WBS Vision 2009

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Warwick Business SchoolVision 2008–09

Warwick Business School is a leading thought-developer and innovator, in the top one per cent of global business schools. Our students come from over 130 countries to learn at undergraduate, Masters, MBA, and PhD levels.

We educate and develop global citizens, and promote new knowledge to benefit business and society, through our executive education and applied research.

Consistently top-rated for teaching quality and research, WBS means business.

Real impactWe don’t just lecture. WBS is at the forefront of creative delivery. By developing innovative learning channels and techniques we can address the increasingly diverse needs of global businesses and their people:

Our blended learning is a combination of face- to-face and interactive distance learning channels based on our unique, world-leading, intranet platform.

We incorporate film, theatre, fiction, and the latest psychology research into the learning experience to challenge the way that people think about problem-solving and decision-making.

We work with organisations to develop customised programmes and delivery mechanisms that meet their strategic needs.

We generate ideas for sustainable competitive advantage, with expertise in:

h Corporate governance

h Entrepreneurship

h Finance (behavioural)

h Finance (international)

h Financial econometrics

h Risk management

h Health – business & management

h Innovation & knowledge management

h Leadership development

h Lean thinking & continuous improvement

h Public/private sector interface

h Regulated industries – telecoms, utilities, energy

h Security & resilience

h Service excellence

Thought leadershipOur many and varied areas of expertise constitute a unique research portfolio, and make us one of the largest business and management faculties in Europe.

As part of the University of Warwick we are able to draw upon cross-departmental expertise to create a fusion of knowledge creation between faculties.

Our research is recognised as being of international excellence. We were one of only three business schools in the UK to be awarded the highest 5* rating by the Higher Education Funding Council for England.

Excellent graduatesEvery FTSE 100 company has recruited a WBS graduate. Why?

We produce highly regarded graduates, armed with the latest knowledge combined with practical relevance, who are able to start adding value to an organisation immediately.

Each year over 1,200 students graduate from one of our many business and management programmes. They go on to work for a range of companies and organisations all over the world.

The Guardian consistently places us in the top three UK universities for business and management, and we are widely regarded as producing highly employable graduates.

Dean’s welcomeWBS has achieved a global reputation for excellence in just 40 years. We have one of the broadest subject bases and most highly-regarded faculty of any business school in the world. In the most recent national assessment of University research output, we achieved the highest 5* accolade, placing us as one of the top three research business schools in the UK. These research credentials are fundamental to our culture and help to differentiate us from most of our competitors.Being one of the leading academic departments of the University of Warwick brings with it great research and learning possibilities, but also a significant responsibility to help the University achieve its overarching vision for 2015: to be firmly in the top 50 of world universities. Our vision and strategy for the next 10 years is closely integrated with that of the University and has been developed in consultation with staff, students, alumni, and members of our Board. As a global business school, we operate in a highly competitive and increasingly crowded market. Our strategy is a living set of ideas that evolve to take advantage of opportunities as they arise whilst keeping our objective firmly in view: to be in the top echelons of European business schools.In this document, you can explore the key themes of our strategy and understand where we are now and what our goals and key activities will be as we continue to strive towards excellence, providing uniquely and consistently high value to our stakeholders in every part of WBS over the next few years.

Professor Howard Thomas Dean, WBSProfessor Thomas is also the Chair of the Association of Business Schools and Chair Elect of the Association to Advance Collegiate Schools of Business.

Warwick Business School – Vision 3

Some believe we have already attained this position; but when people talk about the relative rank of a business school they are invariably relying on the position attributed to it by an MBA survey in a popular magazine or newspaper.

WBS is more than just a provider of one of the world’s finest MBA programmes. The Warwick MBA is only one of over 30 different courses that form our varied portfolio, from undergraduate to doctoral level and including post-experience qualifications.

Our mission is to present a more rounded picture of the exceptional quality of our institution. To do this, we must ensure that we excel in the surveys used to create league tables relied upon by the media, for all of our taught programmes and our academic research.

We have identified six key areas that are fundamental to us achieving European leadership; these are the supporting strategies that are essential for leveraging our excellent academic reputation. This document explains the goals for each area and outlines how we will achieve them.

h Research excellence

h Excellence in teaching & learning

h International profile

h Practical relevance

h Securing our long-term future

h The WBS community

I am proud to be a member of the WBS Advisory Board. Given my time as a plc board director and now as a top consultant helping the UK’s FTSE boardrooms, I hope I can offer helpful insight into varied corporate markets.

