HENLEY - Key Persons

Job Titles:

• Consultant
• Associate Professor in Financial Management

Clare Calderan is an experienced lecturer and consultant in financial management and banking, with over 20 years' experience in the industry. Clare holds a BSc in Engineering from Durham University, but following her undergraduate degree moved in to accounting. She is a fellow of the ICAEW, a Fellow of the Higher Education Academy, and holds a PGCLT. Clare has worked both in insolvency at Deloitte & Touche and Investment Banking at HSBC, before continuing her career in further education. She has lectured for the ICAEW, CIMA and ACCA professional qualifications in the areas of financial management and management accounting, but also extensively in University settings. In addition, Clare has delivered in-house training for interns, graduates and executives at investment banks such as Barclays, Citi, Deutschebank and Rothschild in the areas of accounting; equity, debt and derivative products; and business valuation.

Job Titles:

• CEO of Anglo American Plc

Risking the ire of investors in pursuit of long-term value: an interview with Cynthia Carroll, the CEO of Anglo American plc Reference: O'Regan, N. and Ghobadian, A. (2010) Risking the ire of investors in pursuit of long-term value: an interview with Cynthia Carroll, the CEO of Anglo American plc. Journal of Strategy and Management, 3 (4). pp. 393-401. ISSN 1755-425X doi: https://doi.

The role of rational trust and emotional trust in developing brand sustainability and strategic reputation management in the public sector Reference: Da Camara, N. Z. , Money, K. G. and Hillenbrand, C. (2010) The role of rational trust and emotional trust in developing brand sustainability and strategic reputation management in the public sector. In: 14th International Conference on Corporate Reputation, Brand, Identity and Competitiveness, 19-21 May 2010, Rio de Janeiro, Brazil. The differential role of trust and distrust in building relationships with favourable and unfavourable customer groups Reference: Da Camara, N. Z. , Money, K. G. and Hillenbrand, C. (2010) The differential role of trust and distrust in building relationships with favourable and unfavourable customer groups. In: 18th International Conference in Relationship Marketing (ICRM), 27-30 Sept 2010, Henley on Thames, UK .

Job Titles:

• Lecturer in Organisational Behaviour at Henley Business School
• Professor Bernd Vogel - Professor Claire Collins

Dr Amal Ahmadi is a Lecturer in Organisational Behaviour at Henley Business School. She is a member of the Henley Centre for Leadership and the Henley Centre for Entrepreneurship and is also a Fellow of the Higher Education Academy (HEA). Amal worked in the banking and financial services industry prior to pursuing her doctoral research at Henley Business School. Her PhD research explored the leadership knowing-doing gap, focusing on the role of leader fear and the leadership context in influencing the transfer of leadership knowledge into leadership action. It drew on cognitive, affective and behavioural mechanisms to explore the phenomena in study and has the potential to be extended into several interdisciplinary avenues for future research. Amal has presented her research at a number of conferences, such as the British Academy of Management (BAM), the Academy of Management (AOM) and the Developing Leadership Capacity Conference (DLCC) among others. She has won the Best Doctoral Paper Award for a paper presented at the 9th Conference on Emotions and Organisational Life (Emonet IX) in 2014. Amal's research interests include leadership and leadership development, as well as emotions in the workplace. Her teaching experience covers undergraduate and postgraduate modules in a number of areas including leadership, organisational behaviour, management and entrepreneurship. To be or not to be: latent entrepreneurship, the networked agent and the fear factor Reference: Ahmadi, A. and Soga, L. R. (2022) To be or not to be: latent entrepreneurship, the networked agent and the fear factor. Technological Forecasting and Social Change, 174. 121281. ISSN 0040-1625 doi: https://doi.org/10.1016/j.techfore.2021.121281 Ella's Kitchen: strategic positive leadership with purpose and value-driven collective energy Reference: Ahmadi, A. and Vogel, B. (2017) Ella's Kitchen: strategic positive leadership with purpose and value-driven collective energy. In: Koonce, R., Robinson, P. and Vogel, B. (eds.) Developing Leaders for Positive Organizing. Emerald, pp. 307-320. ISBN 9781787142411 A phenomenological exploration of the leadership knowing-doing gap, focusing on the role of leader fear and the leadership context An initial framework for the role of leader fear in the knowing-doing gap of leadership Vogel, B., Ahmadi, A. and Graça, A. M. 2017. A temporal exploration of the impact of experience-based learning episodes on leadership development over time. Paper Presentation, 2nd Interdisciplinary Perspectives on Leadership Symposium. Mykonos, Greece. Ahmadi, A. and Vogel, B. 2012. The gap between knowing leadership and engaging in leadership: Leader, follower and organisational building blocks. (Poster Presentation), 4th Annual Developing Leadership Capacity Conference (DLCC). Exeter, UK.

Job Titles:

• Grants and Research Projects Open
• Lecturer in Leadership at Henley Business School
• Member of the Henley Centre for Leadership

Dr Ana Graça is a Lecturer in Leadership at Henley Business School and module convener for the MBA module Research Skills/Management Research Challenge. She is also a researcher on team leadership and team dynamics. Ana is a member of the Henley Centre for Leadership, where she is involved in several research projects with industry and is the co-ordinator for the research visits. She also supervises dissertations at PhD, DBA, MBA and MSc levels across different countries and is a Fellow of the Higher Education Academy. Kenda, R., Vogel, B., Graça, A. M. and Hillenbrand, C. (May, 2017). The role of productive virtual team energy for 'people oriented' performance of virtual project teams. Presented at the Symposium Virtual collaboration: Requirements, collaboration mechanisms, leadership and performance in teams, EAWOP Conference, Dublin, Ireland. Graça, A. M. and Passos, A. (2013, May). Testing the validity of the Team Leadership Questionnaire in a Portuguese sample of leaders from Small and Medium Size enterprises (SMEs). A suitable instrument? Poster Presented at the 16th EAWOP Conference, Münster, Germany. Graça, A. M., and Passos, A. M. (2012, September) Teste à validade do Team leadership Questionnaire numa amostra de Pequenas e Médias Empresas (PMEs) portuguesas. Um instrumento adequado? [Test to the validity of the Team Leadership Questionnaire in a Portuguese sample of leaders from Small and Medium Size enterprises (SMEs). A suitable instrument?], VII Simpósio sobre Comportamento Organizacional, [VII Symposium about Organisational Behaviour], ISCTE-IUL, Portugal. Graça, A. M., and Passos, A.M. (2012, September) A liderança ao longo do tempo: o papel da liderança de equipas nos processos e desempenho das equipas [Leadership over time: the role of team leadership on team processes and performance], VII Simpósio sobre Comportamento Organizacional [VII Symposium about Organisational Behaviour], ISCTE-IUL, Portugal.

