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Reach Why Research Matters

The Business School’s mission:

Through building excellence in teaching, research and engagement activity, we provide all stakeholders with new, global perspectives and the inspiration to contribute to the responsible and ethical shaping of society.



Reach: research at Newcastle University Business School

Reaching out to the world Our innovative and disruptive ideas must create solutions that have the potential to make a difference to the world we live in. Through our academic talent, we have the chance to inspire the next generation of business leaders. Through their thoughts, theories and questioning, we can reach out and tackle global challenges. Being an academic is my business, and that of my peers: we read, we learn, we teach, we question. It is perhaps the latter – our licence to enquire – that can influence policy and practice most extensively. Academics are charged with questioning the status quo, from developing new business models to influencing policymakers. Our curiosity is key. We have an integral role in the ethical shaping of society and the business community’s response to global issues, and therefore have been involved in the University’s third societal challenge theme, social renewal. Putting pen to paper, however, is not enough. We need to action our thoughts. We need to instil our research with meaning, by bringing it to life through our research in industry, and through our teaching. This is something that a new assessment scheme, called the Research Excellence Framework, has noted. It has been created to evaluate research undertaken at higher education institutions. Universities need to demonstrate ‘impact’ and ‘dissemination’ of their research: research does not finish after publication in a scholarly journal.

In fact, the publication of research is the start of a larger remit of work to embed the research with meaning and value to specific, relevant markets. With this in mind, it is increasingly important for academia, industry and the public sector to work together as a triple helix for success, as highlighted in Lord Heseltine’s review entitled ‘No stone unturned in pursuit of growth’. We value collaborative approaches to thinking judiciously about business issues and applying our theory to practice. It is through a spirit of reciprocity and open innovation between the commercial, public sector and academia worlds that we can generate the most productive, critically relevant type of research. We need to ensure that our enquiries will meet practical needs, resulting in research as a pathway to improved performance and real wealth creation. I am delighted to introduce the first Reach publication; to illustrate the varied, collaborative and high-quality research happening across the Business School. As long as we are here, we will continue to ask the questions that will boost the knowledge economy.

Professor John Wilson Director, Newcastle University Business School



Reach: research at Newcastle University Business School

Newcastle Institute for Social Renewal The Newcastle Institute for Social Renewal (NISR) is dedicated to researching some of the biggest problems, and asking the biggest questions, that face people in today’s rapidly shifting world. The need for societies to renew is vital as we respond to an ever-changing global environment and seek to excel. Social renewal is the third of the three societal challenge themes that Newcastle University has committed to, as part of its mission to be a ‘civic university’ and deliver excellence with a purpose. The seminal proposition at the heart of the theme is: How can people, communities and societies thrive in times of rapid, transformative change?


The Business School has a vital role to play in NISR. Its research can help learn from the past crises, for example to understand failures in the banking system and weaknesses in strategy. It can provide insights into the future by exploring how to tackle complex problems that require new ways of thinking, or business models. Much of NISR’s work is relevant and useful to society, and the Business School is well-placed to inform and influence practitioners and decision-makers.

Issues How can we build prosperity while also pursuing goals of social justice? How can we be fair in times of rapid change? Where will future businesses come from? What will be the role of knowledge and innovation?

Research Arts and culture in social renewal; citizenship in the 21st century; digital innovation; entrepreneurship and innovation; health and inequality; learning for change; people, place and community; social justice and injustice; the past in the present; wellbeing and resilience.


From left to right: Rob Williamson, CEO, CFTWN; Prof. Eleanor Shaw, CGAP and Strathclyde University; Prof. Charles Harvey, CGAP and Newcastle University; Prof. Mairi Maclean, CGAP and University of Exeter; and Derry Nugent, Head of Philanthropy Services, CFTWN.

Research case study The Contemporary Philanthropy and Social Renewal: Learning from Research and Practice symposium was coordinated by Pro-Vice-Chancellor Professor Charles Harvey and the Newcastle Institute for Social Renewal, in conjunction with the Community Foundation Tyne and Wear and Northumberland (CFTWN), and the Centre for Charitable Giving and Philanthropy (CGAP). Using evidence-based research, Professor Harvey and colleagues have developed tools to understand the philanthropic journey. These tools are of benefit to philanthropy professionals to inform their own worthwhile fundraising efforts. This symposium highlighted the opportunity for social renewal through increased philanthropy, and equipped the attendees with new approaches to employ in their professional practice and so to make a difference to society.