Jan Hall OBEPartner, JCA Group

I am proud to have been associated with WBS over the last decade, when it has gone from strength to strength and steadily improved its standing in the international rankings. It is great to be associated with such a successful school, where the faculty has such an excellent reputation.

Val Gooding CBEformer Chief Executive BUPA

Our aim: to be in the top echelon of the European business schools by 2015


1: increase the output of excellent, influential research of international repute

Research ExcellenceWBS was one of only three UK business schools to be awarded the highest 5* rating for international and national excellence in the Research Assessment Exercise 2001, conducted by the Higher Education Funding Council for England. We submitted 106 top-rated, research active staff, the largest number of any UK business school.

Since then our faculty has grown to 180 academics, 48 of whom are full professors, and is truly international with around 34 percent from twenty countries outside the UK. Our research is widely disseminated, with over 650 articles, books, and contributions to academic publications in the past year alone.

Our academics are highly sought after because of their combination of high quality scholarship with practical relevance. Many are closely involved with real business situations through research, consultancy, and corporate education.

Our faculty is organised into nine subject groups, covering the broad disciplines of business and management and providing hubs for research activity. Many academic staff are also members of one or more of our eight specialised or interdisciplinary research centres. For more information see page 23.

We are delighted that the Advanced Institute of Management Research (AIM) recently joined us at WBS. AIM is a UK leader in the field of management research. It brings academics from various institutions together with business, public sector, and policy thinkers in order to develop and deliver research of a world class standard which has an immediate and significant impact on management practice.

w aimresearch.org

Academics’ research themes are not dictated by the University or WBS but are pursued at the discretion of the experts in each field, as they identify new questions that need to be answered. However, shared interests have brought out seven major research themes that WBS will focus upon for the next few years:

h Business & management of health

h Enterprise Hub

h Financial markets & financialisation

h Global energy research

h Knowledge management & innovation

h Security & resilience

h Sports management.

To achieve this we will:

h Create innovative and challenging cross-cutting research themes that will generate large-scale research funding within WBS and, where appropriate, across the University

h Develop a profile-raising campaign for WBS research based on the output of our key, research-active faculty

h Encourage our faculty to increase their targeting of high impact journals in which to publish their research

h Adopt challenging new metrics for evaluating research performance.

I chose WBS because it’s one of the best business schools in the country with a great reputation; it practically invented Industrial Relations. But it’s huge; it has experts on all aspects of business.

WBS is not for the faint hearted: you are challenged to deal with a wide range of very difficult and fuzzy concepts and issues to which there are no easy answers. There is a big emphasis on seeing the reality of what really happens in the world of work and learning to deal with it.

Since leaving WBS, I have been studying Japanese on a fully-funded scholarship at the new National Institute of Japanese Studies at the Universities of Sheffield and Leeds. My WBS dissertation at a Japanese MNC set me up to move on to doctoral research which I will start this year. I will be researching parent company–subsidiary relations, probably based in Tokyo and visiting subsidiaries in East Asia and Europe.

Ian Woozley MA Industrial Relations & Personnel Management 2006


2: deliver excellent teaching of market-relevant subjects to geographically diverse participants through a combination of delivery channels

Excellence in teaching & learningWe have a well-deserved reputation for being academically rigorous; both in our research and in the quality of the students we recruit and in ensuring their positive learning experience. We combine cutting-edge, research-led, teaching with practice, and encourage our students to engage constructively in critical discussion.

To be an employable global citizen, our students need both theory and practice. Wherever possible we design a curriculum to incorporate real-world opportunities to implement students’ new-found knowledge. We also regularly review our courses, working closely with employers to ensure that content is relevant and meets the needs of the market while still being academically challenging.

We attract some of the finest students from over 130 different countries. Our encouragement of the sharing and understanding of ideas and influences from a diverse range of cultures is a real strength of our teaching practice.

Our students are able to combine the high quality learning environment of WBS, judged ‘excellent’ in the last National Teaching Assessment Exercise, with the exceptional facilities of the University, its campus, Students’ Union, and other resources.

All our students, whether they are here on campus or studying at a distance from the other side of the planet, can join our web-based community my.wbs. This unique intranet portal enables students to communicate online with colleagues, access digital resources, submit assignments, and receive course feedback and updates. Designed by our own Information Systems Support Unit (ISSU), this powerful digital platform has regular updates and the latest version 7.0 will be released in 2009.

