has taken a criticallook at the nature/level of support provided by central and local government. The research output to date hasexamined the practical management problems experienced by SMEs and entrepreneurial firms as they embrace andimplement E-Business strategies. (Ibbotson & Ramsey)• The internationalization of retail operations, with an emphasis on smaller UK retail companies. Key areas ofresearch include the nature and characteristics of SME retailer expansion and the role of stakeholders and learningprocesses within retail internationalization. In particular, the work on stakeholders in retail internationalization hasbeen extended to examine the divestment processes within the broader process of corporate restructuring andorganizational learning. (O’Kane, Quinn and Hutchinson)In all of these areas, innovative research designs have been employed, characterized by a qualitative and holistic integrationof micro-firm and macro-industry perspectives, the use of Internet-based methodologies and the use of projectivetechniques.This research, externally funded by the DETI, InvestNI and the Irish Exporters Association, has significant implicationsfor both practitioners and policy makers. A British Academy Research Grant was also obtained for the study on theInternationalization of UK retailers.9

Theme 4 – Marketing Management in Services & SMEsKey Focus of Activities• Long-term international collaborative studies focusing on how SME owner-managers do business, how they usenetworking to improve management decision-making and business activities and how they developed managerialcompetencies over time. The nature of the research has led to the publication of a highly successful researchtextbook in the area of qualitative methodologies published by Sage in 2001. (Carson, Gilmore and O’Donnell)• A focus on management competencies, collaboration and development in service marketing, tourism andmanagement in service contexts. Research surrounding quality in marketing decision making, and managementcompetency development to synchronise with organisational change evolved from work with and sponsored byStena Line, the international ferry company. (Carson and Gilmore)• Research in the service domain also features the study of transactional and relationship marketing in retail bankingand communication in corporate and retail banking contexts. Specifically, the work seeks to uncover the influencersand barriers to adoption of online banking platforms from the perspective of both customer and bank. Through avariety of qualitative and quantitative studies this work has contributed to the theoretical domain in the emergingarea of remote relationship management and has helped crystallise the managerial challenges facing marketers inthis new context. (Carson, Durkin, Gilmore and O’Donnell)Theme 5 – ConsumerKey Focus of Activities• Much of the group’s work takes a postmodern approach to the study of consumer research, challenging the micromanagerial,quasi-scientific, production and economic focus of traditional marketing. Instead a macro-, arts andhumanities, consumption and cultural focus is adopted.• Investigating the concept of retro brands to develop practical theory that contributes to marketing principlesand practice, particularly brand management. The study of retro branding allows the consumer perspective to beexamined and conceptualizes the implications of this information for marketing practitioners. The research hasbeen published in some of the leading journals, including the Journal of Marketing and Harvard Business Review. Theresearch was also recognized by Harvard Business Review as one of the Breakthrough ideas for 2002. (Brown)• A further strand of investigation published in the Journal of Consumer Research integrates two aspects of theshopping experience, the study of place and space and the analysis of consumer/marketer relations. The workextends previous studies in this area, by indicating how consumers negotiate cultural meanings and suggests a rangeof strategies that producers/retailers could adopt. (Brown)• An interpretive and qualitative approach to the study of feminist and gender perspectives in marketing andconsumer behaviour. The research is consumer/reader focused, exploring consumers’ relationship with themarketplace, and in particular the experiential aspects of advertising and media consumption. (Stevens)• A focus on issues related to consumer value and brands. In particular, the research has analysed and synthesizedliterature from a range of disciplines, not only in the area of marketing (including marketing, brand managementand marketing communications),but also consumer psychology/behaviour and social anthropology. This has led tothe development of a number of conceptual models, including one on the formation of experiential value/cost andanother on the brand co-creation process. (Boyle)10