The Business School is proud to be creatively and methodically reaching for answers, reshaping theories and finding new ways of doing things. We can make a difference. Research matters. Dr Sara Maioli Lecturer in Economics

To get in touch about any of the articles in Reach please contact:


E-business embraces digital technologies in order to innovate and create new value. Did you think that having a website was enough?


Reach: research at Newcastle University Business School

Professor Savvas Papagiannidis David Goldman Professor of Innovation and Enterprise Our economies and societies have experienced rapid changes on many fronts. Information technologies play a critical role in this change process, either as a facilitating agent or as the main driving factor. The rapid increase in computational power and storage capacity, coupled with the ever-increasing speed of network connections and the simultaneous drop in the associated costs, mean that technology can be embedded virtually everywhere and in everything. It is not surprising to see information being seen increasingly as a ‘strategic resource’ for many organisations. Organisations need to respond to the changes in the business environment, and the new opportunities and challenges posed, by reviewing their strategies. The Internet and related technologies are not just peripheral or optional choices any more. Any changes in strategies need to be underpinned by appropriate business models. To operationalise new strategies, and associated business models, organisations have to innovate in terms of their organisational designs and how they undertake and manage their various functions and processes, eg in e-commerce, e-marketing, e-supply chain management. The Business School’s David Goldman Professor of Innovation and Enterprise, Professor Savvas Papagiannidis, is studying how e-business technologies and applications impact organisations and users.

‘It is really exciting to work in this area. Things change so quickly, offering new opportunities to study how information systems and e-business technologies can underpin commercial and social applications. It is fascinating to study the process of technology adoption, acceptance, and diffusion and the impact it can have on organisations and users. ‘Equally importantly, I find it fascinating to undertake multidisciplinary work. For instance, my recent work includes studies on leadership in virtual worlds, the impact of simulated products on purchase intention, the use of social media by politicians, and the adoption of cloud computing in the North East. ‘My current work continues on the same trajectory, aspiring to make a tangible contribution to Newcastle University’s Social Renewal theme. In particular, I am interested in undertaking studies related to ageing and social enterprise.’ Professor Papagiannidis’ academic career began at the Business School in 2003 when he was appointed as a teaching assistant. He was then promoted to lecturer and senior lecturer, in recognition for his longitudinal contribution to the School’s research, teaching and engagement. He is now head of the marketing, operations and systems group. During his time at the University he has achieved two PhDs, two masters and a BSc. He is an elected member of the University’s alumni consultative group.

Research Professor Papagiannidis sees e-business being the innovation aspect of information systems, and innovation being at the heart of entrepreneurship. • • • • • •

E-business • E-commerce • E-marketing E-learning and higher education ICT innovation, adoption and acceptance Social media, mobile technologies, virtual worlds Internet and other emerging technologies Entrepreneurship



Reach: research at Newcastle University Business School

Chain reaction Food travels thousands of miles to a local supermarket to ensure that stocks are full of international produce, but have you ever really thought about how food gets from field to fork? The repercussions of issues with food supply chains can be colossal: it’s literally the bread and butter of an economy’s trade. A team of leading European academics, nongovernmental organisations (NGOs) and food and drink federations are steering a ground-breaking project to help develop the competitiveness of the European agri-food product supply chains.


Called COMPETE, the three-year project, which received funding from the European Union’s FP7 programme, started in November 2012 and will see three Newcastle University academics working with 15 other institutions. Dr Matt Gorton, Reader in Marketing at the Business School, explains the importance of this research project: ‘As you tuck into your Seville orange, or grab a Costa Rican coffee on the way to work, you consume a daily reminder of the vital role importing and exporting plays in our global economy, and our lifestyles.