We offer over 30 courses across our entire portfolio. For more information see page 19.


h Further develop our systems and infrastructure to enhance our students’ learning experience

h Devise a quality assurance and pedagogical skills development programme for teaching staff

h Develop our blended learning platform so that we can better engage with the changing study/lifestyle requirements of the market

h Extend the delivery of existing courses through our blended learning approach

h Expand our portfolio of postgraduate courses to fully use our academic expertise

h Build our customised corporate education offering through client growth, using blended learning delivery where appropriate.

I was looking for a world-class business programme I could pursue while still working in the field I’m passionate about, humanitarian aid. The Warwick MBA’s flexible programme was perfect: I took three months’ leave and joined the full-time class for the first term. Now I’m back at work preparing to start distance learning for the second part of my studies and am considering shifting to full-time study again for the finish.

Beginning the Warwick MBA as a full-time participant allowed me to build strong relationships not only with other students but with the academic, administration, and Personal & Career Development teams, who provided fantastic support and advice throughout. The workshops and personal career coaching were invaluable and I’m looking forward to maintaining contact through the excellent WBS Alumni Association.

I relished being part of a truly international intake and learned a huge amount about teamwork and management skills. I think the Warwick MBA is ideal for those with family and work commitments who don’t want to miss out on the full-time MBA experience. My first term was unforgettable!

Marwa Bouka current participant on the Warwick MBA


3: create a positive brand awareness with corporations and leading higher education institutions in key global markets

International profileWe enjoy a solid international profile that has been built upon our students, graduates, faculty, clients, institutional alliances, international accreditations, and global ranking performances.

In 2007, the University undertook an independent survey of opinion leaders from business, politics, and higher education based in six key markets: China, Hong Kong, India, Russia, Singapore, and the USA. The report stated that ‘across all markets, WBS clearly leads awareness of Warwick’s “Centres of Excellence”’.

However, despite being known and respected by our international peers, we still have some way to go to equal the brand building that comes from a mediaeval history or vast endowments. In the UK and certain other markets, Warwick and WBS have a well-deserved reputation for excellent links with business. Our challenge over the next few years is to develop and extend that reputation into targeted overseas markets.


h Develop and implement a strategy and supportive infrastructure for international profile-raising

h Ensure that all WBS initiatives with an international dimension are supportive of the international profile-raising strategy

h Work closely with the University’s International and Vice-Chancellor’s Offices to undertake mutually reinforcing international activities.

Very few universities invest as much in their brand awareness as WBS. Employers worldwide now recognise it as a world-class institution and that opens doors for you.

Reputation was important to me; although I wanted to learn more about financial markets, I planned to use the programme to get the best possible launch pad for a full-time career in finance.

It worked. I got everything I had hoped for and more. I found that employers value the WBS brand and I secured a good job in finance. The careers service is extremely dedicated to each individual’s professional development. Not only can you tap into the University of Warwick’s vast resources, but WBS has its own very specialised team for the banking and asset management sector.

Midhat Syed MSc Economics & Finance 2006 Trainee Analyst Gulf International Bank London


4: strengthen our reputation for practical relevance in research and learning

Practical relevanceAs one of the top three business schools in the UK, and being research-led, we have a reputation for being an intellectual powerhouse. But our research is directly accessible to organisations through consortia and networks established by our research centres and subject groups, covering the breadth of business and management. Our research goes straight into practice.

Our graduates are recognised as being highly employable, because of their mix of intellectual rigour combined with practical relevance. To ensure that the latest market trends are reflected in our teaching we encourage practitioners to work with Academic Directors of our courses to advise or participate in delivering practice-based seminars. Some courses have their own industry advisory groups and we occasionally bestow Honorary Professorships upon highly successful industry leaders who have a natural leaning towards academia and teaching.

At a more strategic level, we are fortunate to be able to draw upon the advice of the group of extremely experienced business leaders that constitute the Board of Warwick Business School. Under the Chairmanship of Sir George Cox this group fulfils the role of ‘critical friend’, challenging our strategies, providing a non-academic perspective to our thinking, and providing much valued support in helping us meet our objectives.