Social EconomyThis sub-unit employs accounting/finance and human resource management methodologies to research issues identifiedby the UK Government’s Strategy for Social Enterprise (DTI Report, 2002). Its research work also provides novelapplications of recent theoretical developments to contemporary issues in the public and private sectors. Much ofthe sub-unit’s work relates to the above Strategy Report’s call to research (i) the size, productivity, competitivenessand wealth creation/regeneration capability of the Social Enterprise sector in relation to international best practice,(ii) the finance and accountability of social enterprises, and (iii) the management training, skills development andbusiness support available to the Social Economy sector. The wider research contribution investigates how changesin government requirements with respect to performance assessment measurement, regulatory governance, and interagencycooperation impact on the management of human and financial resources in the private and public sectors.Theme 6 – Accounting/FinanceKey Focus of ActivitiesResearch is clustered around a number of distinct themes – efficiency measurement issues and policy evaluation in thepublic sector, financial cooperatives, and accounting/finance governance issues.• New approaches to efficiency measurement for policy evaluations with empirical applications to higher education.This research has pioneered profit and cost-constrained revenue efficiency analyses for policy evaluations in UKhigher. It also indicates how a principal-agent framework can be used to assess the 2003 HE White Paper (Cm5735) policy goals of increased efficiency via greater specialisation and larger size. (Glass)• In line with the DTI (2002) Strategy Report on Social Enterprise, research is focused on the financial/regulatorystructures of credit unions in the UK, the US, and in the new East-European members of the EU. A current projecton how credit union performance is affected by differing socio-economic conditions is being funded by the RoyalIrish Academy Third Sector Research Programme. Closely related accounting research indicates how the FinancialServices Authority’s new governance regime for credit unions will inevitably result in mergers. (Glass and Wall)• Extending the theme of accounting/finance governance issues, one research focus examines how changes in UKcorporate governance regulation impacts on the finance and performance of retail companies, while anotherexamines how regulatory changes by the Accounting Standards Board impact on the Private Finance Initiative. Afurther focus addresses the contemporary issue of how accounting for intellectual capital affects performancemeasurement and management. (Wall)Theme 7 – Human Resource ManagementKey Focus of ActivitiesThe group’s research is focused mainly on skills development, employability and the contribution of trade unions associal partners.• Research in the area of Human Resource Development, with a particular emphasis on the barriers to learningand skills development. In conjunction with international academic collaborators, research has focused on theissues surrounding inter-agency co-operation in the field of employability policy, with this work being funded andsupported by the Department for Employment and Learning (DEL). Research has also been commissioned by theSector Skills Development Agency to inform its stakeholders with regard to skill deficiencies in a number of sectorsin the UK. (McCracken)• Research also applies an organizational theory dimension to investigating HRM issues. For example, within thecontext of the Review of Pubic Administration, the work on internet technologies has investigated the behaviouralaspects of managing technological change and its impact on HRM practices. In addition, the ongoing researchproject with health service professionals, funded by the British Psychological Society, has looked at HRM practicesfor clinicians and is currently investigating the personnel implications of work-life balance. (McHugh)11