‘Several recent studies conclude that the competitiveness of Europe’s agri-food sector is in decline. However, these studies typically depend on a limited range of trade and profitability indicators. What is required is a more comprehensive assessment of competitiveness that draws on a wider set of measures and takes a whole supply chain perspective. The latter is particularly important as has been seen in the horsemeat scandal, weaknesses in one particular stage of the supply chain can adversely affect the viability of other stages. ‘The COMPETE project takes a supply chain perspective of sustainable competitiveness. It involves research on various economically important supply chains (eg dairy, cereals, and fruits and vegetables) and brings together academic researchers, professional food industry bodies, an NGO and agricultural cooperative.’ The project also involves Dr Lionel Hubbard, and Dr Carmen Hubbard from Newcastle University’s School of Agriculture, Food and Rural Development. In our increasingly interconnected world, importing and exporting provides vital revenue streams for global economies. In the face of fiercer European market conditions, the agri-food sector must embrace the need to understand and develop its supply chain. This project promises to be a first step towards ensuring more economic stability in the sector through a deeper understanding of competitiveness in importing and exporting supply chains. COMPETE is coordinated by the Leibniz-Institut füer Agrarentwicklung in Mittel- und Osteuropa, based in Germany.

Teething problems Does where you live and your level of income have an impact on the health of your teeth? A team of experts from Newcastle University, in collaboration with University College London and the National Centre for Social Research, are investigating the issues surrounding long-term oral health inequality in the UK. Funded by the Economic and Social Research Council, this £196,000 project started in February 2013 and measures and investigates the socioeconomic inequalities in oral health, in a bid to shape future global health policy to help reduce gaps in health and, in turn, wellbeing. John Wildman, Professor of Health Economics at the Business School, explains: ‘During this research we will be studying the UK Adult Dental Health Survey over a period of 21 years to investigate trends in oral health inequality.

‘Exploring issues behind such inequalities in health is vital: regardless of your social background or your income, it is important that individuals have the opportunity to have good oral health. ‘This research project is set to shape the knowledge in this field of health, as it is a relatively unknown and unexplored area. ‘Social and economic factors can cause and drive poor oral health, and we need to highlight such factors to policymakers and practitioners to help change the status quo.’ The 18-month project – entitled Investigating socioeconomic inequalities in oral health using the Adult Dental Health Survey – has brought together a group of experts in economics, public health and clinical dentistry.



Reach: research at Newcastle University Business School


Professor Kathryn Haynes Alongside a senior adviser to President Barack Obama and an Executive Director of UN Women, Professor Haynes has travelled to New York to deliver her expertise to a global audience. Biography Professor Kathryn Haynes holds the Northern Society Chair in Accounting and Finance at the Business School, where she is Associate Director (Research).


Professor Haynes is a chartered accountant, a fellow of the Institute of Chartered Accountants in England and Wales (ICAEW), and a member of the ICAEW’s sustainability committee. She is also a fellow of the Advanced Institute of Management Research (AIM), where she was lead fellow of the services research cohort. She is a co-facilitator of the gender equality working group of the UN Principles of Responsible Management Education and holds a first degree in English literature from Queen Mary, University of London, as well as a PhD in accounting from St Andrews. Professor Haynes’ research is on two interrelated themes around social responsibility. Gender and diversity Professor Haynes’ main area of research is in issues of gender and diversity in the workplace, particularly in relation to professions, professional services firms and education. From 2008–11 she was principal investigator on an Economic and Social Research Council (ESRC) funded research project into ‘Professional Identity Formation and Professional Services Firms’. This strand of research addresses: identity and its relationship with gender; the body and embodiment within organisations; the juxtaposition of professional and personal identities; and the conduct of the professions and professional services firms. The project investigated these issues in the context of the law and accounting professions.