The WBS Alumni Association is also a rich source of practical support to us. Alumni engagement with our students and our teaching programmes often contributes directly to our recruitment activities all around the world, and provides industry connections for academic research and student recruitment post-study.

It is important that we continue to strengthen relationships with management practitioners and our alumni across all sectors to ensure the relevance of our intellectual contribution, and to build strong support for our future.


h Continue to develop and implement our corporate relations strategy, identifying and targeting key organisations with whom to develop close partnerships

h Continue to implement a development (fund-raising) programme that will secure endowments to support innovative projects.

WBS is rated as one of the best business schools in the UK, not only for its teaching but also for its research which feeds back into the taught courses. WBS has a very encouraging atmosphere conducive to learning; you’re surrounded by some of the best staff and students in the UK.

Jennifer Leong current student on our BSc Accounting & Finance

The Warwick Diploma is a rigorous programme that challenges your academic abilities. The practitioners dazzle with tales of their experiences and I particularly enjoyed their sessions and the active participation. It is a perfect fit for my busy schedule; its structure allows me to combine work, home life, and academia but requires diligence and dedication. A well-rounded understanding of public finance from a world class institution awaits those with ambition…

Cajetan Chukwulozie current participant on our Warwick Diploma in Public Finance & Leadership


5: to develop a scalable teaching portfolio to enable the sustained investment necessary to compete in the global elite of business schools

Securing our long-term futureWBS has grown in physical size, academic excellence, and revenue generation for each of the last forty years. To maintain and build upon this success requires maximum effort in a globally competitive environment.

In 2007, the British Prime Minister spoke about investing in higher education. He noted that UK universities are competing with better funded competitors abroad, not least in the USA. However, government funding now accounts for less than 20 percent of our income and is likely to reduce in the future.

Almost 70 percent of our income comes from our teaching portfolio and therefore we need to concentrate on finding viable, sustainable, and scalable ways of expanding this vital income stream. We must remain relevant and keep investing in new and innovative knowledge transfer in terms of research, new course development, and channels of delivery.

We have a key strength in our blended learning capability. This will be a central plank in the development of new global teaching programmes as well as in extending the delivery of existing courses.

We will also continue to develop new courses from academic centres of excellence within WBS, in collaboration with other departments at the University of Warwick, and in alliance with peer institutions across the world.


h Ensure the resilience of our blended learning infrastructure

h Develop a blended learning version of our MSc Management

h Expand our customised executive education portfolio through appropriate use of blended learning

h Expand the intake onto the Warwick MBA by distance learning through corporate and individual markets

h Launch the Warwick Global Energy MBA, delivered via blended learning

h Launch the Enterprise Hub to support and promote undergraduate enterprise and innovation

h Develop and launch a Global Executive MBA, delivered through an alliance of prestigious global business schools

h Explore and scope a proposal for a Warwick MBA for medical practitioners, in collaboration with Warwick Medical School

h Identify gaps in the postgraduate market into which we can launch new specialist or hybrid master’s courses or extend existing courses through new delivery channels

h Open up new opportunities through which the highest quality postgraduate researchers can enrol onto our Doctoral Programme.


6: to create a cohesive community through improving the physical and cultural environment

The WBS communityWe know that it is crucial to continue to create an inspiring and motivating environment that encourages students and research to thrive. In 2007 we completed a £9 million extension to our existing building. However, our staff and students remain spread across a number of buildings.

We have an £18 million landmark building at the planning stage that will provide efficiency by locating all of our staff offices and postgraduate teaching together. In addition to adding more lecture theatres and seminar rooms, it will offer two key features to reinforce the sense of community and shared thinking at WBS:

Undergraduate CentreWith over 1,200 students on our single honours and joint degrees, WBS is the largest community of undergraduates at Warwick. The Undergraduate Centre will give them a base within WBS where they can meet, work, and network.

Social Hub At the heart of our plans is a social hub; a public area that will open WBS to the rest of the campus and be used by all students, faculty, staff, alumni, friends, and visitors. The hub will contain a cafeteria and lounge area that can be used for a wide range of activities from receptions to informal business meetings.

This facility will be set in a three-storey glass atrium overlooking the lake. Floating above the meeting space and protruding out through the glass wall will be a giant ovoid containing two state-of-the-art lecture theatres. This will be a landmark feature that softens and opens the modernist lines of the rest of the building and creates a natural circulation.