5. Research STUDENTSStatusGRADUATING STUDENTSTen doctoral students graduated in the 2006-07 academic year.Their names, thesis titles and supervisors are listed belowSTUDENT THESIS TITLE SUPERVISOREmma McClelland The Growth and Development of Female Entrepreneurial Dr P IbbotsonFirms in IrelandProf J BellAlison Hampton The Role and nature of network Relationships For Dr P McGowanfemale EntrepreneursMartina O’Donnell Supply Chain Optimisation: Minimising the Bullwhip Effect Prof P HumphreysDr R McIvorMichele O’Dwyer Identifying and Evaluating Innovative marketing in SMEs Prof. D CarsonProf A GilmoreDenise Crossan Towards a Classification Framework for Not-for-Profit Prof J BellOrganisationsDr P IbbotsonMartin Owens Formation and Management of International Joint Ventures Dr B Quinnin RetailingBeverly Hulbert The Management of Opportunity Prof D CarsonProf A GilmoreLaura Wells An investigation into the importance of packaging Ms H Farleydesign for own-label brandsDr G ArmstrongTim Walker The role of best value and performance management in Prof R McAdamdelivering change within UK councils: exploratory studyAnthony Patterson Inventing the theme pubs of Ireland: the importance of Prof S Brownbeing postcolonial12

6. Research PUBLICATIONSPERIOD AUGUST 2005 - JULY 2007Articles In Refereed Academic Journals/Professional JournalsAnderson, K and McADAM, R., (2006) “Choosing the best business improvement strategy: the effects of organizationalsize and sector on management decision making”, Journal of General Management, Vol 32, No 1, pp. 13-29.ACHESON G, G. and Turner, J.D. (2006) “The Impact of Limited Liability on Ownership and Control: Irish Banking,1877-1914”, Economic History Review, Vol 59, pp 320-346.Bond, S. and McCRACKEN, M. (2005) “The Importance of Training in Operationalising HR Policy”, Journal of EuropeanIndustrial Training,Vol 29, No 2/3, pp 246-260.BOYLE, E. and Harrison, J. (2006) “Falling into the capability trap: the role of the firm’s predominant managerial mentalmodels”, Management Decision, Vol 44, No 2.Brennan, M., McGovern, P and McGOWAN, P (2007) “Academic Entrepreneurship on the Island of Ireland: Re-orientatingacademia within the knowledge economy”, Irish Journal of Management, Special Edition on Entrepreneurship on the Islandof Ireland.BROWN, S., (2006), “Representing Consumer Research: A Novel Approach”, in Advances in Consumer Research, pp 70-74.BROWN, S., (2006), “Recycling Postmodern Marketing”, The Marketing Review, Vol 6, pp 211-230.BROWN, S., (2006), “Breaking the Boundaries of Literary Convention: A New Approach for an International Bestseller”,Strategic Direction, Vol 22, No 11, pp 25-27.BROWN, S., (2006), “School of Rock”, The Marketer, 30 November, pp 22-23.BROWN, S., Patterson A., (2007), “Rosmerta Marketing: Introduction to the Second Special Issue”, Journal of StrategicMarketing, Vol 15, No 1, pp 41-51.BROWN, S., Patterson A., (2007), “Inventing the Pubs of Ireland: The Importance of Being Postcolonial”, Journal of StrategicMarketing, Vol 15, No 1, pp 41-51.BROWN, S., (2007), “I Bet You Look Good on the Salesfloor”, Journal of Strategic Marketing, Vol 15, No 1, pp 53-63.BROWN, S., (2007), “The Closing of the Marketing Frontier”, Journal of Strategic Marketing, Vol 15, No 1, pp 65-75.Cairns, P., Alexander, N. and QUINN, B. (2005) “International Retail Divestment Activity”, The International Journal ofRetail and Distribution Management, Vol 33, No 1, pp 5-22.Catterall, M., Maclaran, P., & STEVENS, L. (2005), “Postmodern Paralysis: The Critical Impasse in Feminist Perspectives onConsumers”, Journal of Marketing Management, Vol 21, No 5-6, July, pp 489-504.Catterall, M., Maclaran, P., & STEVENS, L. (2006), “The Transformative Potential of Feminist Critique in ConsumerResearch”, Advances in Consumer Research, Association for Consumer Research, Vol 33, Spring, pp 222-226.CAO, G. and McHUGH, M. (2005) “A systemic view of change management and its conceptual underpinnings”, SystemicPractice and Action Research, Vol 18,No 5, pp 475-490.Chan, F., Chan, C., Chan, M. and HUMPHREYS, P. (2005) “An integrated fuzzy approach for the selection of manufacturingtechnologies”, International Journal of Advanced Manufacturing Technology, Vol 27, pp747-758.13

DURKIN, M., O’DONNELL, A., Mulholland, G. and Crowe, J. (2007), “On E-Banking Adoption: From Banker Perceptionto Customer Reality”, Journal of Strategic Marketing, Vol 15, No 3, pp237-252 .DURKIN, M., (2007), “On the role of bank staff in customer purchasing online”, Marketing, Intelligence and Planning, Vol25, No 1, pp82-97.DURKIN, M., (2006), “Neglecting the remote relationship: Lessons from Internet Banking”, Monash Business Review, Vol2, No 1, pp21-22.GILMORE, A and Simmons, G., (2007) “Tourism Marketing and National Parks: Are They Compatible?” Journal of StrategicChange, Vol 16, August, pp191-200.GILMORE, A and CARSON, D., Fawcett, L and Ascencao, M., (2007) “Managing Balance in a Tourism Context”, Irish Journalof Management, forthcoming.GILMORE, A and CARSON, D., Fawcett, L and Ascencao, M., (2007) “Sustainable Tourism Marketing at a World HeritageSite”, The Journal of Strategic Marketing, Vol 15, May-July, pp131-142.GILMORE, A and