Q&A Currently, Professor Haynes is contributing to a project funded by the Office of the First Minister and Deputy First Minister on gender equality at executive level in the public sector in Northern Ireland. Recent publications include: Haynes, K. (2012), Body Beautiful?: Gender, Identity and the Body in Professional Services Firms, Gender, Work & Organization, Vol.19 No.5, pp.489–507. Corporate social responsibility Professor Haynes’ second strand of research is on ‘Corporate Social Responsibility’, which links to her interests in social and environmental accounting, sustainability and responsibility, and issues of governance and accountability. Professor Haynes is currently engaged in linking these two strands of work in considering the role of accounting in social justice issues, and the interaction of gender equality with sustainable development. Although an accountant, Professor Haynes’ research usually takes a qualitative approach and she is interested in reflexive research methodologies, including narrative, autobiography, oral history and ethnography, together with the application of feminist theory to research. Over the next year Professor Haynes will be working with co-facilitators of the gender equality working group of the Principles of Responsible Management Education (PRME) on an edited book to be published by Greenleaf on ‘Integrating Gender Equality into Management Education’. PRME is a United Nations Global Compact-sponsored initiative whose mission is to champion and inspire responsible management education, research and thought leadership; the Business School is a signatory to these principles. Within the Business School Professor Haynes is also leading a research cluster on Gender, Professions and Society that is drawing together academics from across and outside the School with an interest in these issues.


Q: What’s your most important piece of business advice? A: Always act with integrity and treat people as you would like to be treated yourself, with awareness of the impacts of your actions on other people both within your own organisation and those affected by its activities outside. Q: Which woman in business inspires you the most? A: Shami Chakrabarti, the director of Liberty, who is recognised nationally and internationally as a forceful and passionate advocate for human rights, and who was recently awarded an honorary doctorate by Newcastle University. I think she epitomises a responsible and engaging public figure. Q: Which achievements are you most proud of? A: I am proud of qualifying as a chartered accountant and getting through the tough exams, during which time I also had my children. Following on from this, I am particularly proud of my PhD because I did it part-time while working full-time as a lecturer and also bringing up my daughters, which was a challenge. Q: If you weren’t an academic, what would you be? A: I have had a number of alternative careers already: school teacher, chartered accountant and now academic. I love what I am doing now and all my past experiences have helped to inform the kind of academic I am. For example, my love of literature informs the way I approach my research using narrative, storytelling and autoethnography, and my background as a practising accountant provides the context for my research interests. But in my spare time I breed and rear poultry, including chickens, ducks, geese, sheep and goats, so if I could be an academic no longer, I would love to be a hobby farmer and rear some more poultry and animals!


Reach: research at Newcastle University Business School

Introducing the:

Strategy, Organisations and Society Research Group At the heart of any corporation is its strategy: it’s a prerequisite for business. It is also an area where we can start to unravel the professional world in which we work.

The SOS group brings together world-leading experts in organisation theory who undertake research across four main themes:

The Business School is questioning how strategy has implications on ethical, fiscal and social realms.

1. Power and politics: How are power and politics implicated in strategy? How are strategy and strategic decision-making connected to broader social and political contexts? How do elite groups gain power and legitimacy?

The Strategy, Organisations and Society (SOS) Research Group, established in 2011, has assembled a unique and world-class cluster of thinkers to challenge the mainstream economics perspective, and is leading the way in pioneering innovative and cutting-edge research.


Strategy is normally seen as a straightforward rationaleconomic process of ‘scanning’ and ‘planning’. The distinctiveness of the SOS approach is to integrate strategy and social theory. As Professor Andrea Whittle, Chair in Management and Organisation studies and head of the SOS research group, comments on the uniqueness of the group: ‘Our premise is very simple: we use social theory to understand major social and organisational issues. Only by understanding organisations as social processes – by investigating the complex symbols, politics, social networks and power relations of a company – can we manage the real strategic challenges that we face. ‘Our research methods are different, too: we don’t take the strategy rhetoric at face value. Instead, we dig around in archives; collect multimedia and multimodal real-time data; study the role of technology and other material artefacts; act like anthropologists and observe strategists in their ‘native’ environments; and we study those affected by strategy in addition to those who devise it.’

2. The global financial crisis: How were strategic decisions made by banks in the run-up to the financial crisis? How has the banking sector responded to the post-crisis turbulence? 3. Professions: How do established or emergent professions organise themselves, for example: how do they use strategy to lobby government? How do professions respond to broader social and political changes? How do professions gain power and legitimacy? 4. Strategy-making: How is strategy actually ‘done’ in practice? What can we learn from how strategic decisions are made, not from idealistic models in textbooks? What is the role of discourse, narrative and sense making in strategy? SOS is always on the look-out for organisations facing big strategic challenges to put its expertise into practice, to help organisations ‘see’ and ‘do’ strategy differently. If you are interested in contacting SOS about research opportunities contact:


With newspaper headlines of corruption, banking issues, and rates-rigging scandals, we have seen dramatic examples of how strategy can fail.