Job Titles:

• Director
• Associate Professor of Reputation and Responsibility
• Certified Coach
• Professor Emerita Susan Rose - Professor Moira Clark

Management research: applying the principles of business research methods. 2nd edition Dr Anastasiya Saraeva is Associate Professor of Reputation and Responsibility and Henley DBA Director. Anastasiya's research interests are in the areas of reputation, stakeholder relationships, identification, sustainability, and corporate social responsibility. Dr Anastasiya Saraeva is Associate Professor of Reputation and Responsibility. Currently, she is Henley DBA Director and Module Convenor for the Reputation and Responsibility (MNM2RR) module on the Flexible Executive MBA programme delivered in the UK, South Africa, and Malta. She also acts as Disability Representative on Henley Apprenticeship programmes. Anastasiya's research interests lie in the areas of organisational reputation, stakeholder relationships, communication, identification and disidentification. Additionally, she focuses on contemporary issues related to sustainability and corporate social responsibility. Anastasiya is a quantitative researcher, with a keen interest in experimental designs. The importance of staying positive: the impact of emotions on attitude to risk Reference: Brooks, C., Sangiorgi, I. , Saraeva, A. , Hillenbrand, C. and Money, K. (2023) The importance of staying positive: the impact of emotions on attitude to risk. International Journal of Finance and Economics, 28 (3). pp. 3232-3261. ISSN 1099-1158 doi: https://doi.org/10.1002/ijfe.2591 Corporate reputation past and future: a review and integration of existing literature and a framework for future research Reference: Money, K. , Saraeva, A. , Garnelo-Gomez, I. , Pain, S. and Hillenbrand, C. (2017) Corporate reputation past and future: a review and integration of existing literature and a framework for future research. Corporate Reputation Review, 20 (3-4). pp. 193-211. ISSN 1479-1889 doi: https://doi. Reference: Fernández-Muiños, M., Money, K. , Saraeva, A. , Garnelo-Gomez, I. and Vázquez-Suárez, L. (2022) . Sustainability, 14 (14). 8574. ISSN 2071-1050 doi: https://doi.org/10.3390/su14148574

Job Titles:

• Professor Moira Clark

Reference: Dibley, A. , Clark, M. and Myers, A. (2016) Emerging trends in customer management in a changing world. Journal of Emerging Trends in Marketing Management, 1 (2016). pp. 130-140. ISSN 2537-5865 B2B customer experience factors: understanding the relationship with SME customers - interim report Reference: Harrington, T., Dibley, A. and Clark, M. , (2015) B2B customer experience factors: understanding the relationship with SME customers - interim report. Report. Henley Centre for Customer Management Online customer experience in e-retailing: an empirical model of antecedents and outcomes Reference: Rose, S. , Clark, M. , Samouel, P. and Hair, N. (2012) Online customer experience in e-retailing: an empirical model of antecedents and outcomes. Journal of Retailing, 88 (2). pp. 308-322. ISSN 0022-4359 doi: https://doi.org/10.1016/j.jretai.2012.03.001 An investigation of online customer experience: understanding the drivers and consequences of a positive online customer experience in the e-retailing context Reference: Rose, S. , Clark, M. , Samouel, P. and Hair, N., (2011) An investigation of online customer experience: understanding the drivers and consequences of a positive online customer experience in the e-retailing context. Report. Henley Centre for Customer Management Enabling sustainability in a business-to-business context: how can suppliers enable and support their clients' sustainability initiatives most effectively? Reference: Dibley, A. and Clark, M. , (2011) Enabling sustainability in a business-to-business context: how can suppliers enable and support their clients' sustainability initiatives most effectively? Report. Henley Centre for Customer Management Customer experience quality: an exploration in business and consumer contexts using repertory grid technique Reference: Lemke, F. , Clark, M. and Wilson, H. (2011) Customer experience quality: an exploration in business and consumer contexts using repertory grid technique. Journal of the Academy of Marketing Science, 39 (6). pp. 846-869. ISSN 1552-7824 doi: https://doi.org/10.1007/s11747-010-0219-0 Best practice in managing relationships with outsource partners: an outsource supplier and client perspective Reference: Dibley, A. and Clark, M. , (2009) Best practice in managing relationships with outsource partners: an outsource supplier and client perspective. Report. Henley Centre for Customer Management

Job Titles:

• Associate Professor of Management Learning
• C. ( 2021 ) the Integrated Leader
• Self - Coaching and Learning

Dr Chris Dalton is Associate Professor of Management Learning and module convener for Personal Development at Henley Business School. He is also the recipient of a University Teaching Fellowship (2022-23). Chris joined Henley Business School in 2005 and was Programme Director for the Distance/Flexible Learning MBA until 2010. He teaches on the Henley Business School MBA and DBA. His research is focused on the use of reflection in personal development in post-experience management education. His first book, The Every Day MBA, was published at the beginning of 2015 and his second, Brilliant Strategy for Business, in 2016. In 2019, he published MBA Day By Day. His latest book, The Integrated Leader: a Foundation for Lifelong Management Learning, was released in 2021. Chris has over 29 years of experience in management education and training, previously working at the Central European University Business School and International Management Centre in Budapest, Hungary, where he was Director of their full-time and modular MBA programme. He is a visiting professor at Soka University in Tokyo, Japan, and a Fellow of the Higher Education Academy (FHEA). Chris holds a PhD in Management Learning and Leadership from Lancaster University (2013) and an MBA from Henley Business School, gained in 2000. He is a certified coach and online tutor and runs corporate workshops and seminars related to management development in South Africa, central Europe and the Middle East. As a trained systemic constellations facilitator he regularly works with the public and private sector in facilitating team and organisational development, as well as reflective retreats. Reference: Dalton, C. (2018) ‘Reflection is embedded in my brain forever now!': personal development as a core module on an Executive MBA. Reflective Practice, 19 (3). pp. 399-411. ISSN 1470-1103 doi: https://doi.org/10.1080/14623943.2018.1479690 Brilliant strategy for business: how to plan, implement and evaluate strategy at any level of management The every day MBA : how to turn world-class business thinking into everyday business brillance Beyond description to pattern: The contribution of Batesonian epistemology to critical realist research

Job Titles:

• Lecturer in Marketing and Sustainability / Programme Director BSc Business and Management ( Marketing )
• Member of the John Madejski Centre for Reputation
• Professor Kevin Money
• Programme Director for the BSc in Business