CARSON, D., Fawcett, L and Ascencao, M., (2007) “Sustainable Marketing – the Case of Northern Cyprus”,The Marketing Review, Vol 7, No 2, pp113-124.GILMORE, A. and Simmons, G. (2007) “Integrating sustainable tourism and marketing management: Can national parksprovide the framework for strategic change?” Strategic Change Journal, Vol 16, August, pp191-200.Glackin, C., Maguire, L., MCIVOR, R. and HUMPHREYS, P. and Herman, P. (2007) “A comparison of fuzzy strategies forcorporate acquisition analysis”, Fuzzy Sets and Systems, Vol 158, No 18, pp 2039-2056.GLASS, J.C., McCallion, G., McKillop, D.G., Rasaratnam, S. and Stringer, K.S. (2006) “Implications of Variant EfficiencyMeasures for Policy Evaluations in UK Higher Education”, Socio-Economic Planning Sciences, Vol 40, pp 119-142.GLASS, J.C., McCallion, G., McKillop, D.G. and Stringer, K.S. (2006) “A ‘Technically-Level Playing-field’ Profit EfficiencyAnalysis of Enforced Competition between Publicly-Funded Institutions”, European Economic Review, Vol 50, No 6, pp1601-1626.GLASS, J.C. and McKillop, D.G. (2006) “The Impact of Differing Operating Environments on US Credit Union Performance,1993-2001”, Applied Financial Economics, Vol 16, pp 1285-1300.Gray, B., Grundvåg Ottesen, G., BELL J., Chapman C. and Whiten, J. (2006), “What are the essential capabilities ofmarketers? A comparative study of managers’, academics’ and students’ perceptions”, Marketing Intelligence and Planning,Vol 25, No 3, pp 271-285.Hazlett, S., McADAM, R and Murray, L. (2007), “From Quality Management to socially responsible organizations: the casefor CSR”, International Journal of Quality and Reliability Management (special issue), Vol 24, No 7, pp. 669-682.Hazlett, S., McADAM, R and Sohal, A. (2007), “Quality Management and CSR”, International Journal of Quality andReliability Management, Vol 24, No 7, pp. 665-668.Henderson. J., McADAM, R and Leonard, D. (2006), “Reflecting on a TQM based university/industry partnership:contributions to research methodology and organizational learning”, Management Decision, Vol 44, No 10, pp 1422-1440.Hollywood, L,, Armstong, G A and DURKIN, M G (2007) “Using Behavioural and motivational thinking in food segmentation”,International Journal of Retail and Distribution Management, Vol 35, No 8.HUMPHREYS, P., McADAM, R. and Leckey, J. (2005) “Longitudinal evaluation of innovation implementation in SMEs”,European Journal of Innovation Management, Vol 8, No 3, pp283-304.14

HUMPHREYS, P., Huang, G. and CADDEN, T (2005) “A web-based supplier evaluation tool for the product developmentprocess”, Industrial Management and Data Systems, Vol 105, No 2, pp137-146.HUMPHREYS, P., MCIVOR, R. and CADDEN, T.(2006) “B2B commerce and its implications for the buyer-supplierinterface”, Supply Chain Management: An International Journal, Vol 11, No 2, pp131-139.HUMPHREYS, P., McCloskey, A., MCIVOR, R. and Maguire, L. (2006) “Employing dynamic fuzzy membership functions toassess environmental performance in the supplier selection process, International Journal of Production Research,Vol44, No 12, pp2379-2420.HUMPHREYS, P., Huang, G., CADDEN, T. and MCIVOR, R. (2007) “Integrating design metrics within the early supplierselection process”, Journal of Purchasing and Supply Management, Vol 13, No 1, pp. 42-52.HUTCHINSON, K., QUINN, B. and Alexander, N. (2006) “Role of Management Characteristics in the Internationalisationof SMEs: Evidence from the UK Retail Sector”, Journal of Small Business and Enterprise Development, Vol 13, No 4, pp513-534.HUTCHINSON, K., QUINN, B. and Alexander, N. (2006) “SME Retailer Internationalisation: Case Study Evidence fromBritish Retailers”, International Marketing Review, Vol 23, No 1, pp 25-53.HUTCHINSON, K., QUINN, B. and Alexander, N. (2005) “The Internationalisation of Small to Medium-Sized RetailCompanies: Towards a Conceptual Framework”, Journal of Marketing Management, Vol 21, Nos 1/2, pp 149-179.HUTCHINSON, K., QUINN, B., Alexander, N. and Doherty, A.M. (2007) “Understanding SMEs’ Decisions to Internationalise:Qualitative Evidence from the Retail Sector”, Journal of International Marketing, Vol 15, No 3, pp 96-122.IBBOTSON, P. and Moran, L. (2005) “The Role of Banks in the Evolution of Small Entrepreneurial Irish Firms”, Journal ofSmall Business and Enterprise Development, Vol 12, No 4, pp 556-663.Kerr, R., Garvin, J., Heaton, N. and BOYLE, E. (2006) “Emotional intelligence and leadership effectiveness”, Leadership andOrganization Development Journal, Vol 27, No 4, pp265-279.Lee, P., and HUMPHREYS, P (2007) “The role of guanxi in supply management practices”, International Journal ofProduction Economics, Vol 106, No 2, pp 450-467.LOANE, S. & BELL, J. (2006) “Rapid