The Review

The Review 2012

A New Perspective

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Page 4 A note from the Vice-Chancellor

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Page 5 Our director’s perspective

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Page 6 - 7 Facts & figures

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Page 8 Our new building

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Page 10 - 11 The David Goldman Endowment

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Page 12 - 13 Our partners

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Page 14 International Advisory Board & Sponsors

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Page 15 Institutional partnerships

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Page 16 - 17 Accounting & Finance

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Page 18 - 19 Economics

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Page 20 - 21 Human Resources Management, Work and Employment

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Page 22 KITE

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Page 24 - 25 Innovation & Enterprise

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Page 26 - 27 Marketing

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Page 28 - 29 Operations Management

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Page 30 - 31 Strategy, Organisations, and Society

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Page 32 - 33 MBA

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Page 34 Executive education

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Page 36 - 41 Our global alumni network

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Page 42 Professional support

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A note from the Vice-Chancellor ••••••••••••

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Professor Chris Brink, Vice-Chancellor Newcastle University

•••••••••••••••••••••••••• More than ever before, business and business schools are playing a crucial role in shaping, driving and transforming the economy, and addressing the challenges of tomorrow. In these times of economic change and uncertainty, leadership and solutions to real-world problems are needed.

At the forefront of this movement is Newcastle University Business School.

With its world-class research and expertise in areas such as entrepreneurship and innovation, it will play a key part in the University’s third societal challenge theme of social renewal, which asks the big questions about the issues facing society.

This is an important year for the School.

Its impressive new building has opened providing students and staff with state-ofthe-art facilities to enjoy. The new building is right in the heart of Newcastle’s centre of business and commercial development, a fitting location for a forward-thinking business school. It unites its worldclass research, teaching, enterprise and innovation activities under one roof.

But bricks and mortar have not been the only investment. A wealth of new, global academic talent has joined the Business School to complement, enhance and build upon the excellent teaching and research, which already takes place here.

Newcastle is internationally renowned for its work in fields such as innovation, strategy, and enterprise, and the expansion of our academic resource will allow us to develop into new areas of world-class expertise. This commitment to continuous improvement demonstrates Newcastle’s dedication to having one of the best business schools in the world.

The Review —

•••••••••••••••••••••••••• One area where Newcastle University Business School stands out from its peers is the way it engages with world practice; the networks it has created with other higher education institutions around the world and the deep relationships it has built with its business and professional partners. This means it uses its expertise to solve current business challenges, inform teaching, and help prepare students for work in the world of practice.

Another of its strengths is the way it brings the University closer to the industrial community. Highly regarded schemes such as the Herbert Loebl Export Academy help young and developing companies learn about international trading. This has resulted in a business school which is not only respected academically, but recognised by industry too.

It is also a destination where students travel from across the globe to study and, despite the wider challenges facing higher education in the UK, is more popular than ever. There are currently 2,800 students from over 80 countries studying at the business school – proof indeed that its reputation for excellence has spread far and wide.

This reputation is recognised internationally with accreditation from both the European Quality Improvement System (EQUIS), of the European Foundation for Management Development and by the Association of MBAs. However, the school aims to rank amongst the very best in the world and is striving presently for accreditation by the Association for the Advancement of Collegial Schools of Business (AACSB).

Our vision is of Newcastle as a worldclass civic university; committed to research and teaching excellence with a purpose. As such, we play a leading role in the economic, social, and cultural development of North East England, as well as at a national and international level. Newcastle University Business School embodies this vision.

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Our director’s perspective •••••••••••••••••••••••••• Recent years have brought about unprecedented growth for the Business School – a result of both global demand for ‘real-world’ relevant degree programmes, and our entry into new and emerging areas of academia. We not only look different in size – we are now more diverse and more specialised in the work we do.

The Business School continues to feel the challenging impact of changes in the higher education market, both in the UK and overseas, however, the popularity of our teaching remains high, and this year saw another significant increase in applications for places on our programmes from home and international students at undergraduate and postgraduate levels.

Student choices are, of course, affected by the wider world, which is shifting politically, culturally and economically, and at the same time growing smaller with the proliferation of digital technologies and globalisation. Consequently our academic product is evolving, too, and we now offer more choice, more breadth, and more cultural and commercial engagement within our teaching and learning agenda.

For example, as you will find out later, our proposed new MSc in global strategic management will offer students extended study periods in Asia, the US, and Europe, through our exclusive academic partnerships, and a truly international view of the application of strategic theory and practice in a range of global contexts.

Our research is taking us into exciting new territory, too; in the field of innovation and enterprise, for example, we are engaging entrepreneurs in the UK and India in experiments that assess the factors influencing entrepreneurial decisions and actions. Through our KITE research group and Lab, we are actively engaging entrepreneurs in the corporate and social enterprise sectors, as well as the start-up community at large.

•••••••••••••••••••••••••• The golden connection between entrepreneurial research and the ‘realworld’ is aided by our relationships with individuals and groups representing business. For example, the David Goldman Endowment provides us with a permanent and visiting professorship in innovation and enterprise, and this year sees Tom Maxfield, co-founder of the global accountancy software giant, Sage, hand over the Visiting Professorship reins to James Timpson, CEO of the successful Timpson retail empire, which contributes so much to the UK’s and Ireland’s social, as well as economic, agenda.

This is the year of social renewal in the University’s third societal challenge theme year, and the Business School has a major stake as part of the Humanities and Social Sciences faculty. Creating value, in the widest sense, through enterprise, is our contribution to this broad and ambitious agenda, and we have brought some of these value-creating examples to life in the case study excerpts of The Review.

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Professor Ian Clarke, Director Newcastle University Business School

In such an unpredictable and rapidly evolving world, flexibility, open-mindedness, and a truly global mind-set are key to our ongoing success, and I am delighted that we have recently been able to attract yet more world-class talent to the Business School - people who possess those critical characteristics in abundance. Indeed, it is our people – professional support staff, academics, business partners and, of course, students – who represent us every day in our work with business, partner institutions, and prospective students. You will meet a selection of them in the following pages.

Whoever you are, whatever your interest in the Business School, I sincerely hope that you find out something new and rewarding about us, that will encourage you to work with us towards developing valuable new perspectives on the challenges facing business and management.

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Facts & figures ••••••••••••••••••••••••••

What makes us different?

•••••••••••••••••••••••••• Our people, our research, and our students are evolving over time, making our ‘DNA’ unique and dynamic. The sum of our parts is what makes us special, and ultimately differentiates the Newcastle University Business School experience from that of other business schools.

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1 — Reputable

•••••••••••••••••••••••••• The Business School is one of the largest schools in the University, with 2800 students in 2012 representing over 80 nationalities. Part of the UK’s elite Russell Group, we are a research-intensive institution, delivering programmes of the highest quality, and one of only 133 business schools, worldwide, to be accredited by the European agency EFMD under its EQUIS scheme.

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2 — Relevant

•••••••••••••••••••••••••• All programmes are designed with the global business community in mind and students are encouraged to think entrepreneurially. Research expertise are focused on influencing current business policy and practice.

As well as core aspects of management, such as accountancy and economics, the Business School specialises in key areas like knowledge, innovation, technology, and enterprise through its dedicated KITE research centre, currently developing its research in the field of entrepreneurship, as well as strategic practice.

At management level, the Business School’s MBA and Executive MBA aim to enhance the knowledge and practice of management through applied learning in the business world. They focus on the professional growth of individuals and are structured around a vigorous analysis of organisational practice. The MBA focuses on contemporary business issues such as: entrepreneurship, strategy, globalisation, organisational transformation, corporate governance, innovation, and leadership.

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•••••••••••••••••••••••••• The Business School’s graduate employment rates are well above the national average, thanks to a range of initiatives, including placements and internships that also boost academic achievement.

•••••••••••••••••••••••••• The School strives to create the best environment for high-calibre students and faculty to be intellectually challenged and rewarded. Our brand new £50m building hosts networking spaces where students and staff collaborate.

3 — Networked

4 — Challenging

Of 2011’s Business School graduates who undertook placements, 97 per cent achieved a first class honours (1st), or second class honours, upper division (2.1) degree.

Our professional accreditations ensure we take a critical approach to the relevance of our teaching, and we are committed to recruiting the best minds in business to our academic faculty.

Surveys of 2010’s Business School graduates show that 80 per cent went on to paid employment or further study within six months of graduating. While many of these graduates inevitably leave Newcastle to pursue careers, 26 per cent were employed within the North East, boosting the regional economy and illustrating the enduring popularity of the region to young people.

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As well as links to businesses, the Business School has an extensive, international network of academic partnerships with leaders in complementary fields of research and teaching. These include Monash University, Melbourne, Australia; Groningen, The Netherlands; Grenoble Ecole de Management, France; Tongji, China; and SP Jain Institute of Management Research, Mumbai, India.

The Business School’s International Advisory Board comprises highly accomplished and senior people from around the world including Europe, China, India and the United States. It advises on all aspects of the Business School’s strategic agenda and the members’ commitment to the Business School manifests itself not just through valuable advice, but also via introductions and ambassadorial duties in-market.

5 — Vibrant

•••••••••••••••••••••••••• Newcastle has twice been voted the best university-city in the UK. It is renowned for its architectural beauty, cultural scene, and lively nightlife, as well as its friendliness.

Surrounded by some of the UK’s most unspoilt countryside and coastline, Newcastle also offers excellent value for money, making it an affordable destination for students and staff.