Postgraduate research student

Q&A Pablo Munoz Country of origin: Chile PhD dates: September 2010–June 2013 Next step: Since July 2013 I have been an assistant professor of entrepreneurship and innovation at Adolfo Ibanez University Business School, Chile, South America. Q: What’s the most interesting finding from your research? A: My research is chartering new territory into the study of what factors and processes create entrepreneurs who integrate sustainability in the pursuit of venture opportunities.


The concept of sustainability is of increasing importance in today’s society. It is an idea that has crossed the boundaries of corporate social responsibility into new business areas, proving the need for a more holistic and responsible approach to creating value. My study looks at when entrepreneurs, as value creators, pursue a clear social and environmental mission, in tandem with the economic viability of their ideas.

I am interested in finding out what makes people ‘value creators’ as opposed to ‘profit seekers’. I have been investigating the complex set of conditions that produce sustainable entrepreneurship: the conditions under which an individual decides to integrate sustainability principles in the development of venture ideas; the organisation of entrepreneurial actions; and the formation of exchange relationships with first customers, suppliers and potential investors.

Q: What has been the most memorable part of your PhD? A: The wide variety of people to work and interact with at the Business School has been fantastic. I have easily been able to find someone with shared interests to talk to about my research. It was also great having a shared workspace for PhD students and access to funding and training support – I know you don’t get that at all other business schools. Q: What’s your top tip for anyone considering a PhD? A: Take the time to find the right supervisor. Discussion is critical, so talk to as many faculty members as possible to establish if you have a common ground. It’s a three-year project so it’s important to get it right. Also, have a clear idea of what life looks like after your PhD so you can work towards it. The PhD is only the beginning. To be competitive in the jobs market, focus on publications and start looking for the place you would like to be, at least a year before the end of your PhD.

I am interested in finding out what makes people ‘value creators’ as opposed to ‘profit seekers’.

Reach: research at Newcastle University Business School

Postgraduate research student

Q&A Victoria Pagan Country of origin: UK PhD dates: October 2012–September 2015 Q: Why did you decide to do your PhD at the Business School? A: I had been working as a research assistant for about six months when the opportunity to apply for a PhD studentship arose. My experience of working within the Business School was so positive; each member of staff I met was supportive of me, and my academic development. I knew that undertaking a PhD was going to be a challenge, but I felt that this was a challenge I could meet because I would be encouraged by the colleagues around me. Q: What will be the main focus of your research?

My research seeks to develop our understanding of how key organisations are proposing change in response to such demands. I am looking at how the World Economic Forum and World Social Forum are dealing with such societal and economic concerns. With the two bodies having very different values, I am looking at how both forums respond to challenges for sustainable activity, namely in: international trade; gender issues; and climate change. This will provide evidence of how both groups interact with each other, and how their ideas are put into practice. My research will show the ways in which these global forums plan to, and are, reshaping practices in a bid to make a more sustainable world. Q: What is your key aim for your first year?

A: My PhD is called ‘Sustainability in an era of crisis: how other worlds emerge’, and what it focuses on is exploring new models for change in the world.

A: Apart from getting through it, my aim is to have a deliverable project that others will be interested in as much as I am.

With examples of the banking crisis of 2009, the Arab Spring of 2010, and the riots that swept the UK in 2011, some argue there is an undercurrent of discontent in society’s status quo around the globe. It leads to questions of whether the old way of ‘doing things’ is actually letting us down. These crises would suggest we need new ideas and change to be at the forefront of solving such societal issues: do we need another world to emerge?

Victoria Pagan’s PhD is being funded by a Santander Universities studentship.



Reach: research at Newcastle University Business School

Have British workers lost their voice? Traditionally, employee voice was synonymous with trade unions: negotiating terms and conditions of employment and speaking to management on behalf of its members. Unions were a key communication channel to getting an employee’s voice heard amongst executive discussions. Dr Stewart Johnstone, a lecturer in human resource management, has been examining how employees can have their say and input into organisational decision-making, in today’s busy corporate world.