Internationalisation among Entrepreneurial Firms in Australia, Canada, Ireland andNew Zealand: an extension to the network approach”, International Marketing Review, Vol 23, No 5, pp 467-485.LOANE, S., BELL, J. & McNaughton, R. (2006) “Employing information communication technologies to enhance qualitativeinternational marketing enquiry”, International Marketing Review, Vol 23, No 4, pp 438-455.LOANE, S.,BELL, J. & Deans, K.R. (2007) “Internet adoption by rapidly internationalising SMEs: A Further Challenge tostaged e-Adoption models” International Journal of Entrepreneurship and Small Business, Vol 4 (in press 2007)LOANE, S., & BELL, J., (2006) “Rapid Internationalisation among Entrepreneurial Firms: An Extension to the NetworkApproach” International Marketing Review, Vol 23 No 5, pp 467-485.LOANE, S., BELL, J., & Mc Naughton, R. (2006) “Employing Information Communication Technologies (ICT) to EnhanceQualitative International Marketing Enquiry” International Marketing Review, Vol 23, No 4, pp 438-455.LOANE, S., (2006) “The Role of the Internet in the Internationalisation of Small and Medium Sized Companies”, Journalof International Entrepreneurship, Vol 3, pp 263-277.Martin, G., Connolly, C., and WALL, A. P., (2007) “Standing Between the Sticks: The Role of the Comptroller & AuditorGeneral in Ireland and Northern Ireland”, Accountancy Ireland, August, Vol 39, No 4, pp 14-18.McADAM, R and Mitchell, N. (2007) “Reconceptualising quality models to achieve innovation objectives”, InternationalJournal of Technology Management, Vol 37, No 1/2, pp13-28.15

McADAM, R and Murray, E. (2007) “A comparative analysis of quality management standards for contract researchorganisations in clinical trials”, International Journal of Health Care Quality Assurance, Vol 20, No 1, pp 16-33.McADAM, R., Mason, B and McCrory, J. (2007) “Exploring the dichotomies within the tacit knowledge literature: towardsa process of tacit knowing in organizations”, Journal of Knowledge Management, Vol 11, No 2, pp 43-59.McADAM, R., Keogh, W., Reid, R and MITCHELL, N. (2007) “Implementing innovation management in manufacturingSMEs: a longitudinal study “, Journal of Small Business and Enterprise Development, Vol 14, No 3, pp 385-403.McADAM, R and Keogh, W. (2006) “Incubating enterprise and knowledge: a stakeholder approach”, International Journalof Knowledge Management Studies, Vol 1, No 2, pp 103-120. (special issue).McADAM, R and Keogh, W. (2006) Joint editorship on special issue: “Entrepreneurship, Management and the KnowledgeBase”, International Journal of Knowledge Management Studies, Vol 1, No 2.McADAM, R., Reid, R and Keogh, W. (2006) “Technology and market knowledge creation and idea generation: an integratedquality approach”, International Journal of Technology Management, Vol 34, No 3, pp 340-346.McADAM, R., Hazlett, S and Henderson, J. (2006) “Legitimising quality principles through critical incidents in organizationaldevelopment”, International Journal of Quality and Reliability Management, Vol 23, No 1, pp 27-41.McAdam, M., GALBRAITH, B., McADAM, R. and HUMPHREYS, P. (2006) “Business processes and networks in universityincubators: a review and research agendas”, Technology Analysis and Strategic Management, Vol 18, No 5, pp.451-472.McClelland, E., Swail, J., BELL, J. & IBBOTSON, P. (2005) “Following the pathway of female entrepreneurs: a six countryinvestigation”, International Journal of Entrepreneurial Behaviour and Research, Vol 11, No 2, pp 84-107.McCloskey, T., McIVOR, R., Maguire, L., HUMPHREYS, P. and O’Donnell, T. (2006) “A user centred corporate acquisitionsystem: a dynamic fuzzy membership functions approach”, Decision Support Systems, Vol 41, No 1, pp162-185.McCole, P. and RAMSEY, E. (2005) “A Profile of Adopters and Non-Adopters of E-Commerce in SME professional ServiceFirms”, Australasian Marketing Journal, Vol 13, No 1, pp 36-48.McCRACKEN, M. (2005) “Towards a Typology of Managerial Barriers to Learning”, Journal of Management Development,Vol 24, No 6, pp559-575.McCRACKEN, M. and Winterton, J. (2006) “What about the managers? Contradictions between lifelong learning andmanagement development”, International Journal of Training and Development, Vol 10, No 1, pp55-66.McHUGH, M., Johnston, K. and McClelland, D. (2007) “HRM and the management of clinicians within the NHS”,International Journal of Public Sector Management, Vol 20, No 4, pp 314-324.McIVOR, R., McCloskey, A., HUMPHREYS, P. and Maguire, L.(2006) “Using a fuzzy approach to support financial analysisin the corporate acquisition process”, Expert Systems with Applications, Vol 27, No 4, pp533-547.McIVOR, R., HUMPHREYS, P., and CADDEN, T. (2006) “Supplier involvement in design: Insights from the electronicsindustry”, Journal of Engineering and Technology Management, Vol 23, No 4, pp. 374-397.McKillop, D.G., GLASS, J.C. and Ward, A.M. (2005) “Cost efficiency, Environmental Influences and UK Credit Unions,1991 to 2001”, Managerial Finance, Vol 31, No 11, pp 72-86.McNaughton, R. & BELL, J. (2006), “Networks and Small firm internationalisation: Introduction”, International Journal ofEntrepreneurship and Innovation Management Vol 6, No 6, pp 487-489.Nummela, N., LOANE, S. & BELL J. (2006), “Change in SME internationalisation: An Irish Perspective” Journal of SmallBusiness and Enterprise Development, Vol 13 No 4, pp 562-583.16