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•••••••••••• 97% of 2011’s graduates who undertook a placement achieved a 1st or 2.1 degree ••••••••••••

•••••••••••• 80% of 2010’s graduates went on to paid employment or further study within 6 months of graduation

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Our new building •••••••••••••••••••••••••• Since its doors opened in July 2011, the Business School’s new £50m building has developed further, to include a cafe on the ground floor that is open to the public, as well as staff and students.

March 2012 saw the official opening of the building by Lord Burns, Chairman of Santander UK, as well as the Business School’s annual Goldman lecture and an ‘In conversation with’ event featuring Alastair Campbell. The rest of the year’s event calendar is full of many more diverse, business-focused events – a large number of which are free to attend – that offer great opportunities for collaboration and networking.

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•••••••••••••••••••••••••• The Business School’s new building has played host to a variety of high-profile and successful events for the business and regional community at large. These have included: •••••••••••••••••••••••••• • International Women’s Day, ‘celebrating the contribution of women to social renewal and economic prosperity’ • Herbert Loebl Export Academy • Entrepreneurial thinking: identifying and exploiting opportunities • RW Mann Public Lecture, Trevor Mann, Senior Vice President, Nissan

Since welcoming a fresh intake of students to its new premises, the Business School has won the Lord Mayor’s Design Award in the ‘new building’ category, and has also been awarded ‘excellent’ BREEAM ratings for its green credentials.

• Digital Debates series

‘EAT @ the Business School’ cafe proudly serves Starbucks coffee and offers an ideal networking, socialising and relaxing space for people from inside and outside the University.

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• Corporate entrepreneurship, part of Global Entrepreneurship Week

• North East economy update, James Ramsbotham, NECC • European Regions for Productivity

• MBA Refresher •••••••••••••••••••••••••• If you haven’t paid us a visit yet, check out the website for a comprehensive guide to forthcoming events, or just pop in for a coffee and be part of our growing community.

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Charlotte Beveridge, BA Hons Accounting & Finance

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‘Links to accreditation bodies and a wide range of modules in the final year give my degree a genuine professional focus.’

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The David Goldman Endowment

•••••••••••••••••••••••••• In 2001 the Goldman family made an endowment to Newcastle University Business School to commemorate the life and work of David Goldman, founder and chief executive of the North East’s iconic software company, The Sage Group plc.

David played a leading role in transforming the economic fortunes of the North East region.

The David Goldman Endowment has enabled the Business School to establish two unique posts - both designed to stimulate entrepreneurship and foster innovation within North East England and among Business School students.

The David Goldman Visiting Professorship is a 12-month appointment, awarded each year to a leading entrepreneur or business leader who provides inspiration and motivation to budding entrepreneurs and business leaders. The role involves working with the Business School to provide leadership and mentoring to students and faculty, and also delivering the annual David Goldman Lecture.

•••••••••••••••••••••••••• David Goldman’s son Daniel, Managing Director of the growth capital firm Goldrock, sees the endowment as a fitting tribute to the work of his father: •••••••••••••••••••••••••• “The David Goldman Endowment at Newcastle University Business School was created not only as part of an enduring legacy to the memory of my father, but more importantly, to effect real change.

“He felt strongly that education and business could powerfully combine to make the North East a region that could sustain healthy economic growth.

“Led by our mother, the Goldman family feels strongly about effecting real change on the ground.

“By providing a platform for an experienced entrepreneur in the form of the annual visiting professorship we can provide a valuable portal between the two worlds of business and academia for the benefit of both.”

•••••••••••••••••••••••••• Also funded under the endowment is the (permanent) David Goldman Professor of Innovation & Enterprise, occupied by Professor James Hayton.

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In 2012/2013, the David Goldman Visiting Professor of Innovation and Enterprise is William James Timpson OBE.

•••••••••••••••••••••••••• The five-generation family business Timpson Group is the country’s largest shoe repairer, key cutter, engraver and watch repairer, with over 2,300 colleagues.

One of the most recognised brands in the UK and Ireland, with over 900 retail outlets, Timpson is the soul (or sole!) of our high street.

James Timpson climbed his way up the ranks from a Saturday boy, working in one of the shoe repair branches, to his current role as chief executive of Timpson and Max Spielmann, a photo retailer.

His 16 years at the firm has chronicled the establishment of an upside-down management system, making the people who serve the customers integral to the company’s success. The system allows ideas and change to happen organically, ensuring the company has, and will continue to, weather the financial storms.

Since 1865, the company has weathered many recessions, standing the test of time and harsh economic realities while remaining open to change - something James Timpson has continued to reinforce in the fabric of the firm’s unique business culture.

Recently awarded an OBE for services to training and employment of disadvantaged people, James has helped establish Timpson as the largest employer of exoffenders in the UK. Chair of the Employers’ Forum for Reducing Re-offending, and a member of the Working Prison Business Advisory Group, James is dedicated to supporting people with criminal convictions to become valued employees.

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Newcastle University Business School’s 2011/12 David Goldman Visiting Professor of Innovation and Enterprise was Tom Maxfield, former Sales Director of The Sage Group plc and founder of Tom’s Companies.

•••••••••••••••••••••••••• During his tenure as David Goldman Visiting Professor of Innovation and Enterprise, Tom Maxfield has worked with the Business School on a variety of occasions. As well as performing guest lectures, and participating in events and informal advisory sessions, in March 2011, Tom’s inaugural lecture, ‘Surrounded by Insurmountable Opportunities’ attracted an audience of over 200 people.

•••••••••••••••••••••••••• Tom says of his tenure at the Business School: •••••••••••••••••••••••••• “I owe a lot to David Goldman as he

gave me a wonderful opportunity

in the early days of Sage. I was

honoured, therefore, when the

Goldman family asked me to be the

Visiting David Goldman Professor on

the 10th anniversary of the

endowment. I’ve enjoyed meeting

the Business School students and

hope that in some small way I have

made a difference to their outlook.”

Previous David Goldman Visiting Professors are:

•••••••••••• Will Dracup 2010 - 2011 •••••••••••• Tony Trapp 2009 - 2010 •••••••••••• Fiona Cruickshank OBE 2007 - 2008 •••••••••••• Paul Callaghan 2006 - 2007 •••••••••••• Chris Thompson 2005 - 2006 •••••••••••• Mark I’Anson 2004 - 2005 •••••••••••• Paul Collard 2003 - 2004

•••••••••••••••••••••••••• We are enormously grateful to the Goldman family for their ongoing support through this endowment, and to both Tom Maxfield and James Timpson for agreeing to contribute to our innovation and enterprise agenda through the Visiting Professor roles.

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Our partners

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The Business School’s relevance to ‘real-world’ business practice is stimulated and nurtured, in part, through its partnerships with major corporate and social enterprises and academic institutions.

We work hard to ensure that both students and faculty benefit from connections to industry that are truly integrated, with practice influencing research and teaching in a continuously virtuous and mutually beneficial way. To the right are some examples of our most notable partnerships and initiatives.

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Santander

•••••••••••• The Business School enjoys a long-term relationship with Santander Universities.

Together, we deliver a range of initiatives under a shared commitment to sustainable business.

In 2011 we received a three-year, £90,000 investment from Santander, which will be used to promote research on responsible and sustainable enterprise by bringing together expertise from different research groups at the Business School.

Santander also sponsors PhD studentships at the Business School.

Luis Juste, Director, Santander Universities UK, is also an active member of the Business School’s International Advisory Board, and Lord Burns, Chairman of Santander, officially opened our brandnew building in 2012.

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PricewaterhouseCoopers and the Institute of Chartered Accountants in England and Wales

•••••••••••• As outlined in the Accounting and Finance subject group chapter of The Review, PwC and ICAEW have been partners of the Business School since 2002, when the ‘Flying Start’ BA Hons in Business, Accounting and Finance programme was launched.

With paid work placements and graduate contracts for successful students, this programme is highly effective in its offering of direct routes to qualification and direct employment with one of the world’s ‘Big Four’ accountancy firms.

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P&G

•••••••••••• The Business School offers MBA students the chance to participate in P&G’s Sustainability Challenge, a competition designed to serve as a platform for MBA students in leading business schools across Scotland and the North of England, to debate and discuss key issues regarding sustainability.

The competition formed a key part of Santander Universities’ Business of Sustainability Events 2012 at the Business School.

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Herbert Loebl Export Academy / RTC North & UKTI

•••••••••••• The 2012 Herbert Loebl Export Academy builds upon the 2011 programme and is delivered in partnership with RTC North and UKTI. The Academy offers regional young and developing businesses the chance to explore with expert practitioners how and why they should consider exporting and the practicalities of getting their businesses exportready. The Academy provides access for a selected cohort to a series of participative workshops, case studies and mentoring from regional businesses.

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F1 in Schools

•••••••••••• Led by Professor Pooran Wynarczyk on behalf of the Business School, this annual regional event is part of a global series that uses Formula One as a stimulus for school children from all over the world to engage with engineering, science and technology. 2012’s event, held at the Business School, saw 120 children between nine and 16 years old competing using CAD/CAM software to collaborate, design, analyse, manufacture, test, and then race, miniature gas powered balsa wood F1 cars.

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International Advisory Board

Sponsors

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Over the past two years, the following individuals have made valuable contributions to the Business School’s strategy as part of the International Advisory Board, and are helping to shape our vision for internationalisation and student experience - two significant drivers in the higher education landscape.