Providing a single, unifying, building will create the environment, but on its own it will not create the culture of community to which we aspire. We know that we have to improve other aspects of working life at WBS; building teams and developing individuals, and finding ‘smarter’ ways to work to improve efficiency and reduce workload pressures.


h Complete our new landmark building by 2011

h Implement a programme of staff management development and team building

h Streamline business processes through our Operational Excellence programme

h Create a WBS Community Group to address issues raised by the staff satisfaction audit.

What really surprised me was the remarkably diverse range of backgrounds the programme brought together; academically, socially, and culturally. It not only provided me with an opportunity to interact with people from all over the world and make some amazing friends but led to some fascinating discussions. Studying at WBS is a ‘breath of fresh air’ and a most rewarding experience.

Fiza Farhan current student on our MSc Management


For your information…

Triple accreditationWBS was the first business school in the United Kingdom to hold triple accreditation from the three major, global, management education bodies.

EQUIS Equis is the quality inspectorate for the European Foundation for Management Development. It offers a mission-based accreditation, evaluating activities from international perspectives. We were first accredited by Equis in 2000.

AACSB WBS was the first institution in the United Kingdom to be accredited by the US-based AACSB International. We first gained accreditation in their mission-based scheme in 1999.

AMBA WBS meets the high standards for quality and relevance required by the Association of MBAs. AMBA operates a standards-based system, which WBS has always valued, and which is trusted by applicants. The Warwick MBA was first accredited in 1999. Along with the Warwick MPA, it has been re-accredited until 2009. In 2007, our MSc in Management was accredited by AMBA as a Pre-Experience Masters in General Management.

Programme list

Undergraduateh BSc Management

h BSc Accounting & Finance

h BSc International Business

h BSc International Management

Plus combined degrees with Law, Science, German, and others

Masters h MSc Business Analytics

& Consulting

h MSc Finance

h MSc Finance & Economics

h MSc Financial Mathematics

h MA Industrial Relations & Managing Human Resources

h MSc Information Systems & Management

h MA International & European Employment Relations

h MSc Management

h MSc Management distance learning (Corporate only, subject to approval)

h MA Management & Organizational Analysis

h MSc Management Science & Operational Research

h MSc Marketing & Strategy

h MSc Public Management (entry through Warwick Diploma only)

The Warwick MBAh By full-time study

h By executive study

h By distance learning

h Corporate (single company)

h The Warwick Global Energy MBA

The Warwick MPAh Full time

h Part time

The Warwick Diploma h Local Government

Management

h Public Finance & Leadership

h Public Leadership & Management

h Diploma in Applied Management

h Diploma in Service Leadership (Singapore only)

Doctoral Programme (including PhD Finance)h Full time

h Part time

Corporate Education h Customised courses for

individual organisations, with or without a Warwick qualification at completion

h Short courses, open to individuals.

Rankings

UndergraduateIn their most recent surveys both The Times and The Guardian place our undergraduate courses in the top five in the UK, with Accounting & Finance at number one.

MBAOur full-time and executive MBAs both feature in the most recent Financial Times global top 30, while our distance learning MBA is ranked number three in the world by the Economist Intelligence Unit.

It is no surprise that the high regard in which WBS is held by the international business community has translated into being recognised as a UK Business Superbrand. It is a brand that continues to gain momentum and every year is a more compelling challenger to its often older and more established rivals. As the most improved brand in its category, jumping almost 100 places in the rankings, it is clear that its influence on both experts and business professionals alike is growing.

Stephen Cheliotis Chief Executive The Centre for Brand Analysis Chair, UK Superbrands & CoolBrands Councils