He continues: ‘A central assumption is that both employers and employees stand to benefit from giving workers a voice: it’s a vital aspect of working life. ‘For employers, interest in employee voice might be driven by a belief that it makes good business sense to capture the ideas and knowledge from the critical mass of its staff working within their organisation, and help to boost employee engagement. ‘For employees, having an opportunity to express opinions and ideas can potentially make work more interesting and satisfying, as well as providing a chance to improve the overall experience of work.’

Over the last 10 years, Dr Johnstone has conducted extensive research exploring the concept of ‘partnership’ between employers and trade unions: where employers and unions commit to work together regarding a wide range of issues for the overall benefit of a business. ‘Of course, today, many organisations, especially in the private sector, no longer recognise trade unions and as such my research has also explored other options for collective employee representation such as in-house ‘staff councils’ and ‘employee forums’. ‘While in many European nations, consultation with employees over workplace and business issues is a normal part of workplace life,’ he continues, ‘the UK has often seemed to lag behind in this regard leading to concerns that the decline of unions effectively means many British workers have now lost their voice.’ Current research, funded by the British Academy/ Leverhulme Trust, continues this line of enquiry by exploring the dynamics of workplace relations in tough economic times, with a particular focus on issues of employee voice and employee engagement in light of the global financial crisis. Dr Johnstone is also currently editing a book Finding a Voice: Employee Representation in the New Workplace, that will be published by Oxford University Press in 2014. ‘I’m particularly interested in finding out more about how periods of crisis affect workplace relations: whether a crisis actually brings an organisation closer together, or does it inevitably have a negative impact on employee engagement and voice.’



Revving up support for role models Over the past three years, Professor Pooran Wynarczyk has worked with F1 in Schools to host the North East regional finals of this global competition at the Business School. The event sees pupils aged nine to 19 from around the North East, taking part in a day of activities that exposes them to the practical use of science, technology, engineering and mathematics (STEM) skills in an exciting and accessible way. According to Professor Wynarczyk’s research, events are vital to inspiring young people to take up STEM careers, and to combat gender and ethnicity disparities in such subjects.

She continues: ‘We’ve all heard of Brian Cox, the TV presenter and physics professor. He is a prime example of the effect exposure to positive role models can have.

What better way to capture the attention of the next generation of engineers and scientists than by asking pupils to design, construct and race a miniature Formula One car of the future. The cars are 21cm long, built from a block of balsa wood, powered by a compressed air cylinder, and raced around a 20 metre track assembled at the Business School.

‘Female role models are extremely important as they allow individuals to showcase their achievements and could encourage more girls to get involved in business – especially in areas such as science and technology, which have been traditionally associated with men.

Research carried out by Professor Wynarczyk, who is an Elected ‘At Large Councillor’ of the Royal Society for the encouragement of Arts, Manufactures and Commerce (RSA), has shown that a substantial factor affecting the take-up of women in STEM careers is the lack of female role models for young girls to aspire to.

‘All too often, news headlines focus on gender imbalance, stereotype beliefs and the underrepresentation of women in business. This in itself can hide progression made and in turn discourage women from stepping into STEM-based industries. ‘My research has shown that we need more platforms of inspiration to get educational participation in STEM subjects. The F1 in Schools events are such platforms for inspiration to help us tackle the current issue, and enthuse the next generation of scientists and engineers – people who can innovate the world.’


Reach: research at Newcastle University Business School

Centre for Knowledge, Innovation,Technology and Enterprise

It is primarily located in the Business School with links across the University and beyond. There are currently 20 members of the Centre in the Business School with another 17 associates from across the University and many visiting staff from a range of national and international organisations.

Kittens are Evil In collaboration with visiting fellows Toby Lowe and Charlotte Pell, and as part of a long-standing theme of the Centre’s work on social value and the use of information in local governance, KITE has established the ‘Kittens are Evil' initiative. ‘Kittens are Evil’ has been set up – in partnership with Vanguard Consulting – to challenge current thinking about the use of outcomebased measurement and payment-by-results approaches in making judgements about the effectiveness of public services.