•••••••••••• •••••••••••• Greg Smith, Consultant and Chair (formerly managing director of Ipsos MORI) •••••••••••• •••••••••••• Mark Dixon, Sir Peter Carr, CEO, Promanex Chairman, North •••••••••••• East Strategic Robert Douglas, Health Authority CBE, •••••••••••• consultant Professor Song (formerly a CEO at Chen, Shell, and Chair of Deputy Dean, the Surrey Learning School of and Skills Council) Economics and •••••••••••• Management, Tongji Sandip Ghose, University, China Regional Director, •••••••••••• Delhi and North Mary Coyle, MBE, India, Reserve Bank Chair, North of India Tyneside Primary •••••••••••• Care Trust Sarah Green, •••••••••••• Fiona Cruickshank, Regional Director, CBI OBE, •••••••••••• Co-owner and Deborah Jenkins, Director, SCM MBE, Pharma South Tees •••••••••••• Hospitals Nigel Dawn, Foundation Trust Managing Director, •••••••••••• Global Co-Head Antony Jones, Private Funds CEO, The Logic Group, UBS Group •••••••••••• ••••••••••••

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•••••••••••• Luis Juste, Director, Santander Universities UK & Portugal •••••••••••• Neil Kirkbride, Managing Director, British Engines Limited UK •••••••••••• Dr Phillip McLaughlin, Director, BEM Management School, Bordeaux •••••••••••• Gordon Ollivere, MBE, Chief Executive, RTC North •••••••••••• Peter Robinson, US company director, First Niagra Financial Group and Lumber Liquidators •••••••••••• Sharon Rowlands CEO, Altegrity, USA ••••••••••••

The Goldman Family

•••••••••••••••••••••••••• As we cover separately in The Review, the Goldman family endowment funds two posts – a David Goldman Professor and Visiting Professor of Innovation and Enterprise. The endowment is now in its 11th year.

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Alcan

•••••••••••••••••••••••••• Endowed in the early 1990s and currently held by Professor Stephen Procter, Alcan sponsors a Chair of Management at the Business School.

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Peter and Norah Lomas Endowed Scholarships Fund

•••••••••••••••••••••••••• Since receiving his MA in Economics in 1949 from Newcastle University, Peter Lomas, along with his late wife Norah, has made a transformational commitment to the Business School.

Following a visit in the spring of 2009 from his adopted home of Sydney, Australia, the Peter and Norah Lomas Endowed Scholarships Fund was established to support students studying for a PhD in economics.

In recognition of this incredibly generous and altruistic donation, one of the Business School’s new lecture theatres has been renamed ‘The Lomas Lecture Theatre’, to serve as an eternal reminder of the incredible support and benevolence of Peter and Norah. Their contribution has ensured that the Business School is able to offer the best and brightest students the opportunity to study economics, carrying on Newcastle’s long tradition of teaching and research in this area.

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Institutional partnerships

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The Business School collaborates with institutions around the world on a number of bespoke academic products and engagement opportunities. Below is a sample of some of the recent, and significant, partnerships in play and development.

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Europe, Asia and the US: the global strategy MSc

•••••••••••••••••••••••••• The Business School is set to launch a Masters degree that will equip students with both strong academic skills and a range of professional skills, such as advocacy and negotiation. It will combine an appreciation of the classics of strategy with a familiarity with cutting edge themes in the field.

The programme will offer extended study periods and corporate interaction in India, Europe and the US and will be a unique proposition for the study of strategy at Masters level.

The Business School recently confirmed a partnership with S P Jain Institute of Management Research, Mumbai, to offer an internationally excellent programme that combines coverage of the field of strategy with the practical skills required to operate as a world-class professional in a range of organisational contexts.

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•••••••••••••••••••••••••• In 2009, the Business School signed an agreement with the University of Groningen in The Netherlands, to offer Dual Masters Awards in Advanced International Business and Management and Advanced International Business Management and Marketing, which are delivered in partnership by the two universities.

As covered in the Human Resource Management, Work and Employment section of The Review, this programme is unique to the Business School and Groningen, and already producing outstanding results among students.

•••••••••••• The Business School offers students placements, consultancy projects and internships at a range of companies, across a number of disciplines, from marketing to accountancy. These firms include:

Groningen, the Netherlands

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Grenoble, France

•••••••••••••••••••••••••• The joint Doctorate in Business Administration (DBA) with Grenoble Ecole de Management, one of France’s foremost ‘grandes ecoles’, provides the opportunity to study a professional practice doctorate specialising in the management of technology, innovation and organisational change.

The programme combines the research strengths of two progressive European business schools, and students can choose to be based either in Newcastle or Grenoble. The DBA is equivalent to a PhD, but the emphasis is on applied, rather than theoretical, research.

Placements / internships

•••••••••••• • IBM • L’Oreal • Nissan • Ernst & Young • Warner Bros • Microsoft • Northumbria Police • Hewlett Packard • St Oswalds Hospice • British Engines Limited • Benchmark Communications

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Accounting & Finance ••••••••••••••••••••••••••

Accountability Analysis Audit Communication Ethics Environment Governance Global Information Objective Power Professional

Practice Reputation Relevance Regulation Reporting Society Standards Theory

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Professor Kathryn Haynes, Northern Society Chair in Accounting and Subject Group Head •••••••••••••••••••••••••• Professor Kathryn Haynes is a Fellow of the Institute of Chartered Accountants in England and Wales (ICAEW) and worked as a Chartered Accountant for eight years before developing her academic career.

She joined the Business School from Aston Business School in September 2011.

Her research interests include gender and diversity, particularly in relation to careers in the professions and professional services firms, and social responsibility, accountability and sustainability.

Kathryn recently became a member of a new United Nations working group on gender equality and diversity in higher education, under the auspices of the Principles of Responsible Management Education (PRME).

•••••••••••••••••••••••••• “One of my first tasks in the UN working group is to facilitate the sharing of materials for embedding gender equality and diversity topics into Business School curricula. I see these as social responsibility issues, which businesses and business schools cannot afford not to address if they are to be responsible educators and employers”.

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•••••••••••••••••••••••••• (BA) Business Accounting and Finance – ‘Flying Starts’ at Newcastle •••••••••••••••••••••••••• Established in 2002, the degree is a collaboration between the Business School, PricewaterhouseCoopers (PwC) and the Institute of Chartered Accountants in England and Wales (ICAEW). The degree’s unique structure enables students to put classroom theory into commercial practice on paid work placements with PwC, and then relate practical experiences back to studies. Delivered by a team of professionals from the Business School and PwC, who are dedicated to the success of the programme, the programme is designed to equip students with a range of business skills that will help them develop a future career.

A key element of this degree programme is that students can make accelerated progress towards becoming a fully qualified member of the Institute of Chartered Accountants in England and Wales (ICAEW). By completing three work placements, students accumulate approximately half of the approved technical work experience required by ICAEW in order to qualify, so that by the time they graduate, they have made significant progress towards becoming a Chartered Accountant. Students are able to formally qualify approximately a year after graduation by completing a further year of approved work experience and by completing the three remaining Advanced Stage ICAEW examinations.

•••••••••••••••••••••••••• Accounting and Finance programmes •••••••••••••••••••••••••• As well as the BA Business Accounting and Finance degree, the group also offers successful programmes in BA Accounting and Finance, a Graduate Diploma in Finance, Accounting and Business, and two MSc programmes in Strategic Planning and Investment, and International Financial Analysis.

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•••••••••••••••••••••••••• UN Principles for Responsible Management Education (PRME) ••••••••••••••••••••••••••

•••••••••••••••••••••••••• The mission of the Principles for Responsible Management Education (PRME) initiative is to inspire and champion responsible management education, research and thought leadership globally.

The PRME are inspired by internationally accepted values such as the principles of the United Nations Global Compact.

They seek to establish a process of continuous improvement among institutions of management education in order to develop a new generation of business leaders capable of managing the complex challenges faced by business and society in the 21st century.

PRME offer a unique way for Business Schools to engage with a programme with responsible practice and ethics at its core.

The Business School has committed to the Principles of Responsible Management Education (PRME) and is actively implementing its six principles.

The Business School has recently submitted its PRIME SIP (Sharing Information on Progress), developed by Dr Jane Gibbon, from the Accounting & Finance subject group.

As part of Professor Kathryn Haynes’s role with the Gender Equality working group within PRME, she will be representing the Business School at the PRME summit in Rio in June 2012.

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Laura Ireland, BA Hons Accounting and Finance

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•••••••••••••••••••••••••• Chris qualified as a Chartered Accountant in his native Newcastle upon Tyne and spent five and a half years in the profession with Andersen, Deloitte, and PricewaterhouseCoopers. He then spent two years in Europe in the assurance department of Electrolux, before joining the central finance department at English Partnerships (now the Homes and Communities Agency). Having put most of his academic learning into practice by this point, Chris sought a new challenge.

•••••••••••••••••••••••••• Simon is a Fellow of the Institute of Chartered Accountants. He started his accounting career working for Ernst and Young in the City of London. Since then he has worked in various accounting and management roles in practice, industry and the public sector. He has extensive experience of teaching accounting and finance, both to professional accounting students and non-accountants. Simon joined the Business School in 2010 to take up the role of Degree Programme Director for BA (Hons) Business Accounting and Finance.