EFMD


Undergraduates

Postgraduates

Executive delegates

Academic staff

Non-academic staff

International 40%UK & EU 60%

International 29%UK & EU 71%

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2,943

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Finances 2007–08

People

20 Warwick Business School – Vision

The Board of Warwick Business SchoolMike Akers

Martin Angle

Dr Craig Baker

Professor Susan Bassnett

Keith Bedell-Pearce

David Clarke

Sir George Cox

Dr Frank Craig

Maria Frantzeskakis

Val Gooding CBE

Anne Gunther

Jan Hall OBE

Jenny Hocking MBE

Russ Houlden

Rupert Howell

John Leighfield CBE

Roger Lovering

Stella Manzie CBE

Professor John McGee

Sandy Meadows

Professor Andrew Oswald

Richard Parry-Jones CBE

David Richards CBE

Jasminder Singh

Professor Harry Scarbrough

Tony Temple

Gill Thewlis

Professor Howard Thomas

Professor Nigel Thrift

Mike Tokarz

John Ward

David Whitmore

Richard Wright

Steering GroupProfessor Ruth Davies

Jenny Hocking MBE

Professor Bob Johnston

Professor John McGee

Zoe Nichols

Professor Harry Scarbrough

Professor Howard Thomas

Professor David Wilson

Academics

Accounting GroupThomas Ahrens Professor

Fiona Anderson-Gough Reader

Antonia Botsari Assistant Professor

Rhoda Brown Associate Professor

Rob Bryer Professor

Colin Clubb Professor

Sue Deebank Senior Teaching Fellow

Ann-Christine Frandsen Assistant Professor

Louise Gracia Assistant Professor

Robin Hewins Senior Teaching Fellow

Shahed Imam Assistant Professor

Rihab Khalifa Associate Professor

Sadia KhanTeaching Fellow

Ellertone NdalamaTeaching Fellow

Lynne Oats Reader

Rob Poole Senior Teaching Fellow

Graham Sara Senior Teaching Fellow

Simona Scarparo Associate Professor

Zulfiqar Shah Associate Professor

Min Wongkaew Assistant Professor

Enterprise GroupStuart Fraser Associate Professor

Francis Greene Associate Professor

Margi Levy Associate Professor

Kevin Mole Associate Professor

Roger Mumby-Croft Professorial Fellow

Stephen Roper Professor

David Storey Professor

Nigel Sykes Principal Teaching Fellow

Finance GroupPeter Corvi Principal Teaching Fellow

Pasquale Della Corte Assistant Professor

Alexandra Dias Assistant Professor

Jana Fidrmuc-Pal’agova Assistant Professor

Stewart Hodges Professor

Yi Hong Warwick Research Fellow

Xing Jin Associate Professor

Kostas Koufopoulos Assistant Professor

Roman Kozhan Assistant Professor

Marco Lyrio Assistant Professor

Anthony Neuberger Professor

Ingmar Nolte Associate Professor

Silvia Rossetto Assistant Professor

Mark Salmon Professor

Lucio Sarno Professor

Paul Schneider Assistant Professor

Alex Stremme Senior Teaching Fellow

Ilias Tsiakas Associate Professor

Nick Webber Reader

Elizabeth Whalley Lecturer

David Wu Warwick Research Fellow

Chendi Zhang Assistant Professor

WBS Board, Steering, & Faculty


Industrial Relations & Organisational Behaviour GroupTrevor Colling Senior Lecturer