O’Donnell, M., Maguire, L., McIVOR, R. and HUMPHREYS, P. (2006),“Using Genetic Algorithms (GAs) to Minimise theBullwhip Effect”, International Journal of Production Research, Vol 44, No 8, pp1523-1543.O’KANE, P, Palmer, M. and Hargie, O. (2007) “Workplace Interactions and the Polymorphic Role of E-mail”, Leadershipand Organizational Development Journal, Vol 28, No 4, pp.308-324.O’KANE, P. and Hargie, O. (2007) “Intentional and Unintentional Consequences of Substituting Face-to-Face Interactionwith E-mail: An Employee-based Perspective”, Interacting with Computers, Vol 19, No 1, pp. 20-32Palmer, M and O’KANE, P. (2007) “Strategy as Practice: Interactive Governance Spaces and the Corporate Strategies ofRetail TNCs”, Journal of Economic Geography, Vol 7, pp 515-535.Palmer, M. and QUINN, B. (2007) “The Nature of International Retail Divestment: Insights from Ahold”, InternationalMarketing Review, Vol 24, No1, pp 26-45.Palmer, M. and QUINN, B. (2006) “Stakeholder Relationships in an International Retail Context: An Investment BankPerspective”, European Journal of Marketing, Vol 39, No 9/10, pp 1096-1117.Palmer, M. and QUINN, B. (2005) ‘An Exploratory Framework for Analysing International Retail Learning’, InternationalReview of Retail, Distribution and Consumer Research, Vol 15, No 1, pp 27-52.Ponsonby, S. and BOYLE, E. (2006) “Understanding Brands as Experiential Spaces: Axiological implications for MarketingStrategists”, Journal of Strategic Marketing, Vol 14, pp175-189.RAMSEY, E. and Bond, D. (2007) “Evaluating Public Policy Formation and Support Mechanisms for TechnologicalInnovation”, International Review of Applied Economics, Vol 21, No 3, pp 403-418.RAMSEY, E. and IBBOTSON, P. (2006) “E-entrepreneurial SMEs: An Irish Cross-Border Study of Micro and MacroInfluences”, Journal of International Entrepreneurship, Vol 3, pp 317-332.RAMSEY, E., IBBOTSON, P., BELL, J., and McCole, P. (2005) “Internet-Based Business among Knowledge Intensive BusinessServices: Some Irish Regional Evidence”, The Service Industries Journal, Vol 25, No 4, pp 525-547.RAMSEY, E. and McCole, P. (2005) “E-business in Professional SMEs: The case of New Zealand”, Journal of Small Businessand Enterprise Development. Vol 12, No 4, pp 528-544.RAMSEY, E., IBBOTOSN, P., and McCole, P. (2006) “Application of Projective Techniques in an E-business Research Context:A Response to “Projective Techniques in Market Research – Valueless Subjectivity or Insightful Reality?”, InternationalJournal of Market Research, Vol 48, No 5, pp 551-573.Sinkovics, R. & BELL J. (2005), “Current perspectives on international entrepreneurship and the Internet”, Journal ofInternational Entrepreneurship, Vol 3, No 4, pp247-249STEVENS, L. & Maclaran, P. (2005), “Exploring the Shopping Imaginary’: The Dreamworld of Women’s Magazines”, SpecialIssue on Theory of Shopping (Guest Editors H. Woodruffe, S. Eccles, R. Elliott, University of Exeter), Journal of ConsumerBehaviour, Vol 4, Issue 4, June, pp 268-281.STEVENS, L., Maclaran, P., & Catterall, M. (2007), “A Space of One’s Own: Women’s Magazine Consumption Within FamilyLife”, Journal of Consumer Behaviour, Vol 6, September, pp 1-17.STEVENS, L. & Maclaran, P. (2007), “Exploring the Celtic Narrative in Advertising: Goddess Culture and the Lexicon ofPerfumery”, S. Brown (ed), Journal of Strategic Marketing, February, pp 29-39.WALL, A.P., (2007), “Government Demarketing as Viewed by Its Target Audience”, Market Intelligence and Planning, Vol25, No 2, pp 123-135.17