Chris Soan, Lecturer in Accounting

•••••••••••••••••••••••••• Chris says of joining the Business School •••••••••••••••••••••••••• “I am incredibly proud to have graduated at Newcastle University before entering the accounting profession. When I was looking for a new challenge in my career, the opportunity to get back was one not to miss. Students like receiving examples from real-life business scenarios: I’ve done the job, so I can talk about it. The Business School also offered me the chance to do a part-time PhD, so this keeps me busy between lectures, as well as writing exam papers, and other, usually unseen, tasks.”

Dr Simon Parry

•••••••••••••••••••••••••• “The Business Accounting and

Finance degree was a major factor in

attracting me to Newcastle. I had

been aware of the degree since it

commenced in 2002 and was excited

at the prospect of being involved.

This truly is a first-class degree

that offers students top quality

tuition combined with work

experience with one of the world’s

leading professional services firms.

All partners are actively involved in

the ongoing development and

running of the programme to ensure

that it is kept up to date and that

student experience is optimised.”

•••••••••••• “I always knew I wanted a career in finance, whether it be banking or accounting. I love Newcastle and it’s given me a really diverse student experience, both academically and socially.

“I have just received a job offer from Ernst and Young, to work in their Newcastle tax department after I graduate this year.

“I’m looking forward to qualifying as a chartered accountant within the next three years.”

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Economics ••••••••••••••••••••••••••

Business cycles Economics Economy Free rider problem Financial system Firms Growth Government interference GDP Inflation

Jobs Macroeconomics Marginal cost Markets Marginal benefit Money Monetary policy Prosperity Public goods Specialisation of labour Trade Wealth

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Professor Robert Sollis, Chair in Financial Economics and Subject Group Head

•••••••••••••••••••••••••• Robert has a PhD in Economics from the University of Nottingham. His first academic post was a lectureship in the Department of Economics at Trinity College Dublin in 1999.

He joined Newcastle University Business School from Durham Business School as Professor of Financial Economics in August 2006.

Robert’s research interests are time series econometrics, statistics, and finance; he is currently conducting work in the fields of probability, quantile and density forecasting, statistical arbitrage, and value at risk.

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Maximilian K.E. Mayr, BA Economics

•••••••••••••••••••••••••• “Besides the range of perks that studying at Newcastle brings with it - including a great student body and athletic union – the Business School puts its graduates in a prime position to either enter the jobs market directly or continue into postgraduate study at virtually any institution worldwide.

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Titus Chima, MSc Finance and Financial Regulation

•••••••••••••••••••••••••• “The programme content suits me personally and professionally, and my sponsor/employer, Reserve Bank of Malawi. The combination of the modules is ideal and for me that combination broadened my accountancy knowledge into economics, law, and finance. It was my first choice and I love it.

“I was over-prepared for many differences - the weather, people, environment, food, and culture. I was not prepared for the similarities and the good things that would help me settle down quickly.”

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Professor Mich Tvede

•••••••••••••••••••••••••• Mich joined Newcastle University Business School in April 2011 after a successful career at the University of Copenhagen, Denmark. He has a doctoral degree from CBS, Denmark, as well as a Masters degree from the University of Copenhagen.

Mich is a theoretical economist; he works with general equilibrium theory including financial markets and production, overlapping generations economies, and game theory. In addition he applies theory to areas such as sports leagues, internet economics, and productivity analysis.

“As a prospective investment banker, my degree allowed me to obtain a place in an MSc program at one of the world’s top 10 universities. I especially appreciated the way that faculty always retained a high degree of approachability, by consistently providing feedback and adding a personal touch to my education.”

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Professor Susan Chilton

•••••••••••••••••••••••••• Professor Susan Chilton holds a Personal Chair in Economics. She has researched in the area of applied welfare economics for more than 20 years and is Co-Director of the Cross-Faculty Economics of Safety, Health, Environment and Risk (ESHER) Research Group. She sits on the Strategy Board for marineNewcastle, an interdisciplinary forum for marine research at Newcastle University.

Susan’s research feeds directly into public sector resource allocation decisions and focuses on the use of surveys to measure the public’s values for policy outcomes such as accident risk reduction, changes in life expectancy, and environmental improvements, so that they can be included in the political decision-making process.

She currently leads research assessing the publics’ views on road accident and cancer risks and integrating social and economic concerns into marine ecosystem management activities to enhance their sustainability.

UK financial services industry – not funding life-savers

•••••••••••• Funded by the Nuffield Foundation, this ongoing research focuses on the UK retail savings market and explores the extent to which savers are well-served by the institutions that make up the market.

It is investigating the returns savers get, which type of institutions and delivery channels give the best returns, and whether the market is getting more competitive.

The research is being led by Professor Robert Hudson, who is also the author of a book on stock market investment, over 40 refereed articles in leading international journals and a range of other publications. A Professor of finance, before entering the academic world Robert provided actuarial consulting services to a large number of companies and has subsequently directed research projects for a number of ‘Blue Chip’ commercial sponsors.

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Human Resources Management, Work and Employment

Activism Careers Diversity

Ethics Gender Global political economy Global governance Globalisation Identity

Intersectionality International organisations Life-work balance Labour Migration Multilateralism Public sector Power Under-employment

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Professor Stephen Procter, Alcan Chair of Management and Subject Group Head

•••••••••••••••••••••••••• Stephen joined Newcastle University in 2001 from St Andrews University, where he was Reader in Organisational Analysis.

He had previously been a lecturer at the Universities of Keele and Nottingham.

Stephen has served as an elected member of the Council of the British Academy of Management and as Chair of the British Academy of Management Special Interest Group (SIG) on HRM. Currently the Chair of the Editorial Advisory Board of Personnel Review, Stephen was co-founder of the International Workshop on Teamworking (IWOT), which convened for the 15th time in September 2011 in Leuven.

Stephen’s research interests are in three main areas: changing patterns of work and organisation in the public sector; the management of change; and management and organisational history.

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•••••••••••••••••••••••••• Dual Award (MA/MSc) in Advanced International Business and Management and Dual Award (MSc/MSc) in Advanced International Business Management and Marketing– Newcastle and Groningen •••••••••••••••••••••••••• These unique programmes, developed and led by Dr Tracy Scurry, were launched in 2009 with the signing of a partnership agreement between the Business School and the University of Groningen. The programmes require students to undertake an intensive period of study at both institutions over a period of 17 months, providing students with the opportunity to study at two respected European institutions while gaining international experiences that serve them well into their future careers.

These highly academic degrees have been designed for individuals who aspire to a career in international business management and will prepare students for a range of positions in international, multinational or transnational companies.

These challenging, applied programmes help students to develop a range of competences including critical analytical skills. Students are encouraged to apply their learning and engage with organisations, within modules and independently through their dissertations.

In the recent cohorts, individuals engaged with a number of organisations including L’Oreal, Heineken and TCD Foods Ltd. The high performance of students was celebrated at our first graduation ceremony in February 2012. Professor John Leopold, Deputy Director of the Business School, represented the Business School at a joint awards ceremony; all students achieved either a merit or distinction grade from Newcastle, and several obtained cum laude for their Groningen award.

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Anja Uglebjerg, MA International Human Resource Management & PhD student

•••••••••••••••••••••••••• “My MA also awarded me a qualification for the Chartered Institute of Personnel and Development (CIPD ). While HRM was the main element of the MA, I did also get a broader understanding of business studies in general and specifically the importance of HRM as part of the wider management and strategy in organisations. I was positively surprised about studying in such an international environment with students from all over the world.

“When I decided I wanted to do a PhD, it was an obvious choice for me to apply to the Business School, and I was lucky enough to be accepted and get a scholarship. I am currently in my first year and my research topic is gender and work-life balance policies and practices in Denmark and the UK. The PhD environment at the Business School is really good - I receive great support and input from both my supervisors and other members of academic staff. There’s also a really good atmosphere amongst the PhD students, which is reinforced by working in nice, new open plan PhD offices and having good facilities available to us.”

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Marco Malisewski, MA Human Resource Management

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Dr Tracy Scurry, Degree Programme Director for MA International Business Management, and Dual Masters Awards in Advanced International Business and Management

•••••••••••••••••••••••••• Tracy’s main research interests are in the area of careers. Her work to date has focused on graduate careers, in particular ‘non-traditional’ graduate employment, and the consequences that this has for individuals, organisations and societies.

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She has recently completed a British Academy funded project exploring undergraduate future career expectations, career management and notions of career success. Tracy’s current work focuses on fast stream participants in the civil service, identity narratives of global workers and low carbon careers.

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Dr Jenny K Rodriguez, Lecturer in Human Resource Management

•••••••••••••••••••••••••• Jenny’s research interests can be broadly defined in two areas: gender and organisation and international human resource management. Her published work has reported on gender identity construction, and the relationship between organisational culture and human resource management.

Her work is currently exploring intersectionality in the study of work and organisations, and the interplay between employment relations, migration and mobility. She is guest editor for a special issue of Employee Relations on this area.

•••••••••••• “Living in Newcastle was a great opportunity for me to improve my understanding of diverse cultures and advance my self development.

It has broadened my horizons and formed my personality.

“I really appreciate how the programme establishes a link between human resource management and the wider business context.

Studying at Newcastle, students are provided with a broad perspective of HRM within contemporary challenges of the subject.

I have strong aspirations to a career in the consulting sector where I seek to apply my theoretical knowledge to real-life business issues in different settings.”