Members comprise the main focus of academic expertise within the institution in the areas of innovation, entrepreneurship, information systems and collaboration/ partnership working across the three institutional societal challenges of: ageing, sustainability and social renewal.

The activity so far has led to a number of regional workshops in the North East and North West of England with further activity planned in 2013/14 in Wales, Southampton and London. A number of articles have also been completed, including a special issue in the journal: Public Money and Management.

The Centre for Knowledge, Innovation, Technology and Enterprise (KITE) is a multidisciplinary research centre focused on the social and economic challenges of innovation and entrepreneurship.


KITE provides a focus for the University’s relationships with the worlds of policy and practice in these areas, with members making significant contributions to academic debates and influencing thinking in business, government and third sector bodies at local, national and international scales. KITE has a long history of working in collaboration with the public, not-for-profit and private sectors (including SMEs and corporates), drawing in funding from the UK, EC and beyond. Recent projects include: work with the Technology Strategy Board on assistive living; government departments such as the Department for Business, Innovation and Skills (BIS) on graduate jobs, and the ESRC investigating how SMEs deal with the challenges of ‘red tape’.




Title: Building co-operation: A business history of the Co-operative Group, 1863–2013 Authors: John Wilson, Anthony Webster, Rachael Vorberg-Rugh Release date: October 2013 Publisher: Oxford University Press

Title: Managing complex projects: Networks, knowledge and innovation Authors: Neil Alderman, Chris Ivory, Ian Mcloughlin, Roger Vaughan Release date: September 2013 Publisher: Routledge

Digital Debates Led by Professor Savvas Papagiannidis, these events provide insights from practitioners on the pros and cons of using the latest techniques in digital marketing.

Spanning a period of 150 years, this book follows the development of The Co-operative Group and its predecessor, the Co-operative Wholesale Society.

Focusing on the management of complex, long-term engineering projects, this book provides a set of rich, novel and unique findings concerning the conduct and management of three high-profile and complex projects.

Title: Storytelling in management practice: Dynamics and implications Authors: Stefanie Reissner, Victoria Pagan Release date: May 2013 Publisher: Routledge This book explores how managers use storytelling in practice, as well as its functions at different levels within an organisation. Title: Food consumer science Editors: Dominique Barjolle, Matthew Gorton, Jasna Miloševi´c -Dord-evi´c and Žaklina Stojanovi´c. Release date: May 2013 Publisher: Springer Food consumer science is the first book to investigate this topic, bringing together both theory and practical illustrations.

Dr Rob Wilson, Director of the Centre for Knowledge, Innovation, Technology and Enterprise (KITE).

Title: Digital government at work: A social informatics perspective Authors: Rob Wilson, Ian McLoughlin, Mike Martin (Contributor) Release date: July 2013 Publisher: Oxford University Press

When: three times a year from September–July. The David Goldman Lecture This inaugural lecture welcomes the next 12-month appointment of the David Goldman Visiting Professor of Innovation and Enterprise. The professorship is awarded to an entrepreneur or business leader from the region who will provide inspiration and motivation to budding entrepreneurs and business leaders. When: annually, every March.

With over 10 years’ research on the ‘inside’ of projects to put local services online, the authors combine cross-disciplinary insights to provide a new social informatics perspective on digital government.

David Goldman Visiting Professor of Innovation and Enterprise, Roy Sandbach (2012–13).

Free events The Business School regularly hosts free events, open to all, showcasing latest research and helping to apply cutting-edge thinking into practice. To see the full listing of free event opportunities, please visit:


Contact Newcastle University Business School 5 Barrack Road, Newcastle upon Tyne NE1 4SE UK Tel: +44 (0) 191 208 1500 E-mail: Follow us on Twitter: @NUBizResearch

We would like to thank the following for the use of their illustrative material: Critical Tortoise; John Donoghue Photographer; F1 in Schools; Graeme Peacock; Picture Farm; Simon Veit-Wilson Photography Ltd. Designed by: GDA, Northumberland. Printed by: Statex Colour Print. Š Newcastle University, 2013. The University of Newcastle upon Tyne trading as Newcastle University.

Nubs reach (july 2013)  

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