Alessia Contu Associate Professor

Martin Corbett Senior Lecturer

Ardha Danieli Associate Professor

Deborah Dean Associate Professor

Linda Dickens Professor

Paul du Gay Professor

Paul Edwards Professor

Michel Goyer Associate Professor

Anne-Marie Greene Senior Lecturer

Chris Grey Professor

Mark Hall Professorial Fellow

Philip Hancock Associate Professor

Sonia Liff Reader

Nick Llewellyn Associate Professor

Paul Marginson Professor

Guglielmo Meardi Associate Professor

Glenn Morgan Professor

Davide Nicolini Assistant Professor

John Purcell Professor

Melanie Simms Associate Professor

André Spicer Associate Professor

Andy Sturdy Professor

Jacky Swan Professor

Hari Tsoukas Professor

Nick Wylie Teaching Fellow

Information Systems & Management GroupJohn Baptista Assistant Professor

Stephen Corea Associate Professor

Wendy Currie Professor

David Finnegan Assistant Professor

Jimmy Huang Reader

Julia Kotlarsky Associate Professor

Andrew Martin Associate Professor

Yasmin Merali Associate Professor

Joe Nandhakumar Professor

Sue Newell Professor

Nikiforos Panourgias Research Fellow

Harry Scarbrough Professor

Marketing & Strategic Management GroupTemi Abimbola Associate Professor

Duncan Angwin Associate Professor

David Arnott Associate Professor

Layla Branicki Research Fellow

Sue Bridgewater Associate Professor

Adrian Caldart Assistant Professor

Martin Cave Professor

Simon Collinson Professor

Derek Condon Senior Teaching Fellow

Scott Dacko Associate Professor

Amanda Goodall Research Fellow

Andrew Hardwick Senior Teaching Fellow

Lloyd Harris Professor

Loizos Heracleous Professor

Keith Hoskin Professor

Yansong Hu Assistant Professor

Zafeira Kastrinaki Research Fellow

Alina Kudina Assistant Professor

Nikala Lane Associate Professor

John McGee Professor

Grier Palmer Principal Teaching Fellow

Sotirios Paroutis Assistant Professor

Nigel Piercy Professor

Taman Powell Research Fellow

Duncan Robertson Assistant Professor

Andrew Sentance Professorial Fellow

Paul Stoneman Professor

Howard Thomas Professor

Bridgette Sullivan-Taylor Assistant Professor

Qing Wang Associate Professor

Alyson Warhurst Professor

David Wilson Professor

Operational Research & Management Sciences GroupMette Asmild Associate Professor

Del Booth Research Fellow

Bo Chen Professor

Ruth Davies Professor

Vladimir Deineko Associate Professor

Robert Dyson Emeritus Professor

Alberto Franco Associate Professor

Nalan Gulpinar Associate Professor

Sinan Gurel Research Fellow

Giles Hindle Assistant Professor

Katy Hoad Research Fellow

Yun Jiang Research Fellow

Arie Koster Assistant Professor

Kathy Kotiadis Assistant Professor

Frances O’Brien Associate Professor

Leslie Oakshott Senior Teaching Fellow

Victor Podinovski Associate Professor

Stewart Robinson Professor

Estelle Shale Associate Professor

Stephanie Stray Associate Professor

Operations Management GroupJannis Angelis Assistant Professor

Nicola Burgess Research Fellow

Stuart Chambers Principal Teaching Fellow

Daniel Chicksand Assistant Professor

Mihalis Giannakis Assistant Professor

Bob Johnston Professor

Zoe Radnor Associate Professor

Rhian Silvestro Associate Professor

Nigel Slack Professor

Nicholas Wake Teaching Fellow

Helen Walker Associate Professor

Paul Walley Associate Professor

22 Warwick Business School – Vision

Public Management & Policy GroupJohn Benington Emeritus Professor

Colin Crouch Professor

Jonathan Davies Senior Lecturer

Mike Geddes Professorial Fellow

Jean Hartley Professor

Katherine Johnson Research Fellow

Maureen Kilgour Warwick Research Fellow

John Mawson Professor

Jonathan Tritter Professorial Fellow

Penelope Tuck Assistant Professor

Robin Wensley Professor

Research FellowsClare Batty Senior Research Associate, LGC

Howard Davis Principal Research Fellow, LGC

Sarah Evans Research Fellow, IKON

Xavier Lemaire Research Fellow, CMuR

Gillian Owen Senior Research Fellow, CMuR

Jeanne Mengis Research Fellow, IKON

Navonil Mustafee Research Fellow, Dean’s Office

Ines Newman Principal Research Fellow, LGC

Thomas Prosser Research Associate, IRRU

Juliane Schwarz Research Fellow, IKON

Stephanie Snape Principal Research Fellow, LGC

Honorary ProfessorsPhilip Ashdown

Keith Bedell-Pearce

Dr James Bryant

Anthony Carey

Dr Clive Fletcher

Robert Fryer CBE

Jan Hall OBE

Sir Alan Langlands

John Leighfield CBE

Dr Richard Lilford

Malcolm McDonald

Kevin Morley

Dr Gillian Morris

Dr Jacques Pézier

Sir Alec Reed

Göran Roos

David Taylor

Dr Robert Tompkins

Peter Waine

Subject Groupsh Accounting (ACC)

h Enterprise Teaching (ENT)

h Finance (FIN)

h Industrial Relations & Organisational Behaviour (IROB)

h Information Systems & Management (ISM)

h Marketing & Strategic Management (MSM)

h Operations Management (OM)

h Operational Research & Management Sciences (ORMS)

h Public Management & Policy (PMP)

Research Centresh Advanced Institute of

Management Research (AIM)

h Centre for Management Under Regulation (CMuR)

h Centre for Small & Medium-Sized Enterprises (CSME)

h Warwick Finance Research Institute

h Financial Econometrics Research Centre (FERC)

h Financial Options Research Centre (FORC)

h Industrial Relations Research Unit (IRRU)

h Innovation, Knowledge & Organisational Networks Research Unit (IKON)

h Local Government Centre (LGC)


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