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••••••••••••••••••••••••••

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•••••••••••••••••••••••••• KITE is a multidisciplinary University research centre focused on the social and economic challenges of innovation and entrepreneurship. As a collective, KITE leverages knowledge from across the social sciences to answer pressing questions related to innovation and entrepreneurship in a range of contexts. The knowledge generated by KITE researchers and collaborators is intended to impact upon policy and practice as well as scholarly debate.

•••••••••••••••••••••••••• KITE research relies on theory and evidence at one or more of these levels of analysis to answer questions in key domains of interest:

Innovation and entrepreneurship are complex phenomena that are impacted by a variety of forces. KITE focuses on four levels of analysis: •••••••••••••••••••••••••• • Individual Entrepreneurs, intra-preneurs and innovators, psychology, and decision making; • Organisational Innovation in public and private sector, innovation in complex projects, and corporate entrepreneurship; • Inter-organisational Industry-university collaboration, industrial networks, and clusters; and • Societal Public policy, institutions, and culture.

The Review —

•••••••••••••••••••••••••• • Entrepreneurship How do entrepreneurs create and exploit new opportunities?

• Innovation and venturing How does innovation and entrepreneurship occur within (and between) established organisations in the public, private and third-sectors?

• Social entrepreneurship How can the entrepreneurial process help solve social problems and support societal change?

• Creative and cultural sectors How can cultural industries exploit the power of entrepreneurship?

• Changing society What are the implications of political, economic, social and cultural changes on entrepreneurship, and how does innovation and entrepreneurship contribute to societal change?

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Professor Dimo Dimov, Professor of Entrepreneurship and Director of Doctoral Programmes ••••••••••••

‘Are entrepreneurs successful because they are special, or special because they are successful?’

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Innovation & Enterprise ••••••••••••••••••••••••••

Business

Creativity E-commerce Entrepreneurship Failure

Growth Health and social care Innovation Identity Idea generation Internationalisation Information sharing Management

Nascent Opportunity Public service Partnerships Risk Success Start-up

Uncertainty Venture capital

The Review —

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Professor James Hayton, Director of the Centre for Research in Knowledge, Innovation, Technology & Enterprise (KITE); David Goldman Professor of Innovation and Enterprise; and Subject Group Head

•••••••••••••••••••••••••• James’s research focuses on how organisations build their capacity for entrepreneurship and strategic renewal through their choices for managing people and structuring their enterprise. James is currently Executive Editor of the journal Human Resource Management, an editor with Entrepreneurship: Theory & Practice, and serves on the editorial boards of Journal of Business Venturing, Journal of Management Studies, Human Resource Management Review, and the Journal of Chinese Human Resource Management.

Formerly an external research fellow at the Max Planck Institute for Economics, James was also a visiting professor at Zhejiang University (China). Prior to joining Newcastle University Business School in 2010, he held academic posts in the US (San Jose State University and Utah State University) and Italy (Bocconi University/SDA Bocconi). He also serves as an adjunct professor at SDA Bocconi, providing executive education in the field of strategic human resource management.

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•••••••••••••••••••••••••• E-business •••••••••••••••••••••••••• The rapid evolution of information and communications technologies has dramatically altered global business practice, with successful competitive advantage dependent on a company’s ability to effectively harness the everevolving e-landscape. Professionals with a key understanding of e-business are therefore in increasing demand.

The Business School’s e-business programmes are aimed at graduates of all disciplines who are interested in a management career with a strong emphasis on e-business, including e-commerce, e-marketing, and information systems.

On completion graduates are equipped to bridge the gap between managers who lack the technical expertise of computer scientists, and computer scientists who may lack business management expertise.

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••••••••••••••••••••••••••

SiDE (Social Inclusion through the Digital Economy)

•••••••••••••••••••••••••• To date the main thrust of UK and European policy regarding an inclusive information society has focused on increasing the uptake of ICT, however, less emphasis has been placed on how technology is used, and in particular how technology can be used to transform lives. This is the gap that SIDE project, funded by the EPSRC’s Digital Economy Programme, is addressing.

Incorporating a Business School team of researchers, SiDE is an interdisciplinary research project aimed at realising the potential for digital technologies to transform the lives of people who are socially excluded, a growing problem in developed societies. From smart homes to social support services, SiDE is engaged in research and knowledge transfer partnerships that develop understanding of how digital industries can influence design, technology and business practices.

SiDE researchers are therefore working directly with marginalised groups to understand their needs, and explore the potential for digital technologies to transform lives.

•••••••••••••••••••••••••• www.side.ac.uk

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Entrepreneurs need ‘opportunity confidence’

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Dr Mariarosa Scarlata, Lecturer in Entrepreneurship

•••••••••••••••••••••••••• Dr Mariarosa Scarlata is a lecturer in entrepreneurship at the Business School.

Prior to that, she was a fellow at the London School of Economics and Political Science.

Mariarosa received her PhD in management sciences from ESADE Business School.

Mariarosa’s research interests lie at the intersection of entrepreneurship and venture capital financing, with a particular focus on social entrepreneurship and philanthropic venture capital.

She says: “Entrepreneurship and finance have long been researched and taught in business schools. Social entrepreneurship and social finance are relatively new topics that could push towards a radical shift in thinking about how to address, and efficiently back, the most compelling social needs.”

•••••••••••••••••••••••••• In a research article in the Journal of Management Studies, based on 195 entrepreneurs identified through the USAbased Panel Study of Entrepreneurial Dynamics, Professor Dimo Dimov (Chair in Entrepreneurship) presents evidence that greater opportunity confidence among entrepreneurs is linked with a greater chance that a business idea is actually put into practice.

Dimo’s research reveals two ways to get a more realistic level of opportunity confidence: early planning and experience of entrepreneurship. Dimo’s research shows that early planning, perhaps surprisingly, is not directly linked to the chance of a business idea emerging as an actual venture, but is linked with opportunity confidence. The research also found no direct link between entrepreneurial experience and the chance that a business idea would actually be launched. So entrepreneurs should only pursue ideas that, for the time being at least, have an acceptable level of opportunity confidence.

Dimo concludes: “Entrepreneurs with sufficient confidence in the merits of the opportunity can feel compelled to persist in their venturing efforts. But those who lose confidence may choose to abandon it. Both results represent efficient realisations of the entrepreneurial process.”

•••••••••••••••••••••••••• Dimov, D., (2010). Nascent Entrepreneurs and Venture Emergence: Opportunity Confidence, Human Capital, and Early Planning. Journal of Management Studies, 47:6 September 2010, 1123-1149 ••••••••••••••••••••••••••

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Philippa Leith, MA Arts, Business & Creativity

•••••••••••• “Having lived in Newcastle all my life I did not hesitate at the chance to study at this fantastic university in my wonderful home city.

The programme epitomises the way in which, as a designer, I want to combine my passion, my creative skills, knowledge and experience of the design industry, with business skills, insight and understanding.

“It is an experiential degree with activities that allow me to put what I learn into practice.

I am eager for a new, exciting, and challenging creative direction and many opportunities have opened up to me since commencing this course.”

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Marketing ••••••••••••••••••••••••••

Advertising

All-embracing Branding Communications Competition Consumer Focus Integration Innovative Marketing mix Product Proactive Relationships Retailing Strategy

••••••••••••••••••••••••••

Professor Klaus Schoefer, Chair in Marketing and Subject Group Head

•••••••••••••••••••••••••• Klaus joined the Business School in March 2010, having previously served at the University of Vienna’s Department of Business Administration and Nottingham University Business School. He holds a PhD in Marketing and obtained the venia docendi (Habilitation) in Business Studies.

Klaus’s research relates predominantly to the field of services marketing where he focuses on service failure/recoveryrelated issues. Characteristic of his work is its quantitative orientation and the examination of cross-cultural variations where appropriate.

His work has appeared, among others, in the Journal of Service Research, Journal of Services Marketing, and the British Journal of Management.

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•••••••••••••••••••••••••• Marketing consultancy projects ••••••••••••••••••••••••••

BRAND POWER

•••••••••••••••••••••••••• The Business School’s marketing consultancy projects are an exciting opportunity for undergraduate students to work within a consultancy role for a local company, putting the theory they have acquired in class into practice.

The projects are designed as an alternative to the traditional dissertation and provide students with the opportunity to undertake a professional marketing consultation, working on a real problem an organisation is experiencing.

Current clients include Northumbria Police, Alnwick Tourism Association, Sports Northumberland and Kielder Observatory.

•••••••••••••••••••••••••• Jerry Barker, Chief Inspector for Northumbria Police said: •••••••••••••••••••••••••• “On each of the four occasions I have worked with Newcastle University Business School I have been greatly impressed by the students’ enthusiasm, innovative thinking and the high standard of the final report, and I’ve always been able to use some of the recommendations.”

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Dr Joanna Berry, Director of Engagement and Senior Tutor, Marketing

•••••••••••••••••••••••••• Joanna’s research interests are centred around the personal and professional opportunities and challenges created by technological developments across science, business and the creative industries. Her current research covers the changing value frameworks and business models across these sectors.

Joanna teaches Strategic Marketing to EMBA students and is Senior Tutor for BA Marketing and Management. Her PhD studied emergent music industry business models. Joanna is Chartered Fellow of the Chartered Institute of Marketing and Chair of the North East Regional Board of the CIM. She is also a Fellow of the Institute of Business Consultants.