Irene is the Programme Director for the BSc in Business and Management (Marketing) and a Fellow of the HEA. Irene is a member of the John Madejski Centre for Reputation. Her research interests include sustainable behaviour, pro-social behaviour, CSR and social marketing. She is involved in several research projects in these areas, and her research has been published in top journals, including the European Journal of Marketing. From 2020 to 2022, she was part of a six-country consortium working on an EIT Food project focused on increasing consumers' levels of trust in the food supply chain, where she led part of the qualitative work conducted for the project. Are the sins of the father the sins of the sons, but not the daughters? Exploring how leadership gender and generation impact the corporate social responsibility of franchise firms Corporate reputation past and future: a review and integration of existing literature and a framework for future research Reference: Money, K. , Saraeva, A. , Garnelo-Gomez, I. , Pain, S. and Hillenbrand, C. (2017) Corporate reputation past and future: a review and integration of existing literature and a framework for future research. Corporate Reputation Review, 20 (3-4). pp. 193-211. ISSN 1479-1889 doi: https://doi. "The ladies are not for turning": exploring how leader gender and industry sector influence the corporate social responsibility practices of franchise firms Reference: Fernandez-Muinos, M., Money, K. , Saraeva, A. , Garnelo-Gomez, I. and Vazquez-Suarez, L. (2022) "The ladies are not for turning": exploring how leader gender and industry sector influence the corporate social responsibility practices of franchise firms. Heliyon, 8 (11). e11930. ISSN 24058440 doi: https://doi.org/10.1016/j.heliyon.2022.e11930 Are informed citizens more trusting? Transparency of performance data and trust towards a British police force Reference: Mason, D., Hillenbrand, C. and Money, K. (2014) Are informed citizens more trusting? Transparency of performance data and trust towards a British police force. Journal of Business Ethics, 122 (2). pp. 321-341. ISSN 1573-0697 doi: https://doi.

Job Titles:

• Professor Abby Ghobadian
• Professor Yelena Kalyuzhnova - Professor Abby Ghobadian

Win-win strategies for firms operating in resource-abundant countries: technological spillovers and a collaborative diversification policy Reference: Heim, I. , Kalyuzhnova, Y. and Ghobadian, A. (2023) Win-win strategies for firms operating in resource-abundant countries: technological spillovers and a collaborative diversification policy. Resources Policy, 83. 103578. ISSN 0301-4207 doi: https://doi.org/10.1016/j.resourpol.2023.103578 Alliance management capabilities in sustainability-oriented collaboration: problematization and new research directions Reference: Vurro, C., Romito, S., Costanzo, L. A., Ghobadian, A. and Russo, A. (2023) Alliance management capabilities in sustainability-oriented collaboration: problematization and new research directions. International Journal of Management Reviews. ISSN 1468-2370 doi: https://doi. Value co-creation in ICT services company: a case study of a cross-border acquisition Reference: Heim, I. , Han, T. and Ghobadian, A. (2018) Value co-creation in ICT services company: a case study of a cross-border acquisition. Journal of East-West Business, 24 (4). pp. 319-338. ISSN 1528-6959 doi: https://doi.org/10.1080/10669868.2018.1467841

Job Titles:

• Professor Rajneesh Narula

Reference: Surdu, I. and Narula, R. (2021) Organizational learning, unlearning and re-internationalization timing: differences between emerging- versus developed-market MNEs. Journal of International Management, 27 (3). 100784. ISSN 1075-4253 doi: https://doi.org/10.1016/j.intman.2020.100784

Job Titles:

• Dr Anastasiya Saraeva - Professor Carola Hillenbrand - Professor Kevin Money

Saving for a rainy day… or a trip to the Bahamas? How the framing of investment communication impacts retail investors Reference: Hillenbrand, C. , Saraeva, A. , Money, K. and Brooks, C. (2022) Saving for a rainy day… or a trip to the Bahamas? How the framing of investment communication impacts retail investors. British Journal of Management, 33 (2). pp. 1087-1109. ISSN 1467-8551 doi: https://doi.org/10.1111/1467-8551.12455 Do you follow your head or your heart? The simultaneous impact of framing effects and incidental emotions on investment decisions Reference: Cantarella, S., Hillenbrand, C. and Brooks, C. (2023) Do you follow your head or your heart? The simultaneous impact of framing effects and incidental emotions on investment decisions. Journal of Behavioral and Experimental Economics, 107. 102124. ISSN 2214-8043 doi: https://doi.org/10.1016/j.socec.2023.102124

Job Titles:

• Professor Rajneesh Narula

Behavioural theory and MNE decision making: changing the narrative in international business management Reference: Nardella, G. , Narula, R. and Surdu, I. (2021) Behavioural theory and MNE decision making: changing the narrative in international business management. In: Bozkurt, Ö., Geppert, M. and Schiller, F. (eds.) A research agenda in international business management. Edward Elgar. European SMEs amidst the COVID-19 crisis: assessing impact and policy responses Reference: Juergensen, J., Guimón, J. and Narula, R. (2020) European SMEs amidst the COVID-19 crisis: assessing impact and policy responses. Economia e Politica Industriale, 47 (3). pp. 499-510. ISSN 0391-2078 doi: https://doi.org/10.1007/s40812-020-00169-4

Job Titles:

• Professor Jean - Anne Stewart
• Senior Visiting Fellow / Senior Fellow, UK HEA

Reference: Thurloway, L. and Stewart, J.-A. (2010) Generation Y and Z: who are they? Should we manage them differently? In: Ross, D. (ed.) Fast track to success: managing people and performance. Pearson education, UK. ISBN 9780273732884 Compliance in the supply chain: implications of Sarbanes-Oxley for UK businesses

Job Titles:

• Lecturer in International Human Resource Management Director of EDI in the World of Work Institute
• Lecturer in International Human Resource Management With Research
• News and Media Open

Dr Melissa Carr is a Lecturer in International Human Resource Management with research interests including gender, work precarity and new organisational forms. Melissa is a Chartered Occupational Psychologist who started her career in consultancy working for a global business psychology provider. From there, Melissa went to Ashridge Hult Business School as a client and programme director running leadership development programmes for multinational clients. Most recently she has worked at Bournemouth University as a senior lecturer before joining Henley Business School in September 2022. Melissa holds a PhD in Leadership from Cranfield University. Her research focuses on gender and work, new organisational forms and precarious employment. Swimming against the current: negotiating leadership challenges for women in Iran

Job Titles:

• Associate Professor of Digital Transformation
• Member of Henley 's Diversity
• Professor Marc Day - Professor Rajneesh Narula
• Professor Rajneesh Narula