WALL, A. P., (2005), “The Measurement and Management of Intellectual Capital in the Public Sector: Taking the Lead orWaiting for Direction?” Public Management Review, Vol 7, No 2, pp 289-303.Wenli, L., HUMPHREYS, P., Yeung, A. and Cheng, T. (2007) “The impact of specific supplier development efforts on buyercompetitive advantage: an empirical model” ,International Journal of Production Economics, Vol 106, No 1, pp 230-247.Yang, Y., HUMPHREYS, P. and McIVOR, R. (2006) “Business service quality in an e-commerce environment”, Supply ChainManagement: An International Journal, Vol 11, No 3, pp 195-201.BooksBROWN, S (2006) “The Marketing Code”, London: Cyan, 400 pp.BROWN, S (2006) Consuming Books: “The Marketing and Consumption of Literature”, London: Routledge, 220 pp.BROWN, S (2006) “Two Continents, One Culture: The Scotch-Irish in Southern Appalachia”, North Carolina: OvermountainPress, 200 pp (with E.C. Hirschman and P. Maclaran).BROWN, S. (2005), “Wizard! Harry Potter’s Brand Magic”, London: Cyan, 200 pp.BROWN, S. (2005), “Writing Marketing”, London: Sage, 300 pp.McIVOR, R.T. (2005) “The Outsourcing Process: Strategies for Evaluation and Management”, Cambridge: CambridgeUniversity Press.18

7. Research FUNDINGStaff Name(s) Title of Award Funding Body ValueCadden KTP Programme between the Momenta & ABF £93,396Humphreys University of Ulster and ABFGrain Grain Products LtdProducts LtdGilmore Research expenses for Prof’s Gilmore Emerald Publishing £6,000Carson& CarsonMcCracken Delivering employability through D.E.L Via Napier £6,516Partnership? Best practice in inter-Universityagency on improving employabilityin Europe.McCracken Exploring Employers’ skills upgrading S.S.D.A. via Napier £5,625needs and local vet provision inUniversitydifferent parts of the UK.McIvor A Study of Performance Measurement C.I.M.A. General £9,974Humphreys in the Outsourcing Decision. Charitable Trust FundWallMcMahon- KTP Programme between the Momenta & Edge £99,744Beattie, University of Ulster and Edge Innovative LearningMcCracken Innovative Learning International Ltd Int. LtdBell Supporting entrepreneurial management I.N.I. Networking £1,788teams of clusters of knowledge based firmsBerry A multi-purpose Sports Stadium for Belfast Belfast City Council £29,995CarsonMcGrealSmythSmythDickson Learning to deal with difference in the Community Relations £61,439Hargie workplace: An investigation of formal and Council – Peace 2O’Donnell informal processIbbotson Student Placement of Entrepreneurs Uni of Wolverhampton £360,000Ramsey in Education (SPEED) (HEIF3)McAdam KTP Programme between the Momenta & £101,864McNicholl University of Ulster and JPM Contracts LtdO’NeillJPM Contracts LtdMoffett Knowledge management measures for Chartered Institute of £36,980Humphreys organisational accountability Management AccountsMcAdam(CIMA)Wall19

8. INDICATORS OF ESTEEMHighlightsConferences and Research WorkshopsResearch Staff have hosted three major conference and research workshops. They are:• The Faculty co-hosted the British Academy of Management Annual Conference (2006) which was cochairedby McHugh.• The Inaugural Academy of Marketing Qualitative Research Methods Workshop (2005) organized byGilmore.• Association for Consumer Research conference on Gender, Marketing and Consumer Behaviour (2006)co-chaired by Stevens.Executive Memberships and Positions on Academic and Professional BodiesSeven staff hold positions on major professional and academic bodies. They are:• Bell - member of the Academy of International Business (UK) executive committee.• Carson - elected President of the Academy of Marketing and is a member of the Research Committee.He is an elected member of the Professional Body Board of the Chartered Institute of Marketing (CIM)and the CIM Academic Senate.• Gilmore - member of the Academy of Marketing Executive and Research Committees.• Humphreys - member of the review board for the Israel Science Foundation• McCracken - appointed as member of the AIM research scholars pool in 2006.• McHugh - member of the review board for the Government of Ireland Postgraduate ResearchScholarship. She is an elected member of the British Academy of Management Council and is the incomingVice-Chair. In 2006 she was appointed to conduct the independent review of employee relations at RoyalMail chaired by Lord Sawyer.• Ramsey - appointed as member of the AIM research scholars pool in 2006.Best Papers and CitationsResearch Staff have eleven best paper awards and citations. They are:• Acheson - short-listed for the Coleman Prize in 2007 by the Association of Business Historians for hisPhD on the governance structures in Scottish and Irish Banking.• Bell and Loane - highly commended paper award in 2007 for Industrial Marketing Review. Bell hasalso two most frequently read citations in International Small Business Journal (2007) and Journal ofInternational Management (2006).• Brown - Nicosia Award for Best Competitive Paper at the 2005 ACR conference in San Antonio (firstEuropean to do so).• Carson and Gilmore - best paper award, International Journal of Bank Marketing (2005).20