In 2011, Joanna led the introduction of social media marketing modules within the Marketing group at the Business School to give students the chance to construct, carry out and evaluate ‘real-life’ social media projects, thus developing their levels of employability in a ‘real-life’ marketing environment. These modules are enhanced with a rich variety of guest speakers, who have willingly given up their time and knowledge to students. Critically, this approach ensures that the evolving nature of social media is showcased within teaching, research, and industry engagement activities.

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How Tesco took on Thailand, Dr Matthew Gorton

•••••••••••••••••••••••••• Tesco’s expansion into Thailand was likely to be difficult, perhaps even embarrassing, according to an influential view that consumers in East Asia would stick with traditional markets over Western-style supermarkets. Research

by Dr Matthew Gorton reveals the reality of Tesco’s performance since its arrival in Thailand.

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Enter Tesco

•••••••••••••••••••••••••• Tesco entered the Thai market in 1998, first as a joint partner then full owner of Tesco Lotus from 2003. To be successful, Tesco needed to find a way to change consumers’ perceptions of supermarkets. Tesco introduced a game-changing tactic: ‘crossnational procurement’. It set up purchasing chains that went way beyond Thailand, outflanking wholesalers and opening up new opportunities for economies of scale.

A second powerful tactic for the supermarkets was own branded (private label) goods. These cut costs to the consumer and were not available to ‘wet’ markets and small retailers. As a result, Tesco Lotus and other chains were able to reach out beyond the middle class niche and attract a broader range of consumers.

•••••••••••••••••••••••••• A third tactic was to change the layout of supermarkets so that they looked more like traditional ‘wet’ markets.

A fourth factor was food safety. Matthew’s research suggests Thai consumers rate supermarkets above ‘wet’ markets in this attribute, which is one of the most important attributes to shoppers.

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Breakthrough results

•••••••••••••••••••••••••• By 2008, Tesco Lotus had grown to be the largest food retail chain in Thailand. It accounted for some 8 per cent of the Thai grocery market and operated over 250 stores. What’s more, by 2008 the combined market share of all supermarkets and convenience stores had risen to 34 per cent.

Matthew concludes that the Thai case “illustrates that the importance and permanence of barriers limiting the replication of Western structures of food retailing in East Asia was overstated.”

Tesco had already proved itself to be a fearsome competitor in Western markets.

And in Thailand, it seems that it has done it again.

•••••••••••••••••••••••••• Gorton, M. et al. Wet Markets, Supermarkets and the “Big Middle” for Food Retailing in Developing Countries: Evidence from Thailand, World Development (2011) doi:10.1016/j. worlddev.2011.02.005 ••••••••••••••••••••••••••

Mark Holmes, BSc Marketing and Microsoft graduate trainee

•••••••••••• “I joined Newcastle University in 2008 and a lot has changed since then, most noticeably we now have a shiny new building, giving the Business School a real identity and the students a sense of belonging to something.

“One of the best experiences was choosing to take a placement year. I was fortunate enough to spend a year working for Microsoft, proving a great opportunity to gather practical business skills in the real world.

The year taught me a lot and was incredibly enjoyable, I am proud to say I have a subsequently been offered a place on their graduate scheme.”

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Operations Management ••••••••••••••••••••••••••

Control Competitiveness

Efficiency Excellence

Heuristics Lean Learning Theories

Manufacturing Optimisation Planning

Productivity Systems thinking Supply chains

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Professor Chris Hicks, Chair in Operations Management, Director of Research and Subject Group Head

•••••••••••••••••••••••••• Chris has a broad interest in operations management and is a Chartered Engineer and Fellow of the Institution of Engineering Technology. He leads the Management of Operations, Strategy and Technology (MOST) Research Group, as well as holding the Director of Research post within the Business School.

Chris’s research is focused on the manufacturing and health sectors and addresses issues of relevance to companies in North East England. The region has a long history of producing complex capital goods, such as power plants, ships and oilrigs, designed and produced to meet individual customer requirements. His work has investigated strategic and operational issues, including supply chain management, facilities layout, planning and control, the impact of deregulation, and the application of computer aided production management systems.

Chris’s recent work includes a partnership in the European Regions for Innovative Productivity (ERIP), a €3.3m EU funded project that seeks to help small companies in the North Sea Region of Europe implement Lean. The partners include Ghent University (Flanders), the University of Groningen (Netherlands), Swera (Sweden), SINTEF (Norway) and Osnabruck University (Germany).

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Adrian Small, Research Associate

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Dr Ying Yang, Degree Programme Director

•••••••••••••••••••••••••• Ying is a fellow of the Higher Education Academy (HEA) and member of European Operations Management Association (EurOMA).

Her research interests are in the areas of service operations management, supply chain management, operations strategy, and information technology.

She is a reviewer for International Journal of Operations and Production Management, Supply Chain Management: an International Journal, and Journal of Chinese Economics and Foreign Trade Studies.

Ying has over seven years’ teaching experience on Operations Management and Supply Chain Management across all different levels. She is Degree Programme Director for MSc Operations and Supply Chain Management and MSc Operations Management, Logistics and Accounting.

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Monash, Melbourne

•••••••••••••••••••••••••• Australian and UK governments have allocated substantial funding to stem cell R&D in anticipation that it will reduce the social and economic burden of chronic diseases in national healthcare systems.

Working alongside Newcastle University’s Medical School, in partnership with Monash University, Melbourne, the Business School is currently engaged in research to facilitate cross-sector learning in supply chain management between the manufacturing and health and regenerative medicine industries.

•••••••••••••••••••••••••• Having completed a PhD in 2007, Adrian’s main research interests are in the implementation of Lean in both manufacturing and service contexts.

•••••••••••••••••••••••••• Adrian says, •••••••••••••••••••••••••• “I have always had an interest in business and information systems.

My current role allows me to integrate these areas into research, while concentrating on the operational activities within organisations.

“I have wide ranging research interests including the design of services, systems thinking, and project management, which are complementary to the area of operations management and service operations management research.

“I am part of a team that teaches Research Methods to postgraduate students and I also supervise postgraduate dissertation projects.

This teaching experience has allowed me to pursue the Introduction to Teaching and Learning in Higher Education part B certificate.”

•••••••••••••••••••••••••• This research will transfer best-practice approaches from manufacturing into healthcare and help design new supply chains for the regenerative medicine industry. The experience gained in this project will also be used to assist the development of regenerative cell manufacturing and supply chain regulation in other jurisdictions around the world.

The research project builds on a strategic alliance with Monash announced in spring 2010, and is due to complete in spring 2012.

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Evaluations of the NHS North East Transformation System (NETS) in the NHS North East

•••••••••••• NHS North East is the first Strategic Health Authority (SHA) to adopt a region-wide strategy that aims to transform an entire healthcare system through the application of the North East Transformation System (NETS). The strategy has three elements: the vision, the compact, and the method. The vision is to provide excellent healthcare; the compact seeks to reshape the psychological contract between clinicians and the institutions in which they work to facilitate transformational change; and the method aims to improve processes, quality and efficiency through the application of Lean philosophy and techniques. The Business School, together with the Wolfson Research Institute at Durham University, has been awarded £500k by the National Institute for Health Research to conduct a threeyear project to evaluate NETS. The Review —

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Strategy, Organisations and Society

Anthropology Alleviation Bourdieu Capital Crisis Collaboration Contention Democracy Elites Expertise Forms Future-perfect thinking Institutions Inter-organisational Power Politics Poverty

Practice Symbolic violence Social fields

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Professor Chris Carter, Professor of Strategy and Subject Group Head

•••••••••••••••••••••••••• Chris holds the Chair in Strategy at the Business School, having joined in September 2011 from the University of St Andrews.

An organisation theorist by training, Chris is currently working on a number of research projects, including ‘Strategic Change in the BBC’ – looking at the changes in the BBC from the Alastair Milne’s time as Director-General through to the Greg Dyke period; and ‘Politics as Strategy / Strategy as Politics’ - charting the importation of modern strategy techniques into British politics and the development of strategy concepts.

Chris says, “Traditionally business schools have organised themselves along purely functional lines – as if they were mimicking a 1960s multi-divisional corporation. Of course, at one time that seemed to make sense. Now it does not. What is refreshing about this Business School is its willingness to challenge orthodoxy and the established way of doing things.”

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•••••••••••••••••••••••••• Achieving consensus around strategic issues through discussion in senior management team meetings •••••••••••••••••••••••••• Human capital provides an organisation with its competitive advantage in the 21st century. But what use is hiring and developing staff if they are prevented from contributing to the organisation if the meetings they participate in are poorly led or they simply do not have the skills to do so effectively?

Professor Ian Clarke, Chair in Strategic Management and Marketing, and Director of the Business School, recently led research for the Advanced Institute of Management, (AIM), funded by EPSRC and ESRC, launching a report entitled ‘Leveraging your human capital... Managing strategic discussions to achieve consensus in business meetings’.

Focusing on senior-level discussions that took place over a six-month period within a FTSE 100 company in the UK and Australia, the research identified nine discussions strategies for participants and leaders to use to ensure robust and insightful discussion in order to produce strong consensus around key strategic issues faced by businesses.

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Telling stories

•••••••••••••••••••••••••• Dr Stefanie Reissner developed an interest in narrative and storytelling in the context of organisational change and learning during her doctoral studies at Durham University.