No longer at ease in the old dispensation: reappraising the role of international business in the world economy Reference: Castellani, D. , Narula, R. , Nguyen, Q. , Surdu, I. and Walker, J. (2018) No longer at ease in the old dispensation: reappraising the role of international business in the world economy. In: Castellani, D. , Narula, R. , Nguyen, Q.T.K. , Surdu, I. and Walker, J. (eds.) Contemporary Issues in International Business: Institutions, Strategy and Performance. The Academy of International Business. Palgrave Macmillan, pp. 1-10. ISBN 9783319702193 doi: https://doi.org/10.1007/978-3-319-70220-9 Relational architecture and relational capability: organisational levers to support strategic supplier relationships Reference: Day, M. , Magnan, G., Hillenbrand, C. and Fawcett, S. (2017) Relational architecture and relational capability: organisational levers to support strategic supplier relationships. International Journal of Procurement Management, 10 (3). pp. 267-289. ISSN 1753-8432 doi: https://doi.org/10.1504/IJPM.2017.10003360 Mona has extensive industry experience, having worked for global IT and BPO organisations, an Accounting firm, and a Business School, covering a wide spectrum of customers. Her professional and academic projects cover topics such as: process improvement, programme management, research methodology, accounting, financial, functional, managerial and consulting. Mona has lived and worked in India, UK and the USA. She holds Certified Software Quality Assurance (2002), is a certified Six Sigma Black Belt (2002), and is trained in Change Acceleration Process (CAP) methods. Mona Ashok is a member of the Institute of Chartered Accountants of India. Reference: Ashok, M. (2023) How have recent global events accentuated the need for transformation in the Global Supply Chain? In: Azhgaliyeva, D., Beirne, J., Rahut, D. B. and Yao, Y. (eds.) Fostering Resilient Global Supply Chains Amid Risk And Uncertainty. Asian Development Bank Institute, Tokyo, pp. 265-307. ISBN 9784899742913 doi: https://doi.org/10.56506/ATQY8548 How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations Value co-creation in the B2B context: a conceptual framework and its implications Mona is a member of Henley's Diversity and Inclusion Committee as a representative of academic staff. How do collaboration and investments in knowledge management affect process innovation in services? Reference: Ashok, M. , Narula, R. and Martínez-Noya, A. (2016) How do collaboration and investments in knowledge management affect process innovation in services? Journal of Knowledge Management, 20 (5). pp. 1004-1024. ISSN 1367-3270 doi: https://doi.org/10.1108/JKM-11-2015-0429 Buyer (dis)satisfaction and process innovation: the case of information technology services provision Reference: Ashok, M. , Day, M. and Narula, R. (2018) Buyer (dis)satisfaction and process innovation: the case of information technology services provision. Industrial Marketing Management, 68. pp. 132-144. ISSN 0019-8501 doi: https://doi.org/10.1016/j.indmarman.2017.10.004

Job Titles:

• Chartered Mechanical Engineer
• Lecturer / Director of Academic Tutoring - Post Experience Programmes

Dr Nicholas Silburn has many years of experience of working in engineering and business related roles in commercial organisations before moving into academia. Nicholas's first degree, a BSc in Mechanical Engineering, led to a varied engineering career starting off with research into multiphase pumping and expert system development for a fluid engineering research organisation. A move to a small, specialist pump and pumping system design company introduced Nicholas to the UK water industry. Subsequently Nicholas joined Thames Water and spent a number of years working on major wastewater pumping station and treatment plant projects in and around London. Whilst at Thames Water Nicholas was also involved in a number of business-related projects ranging from a major business process reengineering project to user acceptance testing and training delivery on a range of corporate information systems. Nicholas's last role at Thames centred on the design, development, implementation and day-to-day operation of a major electronic document and records management system for Thame's engineering department. Whilst at Thames, Nicholas also carried out a number of engineering and information system internal and external consultancy projects. Nicholas is a Chartered Mechanical Engineer and a member of the Chartered Management Institute, the Chartered Institution of Water and Environmental Management, the Energy Institute, and the Institution of Mechanical Engineers, as well as a Fellow of the Royal Society of Arts.

Job Titles:

• Chartered Management Accountant
• Fellow
• Associate Professor in Financial Management and Systems
• Associate Professor of Financial Management

Dr Niran Subramaniam is Associate Professor of Financial Management and Systems at Henley Business School. He is a Fellow of the Green Templeton College at the University of Oxford, where he was a Lecturer in Accounting Information Systems at the Said Business School. Prior to joining Henley, Dr Subramaniam was the Director of Postgraduate Studies with the School of Management, and Associate Dean (Education) for the faculty of management, Economics & Law at the Royal Holloway University of London, where he was a Senior Lecturer in Accounting and Information Systems. Dr Subramaniam's research interests lay at the nexus of Sociology, Technology and Accounting, and his areas of expertise include strategic financial management, technology mediated management systems and enterprise information systems. His current research focuses on digitally mediated human interactions and their theoretical and practical implications to the future of work in the contemporary organisational settings. He received a B.Eng. (Hons) in Computer and Information Engineering (London), an MBA with distinction in Finance and e-Business (UBC) and a PhD in Information Systems (Warwick). Prior to academia, Niran held senior finance and information systems management leadership roles in the financial services, telecommunications, and higher education sectors. He had also held board appointments in advisory and consultative capacity in these sectors in Canada and the US. Dr Subramaniam is a Fellow Chartered Management Accountant (FCMA, 1997), and a Fellow of the Higher Education Academy (FHEA, 2013). For 2023/24 he is appointed as Chair of the international committee of the Chartered Association of Business Schools (CABS), which acts as a think-tank contributing to the development of policy and research on matters concerning the international agenda within the UK business schools.

Job Titles:

• Associate Professor in International Business

Job Titles:

• Executive Vice President and Chief Officer for EMEA, AACSB

Job Titles:

• Chief Executive of BP

Job Titles:

• Founder, Chairman and CEO of SinoCampus International Education

Job Titles:

• Associate Professor of Digital Futures
• Professor Keiichi Nakata

Yin Leng has taught courses on E-business Innovation and Evolution, Business Application Design and Development, People and Organisation, and Integrative Team Project at Undergraduate levels and also Information Systems and Internet Strategy in MBA levels. Currently, she convenes and teaches three MSc taught modules - Business Domain and Requirements Analysis, Business Intelligence and Data Mining, and Digital Innovation. Her research areas are in service science and service innovation, digital business and platform ecosystems. She is particular interested in the emerging service science concepts and its application in the information service systems design. Yin Leng was actively involved in the SSMEnetUK (www.ssmenetuk.org) in organising and co-ordinating network activities and events between 2008 and 2013. With colleagues at Manchester Business School, she has co-edited "Case studies in service innovation," published by Springer, and of the proceedings of various conferences in this area. Aligning IS programs with industry: linking business analysis curricula design with the professional body Reference: Tan, Y. L. , Nakata, K. and Debra, P. (2016) Aligning IS programs with industry: linking business analysis curricula design with the professional body. In: 22nd Americas Conference on Information Systems, August 11-14, 2016, San Diego, USA. An investigation of the role of business analysts in IS development Reference: Paul, D. and Tan, Y. L. (2015) An investigation of the role of business analysts in IS development. In: 23rd European Conference on Information Systems, 26-29 May, 2015, Munich, Germany.

Job Titles:

• Dean of Henley Business School

Elena B. Spasova is the Dean of Henley Business School and Professor of International Business. She joined Henley in 2009 with over ten years of corporate strategy consulting experience working with organisations across Europe and North America. Elena has held a number of T&L leadership positions over the years and led the instituting and growth of a number of work-based and executive programmes both nationally and internationally. In her leadership capacity Elena has also headed major change management and education innovation projects. In her current role as Dean, Elena works to provide vision, direction and leadership of the Henley Business School. Her research interests include strategic issues and challenges faced by organisations on an international scale, drivers of international competitiveness and performance, with particular focus on exports and SMEs.