• Glass - most frequently read citation in Socio-Economic Planning Sciences (2006).• Humphreys and McIvor - most frequently read article citation in Omega in 2005.• McAdam - highly commended paper awards in International Journal of Public Sector management (2006).• McIvor - most frequently read citation in Supply Chain Management: An International Journal (2005).• McGowan - highly commended paper award in International Journal of Entrepreneurial Behaviour andResearch (2007).Keynote Address and invited lecturesThree research staff have given keynote addresses at international conferences.• Carson - World Tourism Conference, Helsinki, (2006) and at the Estonia Tourism DevelopmentConference, Tallinn (2006).• Erridge - keynote speaker at the Purchasing and Supply Chain Management Symposium, University of SanDiego (2006).• Gilmore - guest lecture at the American Marketing Association, Chicago, August 2006.Visiting Professorships and ScholarshipsStaff have held visiting positions at three international Universities. They are:• Durkin - Universities of Otago (New Zealand) and Monash (Australia) (2006).• McIvor - University of Missouri, USA (2006).Achievement AwardsTwo staff have received achievement awards. They are:• Carson received the Distinguished Scholar Award by the University of Illinois Research Symposium dueto his work on the marketing entrepreneurship interface (2006).• Durkin - CIM Marketer of the Year Award (2006).Editors and Members of Editorial BoardsDuring the review period research staff have between them four editorships of highly regarded journals and arealso on the editorial boards of thirty nine journals. In addition, BMRI staff have guest edited 13 issues of journals.They are:• Bell - editorial board of the European Journal of Marketing, Journal of International Entrepreneurship,International Marketing Review and Journal of Small Business and Enterprise Development. Guest editorof International Journal of Entrepreneurship and Innovation Management.• Brown - editorial board of the European Journal of Marketing, Journal of Marketing Theory, Journal ofMarketing Management, Journal of Customer Behaviour, European Business Review, International Journalof Internet Maketing and Advertising, Journal of Promotion Management and International Journal ofAdvertising. Guest editor of a special issue of the Journal of Strategic Marketing.• Carson - joint editor of the European Journal of Marketing and on the boards of Journal ofEuromarketing, Journal of Marketing Management, Journal of Strategic Marketing, International BusinessReview, Qualitative Market Research: An International Journal, The Journal of Research in Marketing andEntrepreneurship and The Marketing Review.21

• Durkin – book review editor International Journal of Bank Marketing. Guest editor of two special issuesof the Journal of Marketing Management.• Erridge – editorial boards of Journal of Purchasing and Supply Management and Journal of PublicProcurement. Guest editor of Journal of Purchasing and Supply Management.• Gilmore - joint editor of the European Journal of Marketing and is on the editorial board of the Journalof Marketing, Theory and Practice, Journal of Research in Marketing and Entrepreneurship and QualitativeMarket Research: An International Journal.• Humphreys - editorial board of the International Journal of Mass Customization. Guest editor of theLeadership and Organisation Development journal.• Ibbotson - editorial board of the Journal of Small Business and Enterprise Development.• McAdam - editorial board of Benchmarking: An International Journal and The TQM Magazine.• McCracken - joint editor of Team Performance Management and a member of the editorial board of theJournal of European Industrial Training.• McGowan - editorial board of International Journal of Entrepreneurial Behaviour and Research, Journal ofSmall Business and Enterprise Development and International Entrepreneurship and Management Journal.Guest editor for International Journal of Entrepreneurial Behaviour and Research• McHugh - editor of the Leadership and Organization Development Journal and on the boards of BusinessTransformations and Economics, Strategic Change and the Journal of Management Development.• McIvor - editorial board of Strategic Outsourcing: An International Journal and International Journal ofInformation Systems and Supply Chain Management. Guest editor for Integrated Manufacturing Systemsand the Leadership and Organisation Development Journal.• O’Donnell - editorial board of the European Journal of Marketing.• Quinn - editorial board for the Journal of Retailing and Consumer Services. Guest editor for theInternational Journal of Retail and Distribution Management.• Stevens - editorial board of Marketing Theory. Guest editor of Qualitative Market Research: AnInternational Journal.22

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