The focus of Stefanie’s current research is on the use of narrative and storytelling in managerial practice and the development of employees, and is being funded by the Economic and Social Research Council (ESRC).

The use of storytelling as a management tool is currently being advocated as the missing trick in management and leadership, however, the dynamics of managerial storytelling are largely unknown.

While this may matter little to those who use storytelling successfully in their daily work, it is vital to understand in more detail how and why stories are an effective means of communication, knowledge-sharing, change and learning in organisations.

During the course of her research, Stefanie will be working with practitioners via the Chartered Management Institute (CMI) to disseminate her work and keep linked-in with both academic and industrial debate in this area.

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Dr Martyna Sliwa, Senior Lecturer in International Management

•••••••••••••••••••••••••• Martyna teaches at undergraduate and postgraduate levels on contemporary issues in international business, and managing across cultures. Her research interests have evolved around post-socialist transition, migration and trans-nationalism, critical management education, philosophy of management and organisations, and representations of organisations in literary fiction. Martyna is working with academic colleagues in Europe and Australasia on works as diverse as the intersection of gender and foreignness on individuals employed in contemporary academia, and the use of literary fiction in management education.

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Dr Ron Kerr, Lecturer in Organisational Studies

•••••••••••••••••••••••••• Before completing his PhD at Lancaster, Ron worked on education projects in China, Ukraine and Russia. He is currently building on a series of studies, using the framework developed by Pierre Bourdieu in order to research the phenomenology of power within organisations and the formation, reproduction and reformation of elites.

Another main strand of his research focuses on the mediatisation of organisations, including looking at how elite bankers have been portrayed in the media.

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Anna Borkowicz, BA Hons International Business Management

•••••••••••• “Studying IBM not only gives me a chance to gain a theoretical knowledge of how to manage people, but also how to do it internationally.

Most significant companies operate globally, thus it is important to know how to manage across cultures.

Studying IBM gives me an opportunity to study Chinese, which could be helpful to become outstanding on the job market in the future. Going to China next year is extremely exciting - it will not only give me a chance to discover Chinese culture in a practical way, but also learn the language and meet lots of Chinese people.

I believe it will help me to develop a global mindset, which is important if I want to work effectively in the future.”

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MBA •••••••••••••••••••••••••• The Business School’s MBA programme has gone through a significant curriculum review and will be re-launched in September 2012, offering a 20 per cent discount to all alumni.

Our MBA is designed to add real value to people of all career persuasions – from social entrepreneurs to corporate managers - with an international outlook.

Specifically, the MBA offers the chance to: •••••••••••••••••••••••••• • Improve ability to manage in complex situations • Enhance skills and knowledge of global business issues to operate successfully across cultures • Increase knowledge of theoretical frameworks and how they apply in practice • Maximise the confidence of established and aspirational leaders • Expand business networks •••••••••••••••••••••••••• The new programme includes nine compulsory modules and four electives.

The compulsory electives include: •••••••••••••••••••••••••• • Global strategic management • Strategic human resource management • Global political economy • Strategic marketing • Operations management • Accounting and finance • Entrepreneurship • Organisational behaviour in complex environments • Leading and transforming organisations • Research methods

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Entrepreneurship

•••••••••••••••••••••••••• From 2012, the Business School will be offering a unique track in entrepreneurship for people seeking to pursue their ideas inside or outside an established organisation. The track combines leading edge thinking on entrepreneurship and global experience. It is designed to support students in developing the necessary frameworks and skills to contribute entrepreneurial leadership in their chosen career – either in new ventures, corporate or public service, or voluntary settings.

The programme provides students with opportunities to develop an advanced understanding of: •••••••••••••••••••••••••• • The social, political and environmental contexts within which entrepreneurship operates • Current research on stimulating entrepreneurship, and the transfer of ideas into successful opportunities • Leadership requirements and best practice in entrepreneurship. This involves exposure to thought leaders from specific sectors across the globe • Core management skills required – strategic and operational frameworks for encouraging and managing entrepreneurship

•••••••••••••••••••••••••• Students are able to choose a selection of electives including: management consultancy; leadership; managing information; global strategic design; current affairs; news; and organisation.

The programme provides an action-learning environment in which students are able to apply learning within different business contexts and in their own workplace.

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•••••••••••••••••••••••••• “My role is to begin students’ MBA studies by challenging them to look and think about the world differently.

“To do this, our focus is the origins, functions and activities of international organisations that facilitate trade, finance and economic development, particularly the International Monetary Fund (IMF), the World Bank and the World Trade Organisation (WTO).

•••••••••••••••••••••••••• “International agreements and the role of international organisations such as the IMF are at the centre of attempts to understand and resolve these crises and the Business School’s MBA students are at the forefront of analysing and discussing these attempts.

From the first moment meeting my plans are clear. I want them to look at the world differently, help them understand the world differently and, as Business School MBAs, to go on and make a difference.”

Professor Stephen Hughes

“Making links between politics and economics helps us develop a richer and more informed ‘real world’ view of the global economy. From this approach students can understand how the global crisis, with its origins in the United States and international banking, and the current crisis in the Eurozone, have become an important part of our work.

Catherine Auld, MBA student and International Manager, Sunderland City Council

•••••••••••• “I’m really enjoying the opportunity to step back from my immediate working environment, and reflect on many of the issues that affect us as an organisation, as well as me in my day to day working life, drawing on theories and academic perspectives, my own experience and the expertise of fellow students in the private, public, and third sectors.

I hope that this experience will help me to continue to develop and increase the opportunities for me to make a difference.”

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Executive education •••••••••••••••••••••••••• At Newcastle University Business School we take a new perspective on executive education. We run both open and customised programmes for clients, regionally, nationally and internationally.

Our approach is to base our programmes on our research strengths and to combine both theory and practice to meet the organisational needs of our clients.

Our customised programmes are based around a detailed analysis of an organisation’s requirements; this is then followed by an iterative design phase in order to craft a series of activities that fully meets the initiatives of the organisation.

Once established, we regularly meet our clients to review progress and evolve the programmes in light of emerging issues and trends.

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•••••••••••••••••••••••••• One example of this is the MSc in Healthcare Management, which was designed around the needs of an NHS Trust to develop its middle management and meet the change agenda of healthcare in the post-recession environment. This programme is now in its second cohort.

We have designed similar programmes for a range of small- and medium-sized organisations within the United Kingdom.

We have also developed courses out of our research strengths in economics and finance, and delivered these in partnership with the Reserve Bank of India. And we take the same care in developing our open programmes; using our knowledge of the challenges facing organisations and regions to craft activities that will meet these needs.

We are in the process of developing a range of courses designed to meet the needs of the regional economy, built around our core strength in entrepreneurship. These open programmes are aimed at entrepreneurs and business people in the region helping them to develop and grow their organisations, thus providing organisational growth contributing to the renewal of the North East economy.

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Dr Tyrone Pitsis, Deputy Director, Strategy, Organisations & Society

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‘Don’t be fooled by people offering simple solutions to complex problems: wicked problems require complex solutions through integrated thinking. The art of leadership is to make the complex look simple.’

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Our global alumni network

•••••••••••• Map Key •••••••••••• Alumni Ambassador •••••••••••• Alumni Branch •••••••••••• Branch

coming soon •••••••••••• LinkedIn groups •••••••••••• Alumni events The Review —

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•••••••••••••••••••••••••• The Business School’s global alumni network offers a wide pool of opportunities.

With over 10,000 fellow Business School graduates and over 140,000 other Newcastle University graduates, worldwide, we provide unique and exclusive opportunities for connecting, learning and developing, both personally and professionally, on and offline, as our graduates progress throughout their lives and careers.

•••••••••••••••••••••••••• Our Business School alumni community is thriving and continues to grow its reach. From our dedicated benefits and services package, consisting of expanding branches networks, and our developing ambassador’s initiative, right through to an extensive events programme, we are here to facilitate connections, provide access to value added services, and open the doors for engagement. We invest in business development activity to provide opportunities for graduates of all ‘eras’ to connect with us, and each other, globally.

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•••••••••••• To find out more about our events visit: www.ncl.ac.uk/ nubs/about/events ••••••••••••••••••••••••••

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•••••••••••••••••••••••••• We offer dedicated benefits and services for all our alumni. We aim to add value to graduates’ professional experiences outside the Business School through initiatives that enhance skills and experience, allow alumni to meet new people and make useful business contacts, as well as pass on wisdom, advice and experience to the graduates of tomorrow as a Business School graduate.

••••••••••••••••••••••••• From informal and social to formal and professionally focused, we offer many opportunities to attend events both on and off campus, all around the world.

Added value beyond graduation

Events

•••••••••••••••••••••••••• What’s in it for graduates?

•••••••••••••••••••••••••• • Events are an excellent way to network with students, graduates, staff and wider business community ‘friends’ enhancing professional networks, sharing knowledge and exploring new business opportunities

•••••••••••• Don’t miss Convocation Weekend, an annual event held in June, inviting all Newcastle University graduates back to Newcastle to join in with lots of exclusive and special events and celebrations.

•••••••••••• www.ncl.ac.uk/ alumni/events/cw The Review —

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•••••••••••••••••••••••••• Our global ambassador programme aims to identify and engage exemplary graduates with the ability to represent and help the Business School across the world. The programme uses the goodwill of our alumni community by working in collaboration with the individual ambassador on initiatives of strategic importance to the School. This includes providing assistance with recruitment, welcoming home new graduates, event organisation, and guidance with market intelligence, to name just a few strands of work.