Job Titles:

• President and Chief Executive Officer, Carl Zeiss Meditec AG

Job Titles:

• CEO and President of McDonald 's Northern Europe Division

Job Titles:

• Director of the John Madejski Centre for Reputation

Kevin Money is the Director of the John Madejski Centre for Reputation within the School of Marketing and Reputation at Henley Business School. Kevin is a Chartered Psychologist and former Editor of the Journal of General Management and Manager Update. He is also a director of several organisations, including the Positive Psychology Forum, iSolon and Edutain. Kevin is interested in the foundations of functional identities, reputations and relationships at both a personal and organisational level. He is interested in how relationships are built upon both strengths and vulnerabilities and how identity can continue to be developed and expressed in adulthood in many settings and through responsible leadership practices. He is the author of numerous publications in outlets such as the Journal of Business Research, Group and Organisation Management, the Journal of Business Ethics, the British Journal of Management and the Harvard Business Manager. He is a frequent speaker at international conferences and a keen supervisor for doctoral research. Kevin is also recognised as a leading international consultant and has led projects with both public and private sector organisations including Shell, Unilever and Zurich Insurance as well as working with governments, the civil service and not-for-profit organisations. He is recognised as generating impact from his academic work and in 2013 the National Audit Office recognised the application of the Money and Hillenbrand Framework as best Practice for its use within the HMRC. In 2014 he was appointed to advise the Evaluation Council of the UK Cabinet and Prime Ministers' Office - and advises on the measurement and evaluation of reputation and relationships across all government departments and arms-length bodies, including the Ministry of Defence, the Foreign Office and the HMRC.

Job Titles:

• Consultant

Marc Day is an experienced scholar, consultant and teacher in the areas of operations management and strategy. His particular interest is in how organisations co-create value with suppliers, and configure business. Qualifications PhD in manufacturing strategy, University of Keele Teaching experience Strategy, MBA level (all modes of study) Research skills, MBA level (all modes of study) Research Philosophy, DBA Programme Strategic management and Operations strategy, Executive Education

Case study from Michelle Grosle who is a Henley Executive MBA alumna and owner of an office staff recruitment company.

Job Titles:

• Expert in Strategic Customer Management
• Professor of Strategic Marketing at Henley Business School

Moira Clark is Professor of Strategic Marketing at Henley Business School and Founder and Director of The Henley Centre for Customer Management. This research centre develops joint research initiatives between Henley and a consortium of organisations who want to further their knowledge and understanding of leading-edge best practice in customer management. Moira is a leading expert in Strategic Customer Management; her main areas of research and consulting are in Customer Management, Customer Centricity, Customer Experience and the drivers of Customer Retention and Service Excellence. She has worked extensively in the area of culture and climate, its impact on retention and loyalty, and the critical linkages between employee behaviour and customer retention. She has researched and published widely on Customer Management, Relationship Marketing, Customer Experience and Service Excellence. Publications include for example, the Academy of Marketing Science, Journal of Retailing, Journal of Business Research, Psychology and Marketing and International Journal of Management Reviews. She is also co-author of 'Relationship Marketing for Competitive Advantage, Winning and Keeping Customers and Relationship Marketing: Strategy and Implementation'. Her book 'Business Success through Service Excellence' examines the crucial factors needed to achieve and maintain service excellence. Moira is a sought-after commentator on current marketing and Customer Management issues for national press, radio and TV. She also has extensive marketing consultancy experience with leading international companies, sits on a number of advisory boards and is a frequent keynote speaker at many public and in-company seminars and conferences around the world. Moira joined Henley Business School from Cranfield School of Management in 2005. Prior to her academic career, Moira was a successful international marketing consultant based in Munich where she was involved with a wide range of industries including service industries, engineering, consumer and industrial goods manufacturers. She has also worked as a Marketing Director for an international health food manufacturer and as a Marketing Manager for the toiletries subsidiary of Dunhill International. She is a graduate in Business Studies, has an MBA from Cranfield and a PhD from Cranfield.

Job Titles:

• Global Economic Consultant

Job Titles:

• Chairman, Nationwide Building Society

Job Titles:

• Executive Chairman, Beard Construction

Job Titles:

• Chief Executive of Bupa

Successful strategy making in Bupa not-for-profit provident: a case study and interview with Mr Ray King, chief executive of Bupa Reference: Ghobadian, A. and O'Regan, N. (2011) Successful strategy making in Bupa not-for-profit provident: a case study and interview with Mr Ray King, chief executive of Bupa. Journal of Strategy and Management, 4 (4). pp. 422-431. ISSN 1755-425X doi: https://doi.

Job Titles:

• Deputy Pro - Chancellor, Canterbury Christ Church University

Job Titles:

• Chairman of University Council
• Chief Executive of the Science Council

Job Titles:

• Graduate Surveyor, Savills

Job Titles:

• Executive Consultant, Gawanas Consulting

Job Titles:

• Chief Executive Officer, Biola Alabi Media

Job Titles:

• Independent Marketing Consultant

Job Titles:

• Independent Marketing Consultant

Job Titles:

• Head of Talent & Leadership Development, Office of Government Property, UK Cabinet Office

Job Titles:

• Lecturer in Systems and Processes

Nigel Spinks is a full-time member of Henley Business School where he is Director of Studies in the Business Informatics, Systems and Accounting group. His main teaching role is in the area of process and operations management on the MBA, alongside corporate and executive courses. He also teaches research methods on other post-experience, postgraduate Masters programmes. Before joining Henley, he spent 10 years in a variety of technical and export sales and marketing management roles in a start-up division within a multi-national company based in Germany. Prior to embarking upon a civilian career, Nigel served as an Army Officer for ten years in both command and staff roles. Nigel holds a degree in history from Fitzwilliam College, Cambridge and a degree in economics and mathematical sciences. He gained his MBA from Henley, completing a dissertation on strategic innovation in the financial services industry. His research interests include process governance, innovation and the sociology of skill. He has most recently been involved in a major research project for the Royal Academy of Engineering. In his spare time, Nigel is director of a small, specialist publishing company.

Job Titles:

• Chief Executive Officer of Diageo Plc

Creating a world class business through a merger of two equals: an interview with Paul Walsh, Chief Executive Officer of Diageo Plc Reference: O'Regan, N. and Ghobadian, A. (2010) Creating a world class business through a merger of two equals: an interview with Paul Walsh, Chief Executive Officer of Diageo Plc. Journal of Strategy and Management, 3 (3). pp. 285-298. ISSN 1755-425X doi: https://doi.