•••••••••••••••••••••••••• Experts in numerous business fields potentially have something of value to say to our students, alumni or business community. If you are keen to impart your wisdom, share your experiences and/ or heighten your career profile then we would love to hear from you. There is no pre-requisite on areas of expertise, we just need to ask you a few simple questions to identify where we could use your expertise, and then we will add you to our new alumni guest speaking brochure, which is distributed annually to the academic teaching community here at the Business School.

Global ambassadors

•••••••••••••••••••••••••• What’s in it for graduates?

•••••••••••••••••••••••••• • A chance to be recognised as a special ambassador of the School – improving career profiles and experiences, joining only a small number of other, highly valued worldwide ambassadors • Excellent opportunity to assist the School, improve its reputation, and add to its capabilities •

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The opportunity to get involved with various events and initiatives and realising new experiences, all over the world, and within specific markets

Guest speaking

•••••••••••••••••••••••••• What’s in it for graduates?

•••••••••••••••••••••••••• • An opportunity to heighten and establish your own career profile to a wide ranging business community •

A means of imparting professional business knowledge, skills and experience for the benefit of the Business School community

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A chance to be recognised as a credible business speaker in association with a leading UK business school

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•••••••••••••••••••••••••• With the launch of an MBA mentoring programme last year we are realising the huge potential for helping more current students out over the course of the forthcoming year. Maybe you felt that when you were a student you wish there had been more opportunities to get assistance or advice with your studies? Maybe you are in a prime position now to be able to impart some of your own wisdom, experience and advice, based on your own experiences, to a current student either from an academic, personal or professional context?

•••••••••••••••••••••••••• Graduates have already experienced life at the Business School and we see them as an integral part of our recruitment effort. Graduates really add value to the School, the global student community, and their own careers by getting involved in recruitment activities across the world.

Mentoring

•••••••••••••••••••••••••• What’s in it for graduates?

•••••••••••••••••••••••••• • An opportunity to impart your knowledge, wisdom and experience to truly develop the potential of a current student •

Helping the Business School enhance the student experience and ensure we deliver the highest standards of student support

Recruitment assistance

•••••••••••••••••••••••••• What’s in it for graduates?

•••••••••••••••••••••••••• • Having a measurable impact on the recruitment of high-calibre students adds variety and depth to professional experience • International visits, including travel and accommodation depending on requirements at the time •

Meet new people in an ambassadorial role for the Business School, while at the same time linking to opportunities within own organisations for internships, placements and exchange programmes. Not only can graduates assist in recruiting new students, but the Business School can connect pools of graduates with wide ranging skill-sets to help recruit new employees for their own organisations The Review —

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Company visits, internships, placements and our new Global Experience opportunity

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•••••••••••••••••••••••••• Are you working for a company that could be visited by a group of students and offer learning opportunities from a business context? Are you in a position to offer an internship or year-long placement opportunity? Is your company currently in need of business solutions, which students could help research and deliver as part of their programme assessments for you?

•••••••••••••••••••••••••• What’s in it for graduates?

•••••••••••••••••••••••••• • You will be offering unique opportunities for our students to learn and develop their understanding of real life business, getting the chance to put theory into practice and ultimately helping the Business School add value to the student experience •

Access to high quality students who can help solve business problems, achieve organisational objectives and provide reports and recommendations

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You will be helping your Business School establish and enhance its students’ international employability, offering and demonstrating its global reach and capabilities

•••••••••••••••••••••••••• We have a range of opportunities to match high quality students with your organisation.

Currently we are specifically looking for alumni working for suitable organisations, who could offer a global experience opportunity. This is only a six-week project over the summer months and can add substantial value for your organisation.

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Executive education

•••••••••••••••••••••••••• The Business School is able to develop bespoke executive and management development programmes for organisations, within the public, private and not-for-profit sectors.

•••••••••••••••••••••••••• What’s in it for graduates?

•••••••••••••••••••••••••• • Bespoke management training, which adds value to the workforce and management capabilities and knowledge base •••••••••••••••••••••••••• Our approach is based on understanding organisational needs, along with the development needs of staff, and then crafting a programme that meets both sets of objectives.

Last year, the Reserve Bank of India took advantage of the offer and was extremely happy with the results, and this year the National Football League in the US is taking on three students, too.

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Sponsoring student prizes and events and profile-raising initiatives

•••••••••••••••••••••••••• As a double accredited, leading UK Business School, part of the internationally renowned Newcastle University, we offer many brand exposure opportunities for your company. Perhaps you’d like to partner with the School through sponsoring our annual student prizes (at both undergraduate and postgraduate level) and/or our events programme?

Alternatively perhaps you have some good news about a project you have led on, or a notable team achievement in your organisation? We are always looking for good news stories from our graduates, so please let us know all your good news and we can help you and your brand reach an international audience through our global publications and communications.

•••••••••••••••••••••••••• What’s in it for graduates?

•••••••••••••••••••••••••• • An opportunity to access a valuable and sought after market – students •

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Fundraising

•••••••••••••••••••••••••• Asking for money is not at the core of our alumni relations programme here at the Business School and as you can see by the opportunities we have highlighted throughout this section there are many ways you can get involved, engage and reap the rewards personally and professionally.

As with all leading business schools, however, we still have a need to raise funds to support specialised projects, to add value to our academic capabilities, provide scholarships for students, enhance our entrepreneurial development, improve our research credibility and provide us with opportunities to enhance our events and publications.

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Postgraduate study discount

•••••••••••• All Business School graduates are eligible for a 20 per cent discount on postgraduate and MBA programmes across the entire University curriculum.

•••••••••••• contact: tristan.alltimes @ncl.ac.uk for more information.

•••••••••••••••••••••••••• If you are interested in any of these opportunities, please contact our alumni relations team: nubsalumni@ncl.ac.uk ••••••••••••••••••••••••••

The chance to improve your organisation’s brand profile globally, through association with a UK leading Business School and internationally renowned University

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•••••••••••••••••••••••••• Our global alumni community is a truly impressive network of worldwide business contacts and we want to continue to maintain and strengthen the network. In order for us to do this we ask our graduates to keep in touch with us.

•••••••••••• Complete one of our graduate profile forms, available via the Business School’s website: www.ncl.ac.uk/ nubs/alumni

•••••••••••• Connect with our Alumni Relations Manager, Tristan Alltimes, through LinkedIn, email: tristan.alltimes @ncl.ac.uk or telephone +44 (0) 191 208 1636.

•••••••••••• Join one of our social media business school alumni groups on either Facebook or LinkedIn

Keeping in touch

There are a few ways for you to keep us up to date on what you are doing and of any changes in contact information.

One winner a month will be randomly selected to win £25 Amazon vouchers.

•••••••••••• Update your details using the University’s Alumni Association online forms: www.ncl.ac.uk

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Professional support ••••••••••••

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From international relations to student communications, the team works collaboratively on projects ranging from events, to the launch of new academic programmes.

•••••••••••• “I support research and engagement activities and assist the directors of KITE and SERU. I enjoy: great camaraderie in our office; working as part of a collective; feeling valued; expanding and refining skills; communicating with a wide range of colleagues; and contributing towards well organised events and positive outcomes.”

•••••••••••• “I have responsibility for building global networks for the Business School through meaningful relationships with academia, industry, and governments.

These relationships inform research, lead engagement, and develop students – all part of our internation alisation strategy as a business school.”

•••••••••••• “My role is to work with the Executive Team to ensure future sustainability, growth, and direction. There have been many exciting projects since I started the job in 2000, such as the planning and delivery of the new building. I am really lucky to have a great professional support team without them I could not do the job. I go home to my second job of being a mum to Olivia (six) and Thomas (20 months) – luckily I enjoy challenges!”

The Business School employs a 46-strong team of professional support staff, to manage and add value to the work of academics and students.

Professional support staff at the Business School manage a broad range of missioncritical areas of work, including accreditation, research, engagement, recruitment, and retention, working closely with academic colleagues, students, and partners.

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Steve Bremner, Research Support Assistant

Sharmishta ChatterjeeBanerjee, Head of International Relations

Helen Miller, Business School Manager

Gemma Cornish, Programme Secretary

•••••••••••• “I provide support for students studying the Marketing and Marketing and Management degree programmes, and administrative support for academic staff. I really like interacting with students and being exposed to so many different cultures and backgrounds.”

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Professor Pooran Wynarczyk, Director of Small Enterprise Research Unit

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‘Your ideas in business are your assets, they allow change, innovation and disruptive technologies to be born. To capitalise on the power of our thoughts we need to think and act freely: eliminating stereotypes.’

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•••••••••••••••••••••••••••• Design and art direction — OneNineFour Studio ••••••••••••••••••••••••••••••••••••••••••••••••••••••• Photography — OneNineFour Studio except BQ (Catherine Auld image, pg 33) Heather Hayton (pgs 9, 23, 35 & 43) Sky Tyne & Wear (pg 12) The Picture Farm (pg 38 - 39) ••••••••••••••••••••••••••••••••••••••••••••••••• Portraits — Charlotte Maddison

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For more information

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Follow us on Twitter: @NUBizSchool You can also find us online at:

Newcastle University Business School 5 Barrack Road, Newcastle, NE1 4SE

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www.ncl.ac.uk/nubs

Telephone +44 (0) 191 208 1500

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When you have finished with The Review please recycle it.

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