Job Titles:

• Professor Chris Brewster - Professor Elena B. Spasova

Firm-specific, country-specific and region-specific competitive advantages: the case of emerging economy MNEs - Thailand Reference: Beleska-Spasova, E. , Loykulnanta, S. and Nguyen, Q. T. K. (2016) Firm-specific, country-specific and region-specific competitive advantages: the case of emerging economy MNEs - Thailand. Asian Business and Management, 15 (4). pp. 264-291. ISSN 1476-9238 doi: https://doi.org/10.1057/s41291-016-0009-8

Job Titles:

• Professor

Prof Rajneesh Narula obtained his BEng from Ahmadu Bello University, Zaria Nigeria, an MBA and PhD from Rutgers University, USA. His research and consulting have focused on the role of multinational firms in development, innovation and industrial policy, technological change in developing countries, R&D alliances and outsourcing. Rajneesh Narula is the John H. Dunning Chair of International Business Regulation at the Henley Business School, University of Reading, UK. His research and consulting have focused on the role of multinational firms in development, innovation and industrial policy, R&D alliances and outsourcing. He has published over 100 articles and chapters in books on these themes. He regularly acts as a consultant and advisor to the European Commission, UNIDO, UNCTAD and the OECD, and a variety of other international organisations. He holds honorary appointments at UNU-MERIT, Norwegian School of Business and Oxford University. His publications have appeared in leading journals, including the Journal of International Business Studies, Oxford Development Studies, Research Policy, Journal of Management Studies and Management International Review. In January 2018, Professor Narula was awarded an OBE in recognition of his services to business research. The multinational enterprise, development and the inequality of opportunities: a research agenda Reference: van der Straaten, K., Narula, R. and Giuliani, E. (2023) The multinational enterprise, development and the inequality of opportunities: a research agenda. Journal of International Business Studies, 54 (9). pp. 1623-1640. ISSN 1478-6990 doi: https://doi.org/10.1057/s41267-023-00625-y IPRs, cross-border (collaborative) innovation and development challenges: a commentary Reference: Narula, R. (2022) IPRs, cross-border (collaborative) innovation and development challenges: a commentary. In: Castellani, D. , Perri, A., Scalera, V. G. and Zanfei, A. (eds.) Cross-border Innovation in a Changing World. Players, Places and Policies. Oxford University Press, Oxford, pp. 346-360. ISBN 9780198870067 doi: https://doi. Global value chain resilience: understanding the impact of managerial governance adaptations Reference: Kano, L., Narula, R. and Surdu, I. (2022) Global value chain resilience: understanding the impact of managerial governance adaptations. California Management Review, 64 (2). ISSN 0008-1256 doi: https://doi. A systematic review of the relationship between international diversification and innovation: a firm-level perspective Reference: Juergensen, J. J., Narula, R. and Surdu, I. (2022) A systematic review of the relationship between international diversification and innovation: a firm-level perspective. International Business Review, 31 (2). 101955. ISSN 0969-5931 doi: https://doi. Quasi-internalization, recombination advantages and global value chains: clarifying the role of ownership and control Reference: Asmussen, C., Chi, T. and Narula, R. (2022) Quasi-internalization, recombination advantages and global value chains: clarifying the role of ownership and control. Journal of International Business Studies, 53. pp. 1747-1765. ISSN 1478-6990 doi: https://doi.org/10.1057/s41267-022-00551-5 Internalization strikes back? global value chains, and the rising costs of effective cascading compliance Reference: Van Assche, A. and Narula, R. (2022) Internalization strikes back? global value chains, and the rising costs of effective cascading compliance. Journal of Industrial and Business Economics. ISSN 1972-4977 doi: https://doi.org/10.1007/s40812-022-00237-x Unraveling asset recombination through the lens of firm-specific advantages: a dynamic capabilities perspective Reference: Lee, J. M. , Narula, R. and Hillemann, J. (2021) Unraveling asset recombination through the lens of firm-specific advantages: a dynamic capabilities perspective. Journal of World Business, 56 (2). 101193. ISSN 1090-9516 doi: https://doi.org/10.1016/j.jwb.2021.101193 Innovation in and from emerging economies: new insights and lessons for international business research Reference: Anand, J., McDermot, G., Mudambi, R. and Narula, R. (2021) Innovation in and from emerging economies: new insights and lessons for international business research. Journal of International Business Studies, 52 (4). pp. 545-559. ISSN 1478-6990 doi: https://doi.org/10.1057/s41267-021-00426-1 Reference: Lee, J. M. and Narula, R. (2020) The theories of the multinational enterprise. In: Spatareanu, M. (ed.) Foreign Direct Investment and the Multinational Enterprise. Encyclopedia of International Economics and Global Trade (1). World Scientific Publishing Company, Singapore. ISBN 9789811200533 doi: https://doi.org/10.1142/9789811200595_0005 Policy opportunities and challenges from the Covid-19 pandemic for economies with large informal sectors Reference: Narula, R. (2020) Policy opportunities and challenges from the Covid-19 pandemic for economies with large informal sectors. Journal of International Business Policy, 3 (3). pp. 302-310. ISSN 2522-0705 doi: https://doi.org/10.1057/s42214-020-00059-5 Japan and Japanese firms: historical and modern lessons for international business and economic development Reference: Narula, R. (2020) Japan and Japanese firms: historical and modern lessons for international business and economic development. JAPAN MNE Insights, 6 (1). A comment on the multifaceted relationship between multinational enterprises and within-country inequality Reference: Narula, R. and van der Straaten, K. (2020) A comment on the multifaceted relationship between multinational enterprises and within-country inequality. Critical Perspectives on International Business. ISSN 1742-2043 doi: https://doi. Reference: Narula, R. and Zhan, J. (2019) Using special economic zones to facilitate development: policy implications. Transnational Corporations, 26 (2). pp. 1-25. ISSN 1014-9562 doi: https://doi.org/10.18356/d3e73f33-en Applying and advancing internalization theory: the multinational enterprise in the 21st century Reference: Narula, R. , Asmussen, C., Chi, T. and Kundu, S. (2019) Applying and advancing internalization theory: the multinational enterprise in the 21st century. Journal of International Business Studies, 50 (8). pp. 1231-1252. ISSN 1478-6990 doi: https://doi.org/10.1057/s41267-019-00260-6 Enforcing higher labour standards within developing country value chains: consequences for MNEs and informal actors in a dual economy Reference: Narula, R. (2019) Enforcing higher labour standards within developing country value chains: consequences for MNEs and informal actors in a dual economy. Journal of International Business Studies, 50. pp. 1622-1635. ISSN 1478-6990 doi: https://doi.org/10.1057/s41267-019-00265-1 Improving the development impact of multinational enterprises: policy and research challenges Reference: Narula, R. and Pineli, A. (2019) Improving the development impact of multinational enterprises: policy and research challenges. Economia e Politica Industriale/Journal of Industrial and Business Economics, 46 (1). pp. 1-24. ISSN 0391-2078 doi: https://doi.org/10.1007/s40812-018-0104-2 Disintegration, modularity and entry mode choice: Mirroring technical and organizational architectures in business functions offshoring Reference: Narula, R. , Massini, S. and Elia, S. (2019) Disintegration, modularity and entry mode choice: Mirroring technical and organizational architectures in business functions offshoring. Journal of Business Research, 103. pp. 417-431. ISSN 0148-2963 doi: https://doi.org/10.1016/j.jbusres.2017.11.034 An extended dual economy model: implications for emerging economies and their multinational firms Reference: Narula, R. (2018) An extended dual economy model: implications for emerging economies and their multinational firms. International Journal of Emerging Markets, 13 (3). pp. 586-602. ISSN 1746-8809 doi: https://doi.org/10.1108/IJoEM-10-2017-0375 Location, collocation and innovation by multinational enterprises: a research agenda Reference: Mudambi, R. , Narula, R. and Santangelo, G. D. (2018) Location, collocation and innovation by multinational enterprises: a research agenda. Industry and Innovation, 25 (3). pp. 229-241. ISSN 1366-2716 doi: https://doi.org/10.1080/13662716.2017.1415135 Multinational firms and the extractive sectors in the 21st century: can they drive development? Reference: Narula, R. (2018) Multinational firms and the extractive sectors in the 21st century: can they drive development? Journal of World Business, 53 (1). pp. 85-91. ISSN 1090-9516 doi: https://doi.org/10.1016/j.jwb.2017.09.004 The dominant presence of MNEs in agro-food GVCs: implications for the developing countries Reference: Narula, R. and Shakil Wahed, M. (2017) The dominant presence of MNEs in agro-food GVCs: implications for the developing countries. In: Mergos, G. and Papanastassiou, M. (eds.) Food Security and Sustainability: Investment and Financing along Agro-food Value Chains. Palgrave Macmillan, pp. 71-88. ISBN 9783319407890 doi: https://doi.org/10.1007/978-3-319-40790-6 Multinational enterprises and economic development in host countries: what we know and what we don't know Reference: Narula, R. and Pineli, A. (2017) Multinational enterprises and economic development in host countries: what we know and what we don't know. In: Giorgioni, G. (ed.) Development Finance. Challenges and Opportunities. Palgrave Macmillan, pp. 147-188. ISBN 9781137580313 doi: https://doi.org/10.1057/978-1-137-58032-0 Emerging market MNEs as meta-integrators: the importance of internal networks Reference: Narula, R. (2017) Emerging market MNEs as meta-integrators: the importance of internal networks. International Journal of Technology Management, 74 (1/2/3/4). pp. 214-220. ISSN 1741-5276 doi: https://doi.org/10.1504/IJTM.2017.083625 Será que precisamos de enquadramentos diferentes para explicar as EMN jovens oriundas dos países em vias de desenvolvimento? Reference: Narula, R. (2016) Será que precisamos de enquadramentos diferentes para explicar as EMN jovens oriundas dos países em vias de desenvolvimento? In: Urze, P. and Corado Simões, V. (eds.) Investimento Internacional, Inovação e Desenvolvimento de Capacidades Locais. Edições Colibri, Lisbon. How home country weaknesses can constrain EMNE growth: the example of India Reference: Narula, R. and Prasad Kodiyat, T. (2016) How home country weaknesses can constrain EMNE growth: the example of India. Multinational Business Review, 24 (3). pp. 249-278. ISSN 1525-383X doi: https://doi. Making internalization theory good for practice: the essence of Alan Rugman's contributions to international business Reference: Narula, R. and Verbeke, A. (2015) Making internalization theory good for practice: the essence of Alan Rugman's contributions to international business. Journal of World Business, 50 (4). pp. 612-622. ISSN 1090-9516 doi: https://doi.org/10.1016/j.jwb.2015.08.007 Reference: Cuervo-Cazurra, A., Narula, R. and Un, C. A. (2015) Internationalization motives: sell more, buy better, upgrade and escape. Multinational Business Review, 23 (1). pp. 25-35. ISSN 1525-383X doi: https://doi. The viability of sustained growth by India's MNEs: India's dual economy and constraints from location assets Reference: Narula, R. (2015) The viability of sustained growth by India's MNEs: India's dual economy and constraints from location assets. Management International Review, 55 (2). pp. 191-205. ISSN 1861-8901 doi: https://doi. The limits of 'new' multinational enterprises: institutions, systems, and 'members-only' location advantages Reference: Narula, R. (2014) The limits of 'new' multinational enterprises: institutions, systems, and 'members-only' location advantages. In: Cuervo-Cazurra, A. and Ramamurti, R. (eds.) Understanding multinationals from emerging markets. Cambridge University Press, Cambridge, pp. 81-107. ISBN 9781107064539 Foreign direct investment as a driver of industrial development: why is there so little evidence? Reference: Narula, R. (2014) Foreign direct investment as a driver of industrial development: why is there so little evidence? In: Verbeke, A. , van Tulder, R. and Strange, R. (eds.) Progress in International Business Research. Emerald Publishing, pp. 45-67. ISBN 9781781909898 doi: https://doi.org/10.1108/S1745-8862(2013)0000008008 Exploring the paradox of competence-creating subsidiaries: balancing bandwidth and dispersion in MNEs Reference: Narula, R. (2014) Exploring the paradox of competence-creating subsidiaries: balancing bandwidth and dispersion in MNEs. Long Range Planning, 47 (1-2). pp. 4-15. ISSN 0024-6301 doi: https://doi.org/10.1016/j.lrp.2013.10.006 Las empresas multinacionales de los países emergentes en los flujos de capitales globales ¿Pueden influir en el desarrollo? Reference: Narula, R. and Kirollos, K. (2013) Las empresas multinacionales de los países emergentes en los flujos de capitales globales ¿Pueden influir en el desarrollo? Información Comercial Española, 870. pp. 97-116. ISSN 0019-977X The role of multinational corporations in the national innovation systems of the EU new member states Reference: Narula, R. and Guimón, J. (2012) The role of multinational corporations in the national innovation systems of the EU new member states. In: Heidenreich , M. (ed.) Innovation and institutional embeddedness of multinational companies. Edward Elgar, Cheltenham, pp. 311-328. ISBN 9780857934321 Multinational enterprises, development and globalization: some clarifications and a research agenda Reference: Narula, R. and Dunning, J. H. (2012) Multinational enterprises, development and globalization: some clarifications and a research agenda. In: Pietrobelli, C. and Rasiah, R. (eds.) Evidence-based development economics: essays in honor of Sanjaya Lall. University of Malaya Press, Kuala Lumpar, pp. 19-40. ISBN 9789831005439 Reference: Narula, R. and Driffield, N. (2012) Does FDI cause development? The ambiguity of the evidence and why it matters. European Journal of Development Research, 24 (1). pp. 1-7. ISSN 0957-8811 doi: https://doi.org/10.1057/ejdr.2011.51 Do we need different frameworks to explain infant MNEs from developing countries? Reference: Narula, R. (2012) Do we need different frameworks to explain infant MNEs from developing countries? Global Strategy Journal, 2 (3). pp. 188-204. ISSN 2042-5805 doi: https://doi.org/10.1111/j.2042-5805.2012.01035.x Attracting and embedding R&D in multinational firms: policy options for EU new member states Reference: Narula, R. (2011) Attracting and embedding R&D in multinational firms: policy options for EU new member states. In: Radosovic , S. and Kaderabkova, A. (eds.) Challenges for European innovation policy: cohesion and excellence from a Schumpeterian perspective. Edward Elgar, Cheltenham. ISBN 9781849803090 Multinational enterprises and local contexts: the opportunities and challenges of multiple embeddedness Reference: Meyer, K.E., Mudambi, R. and Narula, R. (2011) Multinational enterprises and local contexts: the opportunities and challenges of multiple embeddedness. Journal of Management Studies, 48 (2). pp. 235-252. ISSN 1467-6486 doi: https://doi.org/10.1111/j.1467-6486.2010.00968.x Reference: Narula, R. and Michel, J. (2010) Reverse knowledge transfer and its implications for European policy. In: Ahrweiler, P. (ed.) Innovation in complex social systems. Routledge studies in global competition (49). Routledge, London. ISBN 9780415558709 Multinational enterprises, development and globalisation: some clarifications and a research agenda Reference: Narula, R. and Dunning , J. H. (2010) Multinational enterprises, development and globalisation: some clarifications and a research agenda. Oxford Development Studies, 38 (3). 263-287 . ISSN 1469-9966 doi: https://doi.org/10.1080/13600818.2010.505684 <https://doi.org/10.1080/13600818.2010.505684 > Reference: Narula, R. (2010) Keeping the eclectic paradigm simple. Multinational Business Review, 18 The investment development path in a globalised world: implications for Eastern Europe Reference: Narula, R. and Guimón, J. (2010) The investment development path in a globalised world: implications for Eastern Europe. Eastern Journal of European Studies, 1 (2). pp. 5-19. ISSN 2068-6633 Reference: Narula, R. and Santangelo, G. D. (2009) Location, collocation and R&D alliances in the European ICT industry. Research Policy, 38 (2). pp. 393-403. ISSN 0048-7333 doi: https://doi.org/10.1016/j.respol.2008.11.005 <https://doi.org/10.1016/j.respol.2008.11.005 > Multinational enterprises from small economies: the internationalization patterns of large companies from Denmark, Finland and Norway Reference: Benito, G. R. G., Larimo, J., Narula, R. and Pedersen, T. (2009) Multinational enterprises from small economies: the internationalization patterns of large companies from Denmark, Finland and Norway. In: Van Den Bulcke, D., Verbeke, A. and Yuan, W. (eds.) Handbook on small nations in the global economy: the contribution of multinational enterprises to national economic success. Edward Elgar, Cheltenham, pp. 135-153. ISBN 9781843765929 Reference: Narula, R. (2009) Do multinationals matter for emerging markets, or vice versa? In: Dolfsma, W., Duysters, G. and Costa, I. (eds.) Multinationals and emerging economies: the quest for innovation and sustainability. Edward Elgar, Cheltenham, pp. 75-77. ISBN 9781848440081 Reference: Narula, R. and Bellak, C. (2009) EU enlargement and consequences for FDI-assisted industrial development. Transnational Corporations, 18 (2). pp. 69-89. ISSN 1014-9562 Foreign direct investment and economic development: opportunities and limitations from a developing country perspective Reference: Narula, R. and Portelli, B. (2007) Foreign direct investment and economic development: opportunities and limitations from a developing country perspective. In: Piscitello, L. and Santangelo, G. D. (eds.) Do multinationals feed local development and growth? Elsevier, The Netherlands, pp. 13-34. ISBN 9780080453606 Reference: Narula, R. (2006) Knowledge creation and why it matters for development. In: Globalization of R&D and developing countries. UNCTAD, Geneva, pp. 43-60. ISBN 9211126940 Foreign direct investment through acquisitions and implications for technological upgrading: case evidence from Tanzania Reference: Portelli, B. and Narula, R. (2006) Foreign direct investment through acquisitions and implications for technological upgrading: case evidence from Tanzania. European Journal of Development Research, 18 (1). pp. 59-85. ISSN 1743-9728 doi: https://doi.org/10.1080/09578810600572387 Globalization, new ecologies, new zoologies and the purported death of the eclectic paradigm Reference: Narula, R. (2006) Globalization, new ecologies, new zoologies and the purported death of the eclectic paradigm. Asia Pacific Journal of Management, 23 (2). pp. 141-156. ISSN 1572-9958 doi: https://doi.org/10.1007/s10490-006-7162-0 R&D collaboration by SMEs: new opportunities and limitations in the face of globalisation Reference: Narula, R. (2004) R&D collaboration by SMEs: new opportunities and limitations in the face of globalisation. Technovation, 24 (2). pp. 153-161. ISSN 0166-4972 doi: https://doi.org/10.1016/S0166-4972(02)00045-7 Reference: Narula, R. and Duysters, G. (2004) Globalisation and trends in international R&D alliances. Journal of International Management, 10 (2). pp. 199-218. ISSN 1075-4253 doi: https://doi.org/10.1016/j.intman.2004.02.007 Globalisation and technology: interdependence, innovation systems and industrial policy Reference: Narula, R. (2003) Globalisation and technology: interdependence, innovation systems and industrial policy. Polity Press. ISBN 9780745624563

Job Titles:

• Research Topic: Power and Trust Within NGO - Donor Relationships

Job Titles:

• Chief Executive of WPP

Building from scratch a marketing services giant by acquisition: case study and interview with Sir Martin Sorrell, Chief Executive of WPP Reference: Ghobadian, A. and O'Regan, N. (2011) Building from scratch a marketing services giant by acquisition: case study and interview with Sir Martin Sorrell, Chief Executive of WPP. Journal of Strategy and Management, 4 (3). pp. 289-300. ISSN 1755-425X doi: https://doi.

Job Titles:

• Chairman of Cable & Wireless

Rescuing a telecom giant from the jaws of bankruptcy: a case study and an interview with Sir Richard Lapthorne, chairman of Cable & Wireless Reference: O'Regan, N. and Ghobadian, A. (2011) Rescuing a telecom giant from the jaws of bankruptcy: a case study and an interview with Sir Richard Lapthorne, chairman of Cable & Wireless. Journal of Strategy and Management, 4 (1). pp. 82-91. ISSN 1755-425X doi: https://doi.

Job Titles:

• Chief Executive of Cadbury

Successful strategic re-orientation: lessons from Cadbury's experience: an interview with Todd Stitzer, Chief Executive of Cadbury Reference: O'Regan, N. and Ghobadian, A. (2009) Successful strategic re-orientation: lessons from Cadbury's experience: an interview with Todd Stitzer, Chief Executive of Cadbury. Journal of Strategy and Management, 2 (4). pp. 405-412. ISSN 1755-425X doi: https://doi.