PIONEER
University of
Strathclyde
Business
School
Winter 2013
FRIENDS IN HIGH PLACES
SCHOOL CULTIVATES
CONNECTIONS WITH MAJOR
INDUSTRY PLAYERS
FLYING THE FLAG
OUR STUDENTS SHOW
THEIR TALENTS AROUND
THE WORLD
BALANCING ACT
MEETING THOSE SEEMINGLY CONFLICTING OBjECTIvES
NEWS
3
NEWS
Strathclyde Business School is to offer the Esraa Mansy
Scholarship in memory of an outstanding female MBA
student at Strathclyde’s UAE campus. It is hoped that the
scholarship will motivate and support deserving Strathclyde
businesswomen to persevere in the achievement of their
own MBA.
Esraa Hassan Mansy applied to the Strathclyde MBA
in Dubai at the unusually young age of 24, and was
accepted thanks to an impressive display of persistence,
talent and maturity.
Esraa fell ill with a serious autoimmune disorder during
the strategy module in year two of her Strathclyde MBA.
She continued with the programme classes and assignments
nonetheless, rarely letting on to classmates about the severity
or prospects of her illness. After selflessly using her knowledge
and connections to set up and oversee careful treatment plans
for her mother, who was battling cancer at the same time,
Esraa’s own illness suddenly advanced and she died in July
2012. Strathclyde awarded Esraa her degree posthumously.
s BS has published its
first report detailing
the progress we have
made in becoming more
sustainable in our approach to
developing enterprising and
internationally focused
students, since signing up to
the UN Principles of
Responsible Management
Education (PRME) in 2010.
In the past three years the
school has made huge progress
in living up to the principles,
making some key changes to our
own sustainability policies and
incorporating these values into
the education we provide with
things such as:
• By redeveloping our
Management Development
Programme – a core module
underpinning all of Strathclyde
Business School’s undergraduate
degrees – we have been
preparing our students for
futures as sustainable business
sCHOLARsHIP NAMED
AFTER BRAVE EsRAA
NEW CENTRE BOOsTs BUsINEss GROWTH
sBs MAkEs IMPORTANT
sTRIDEs IN sUsTAINABILITy
4
leaders, while also teaching them
how to live more sustainable lives
in general.
• With a commitment to the
teaching of the values of global
social responsibility, we have
revised our MBA curriculum to
include Comparative Corporate
Governance, a module which
teaches participants good
organisational governance and
stakeholder management in an
international context.
• Through the Hunter Centre for
Entrepreneurship, our students
have also been able to develop
social business plans to receive
creativity and entrepreneurship
recognition. This year successful
students were selected to
enter the international Values
and Ventures Business Plan
competition, at Texas Christian
University in Fort Worth.
• We have focused on research
that delivers social and
environmental good, through
projects on skills utilisation,
carbon capture and the impact
of care personalisation on
voluntary sector workers.
• The Centre for Corporate
Connections has also played its
part in improving our links with
industry. With the creation of
the Strathclyde Business Fellow
Network in 2012, we have been
able to forge links with senior
industry figures – many of
whom are MBA or executive
education alumni, to help us
shape the next generation of
business leaders.
All our staff are now
also encouraged to promote
sustainability, through
knowledge exchange,
representation on external
bodies and outreach activities.
THE fUll rEporT cAn BE foUnD AT UnprME.org
NEWs
06 RIGHT CONNECTIONs
We continue to build
links with major
players in business
09 RAW MATERIALs
AND RAW NERVEs
Initiative addresses
sensitive supply issues
FEATUREs
10 ON THE ONE HAND
Meet those seemingly
conflicting objectives
14 BOLD THINkING
students show their
quality in international
competitions
16 IN THE sPOTLIGHT
Researchers report
their findings on the
Edinburgh Fringe
16
06
W
orking in partnership should
always be a two-way process.
That is a commitment all of
us – staff and students – give as we
seek to build alliances locally, nationally
and internationally.
Our programme of executive
education is at the heart of this
commitment and we continue to grow
and strengthen powerful relationships
with industry, commerce and
government.
This year, for example, has seen
the Babcock MBA launched, a
three-year corporate programme with
participants from the UK, South Africa
and Germany. The Iberdrola MBA in
the Global Energy Industry launched
also, with participants from UK, Spain,
USA, Mexico and Brazil, and our
partnership with William
Grant and the MBA 25
programme, which aims
to maximise potential and
create future global leaders,
continues successfully.
The Weir Group and Senergy
have continued their programmes
with us, with managers globally taking
part in their respective programmes.
Standard Life completed its second
cohort of management development,
with the focus on its UK and Ireland
distribution teams.
An agreement with V Group
has led to the development of a
Global Leadership Development
programme, with their senior leaders
taking part from around the world
with the aim of improving business
leadership capabilities and enabling
structured growth.
As well as the companies
benefiting through development of
their employees, from managers to
senior leaders, the business school
benefits from this two-way process,
with access to those at the top of these
global businesses, providing us with
case studies, insights, and live problems,
wElcoME
PROFEssOR sUsAN HART,
DEAN, sTRATHCLyDE
BUsINEss sCHOOL
which we feed back into the classroom
and research programmes, enhancing
the students’ experience and learning
with up-to-the-minute, business-in-
action thinking.
Our students engage proactively
with each other and their peers
on different programmes and at
business schools around the world via
international business competitions
and challenges.
Our students continue to shine in
attaining prestigious Saltire Internships
internationally and corporate
experience in this way definitely
pays dividends – one of our students
who completed an internship with
the Edrington group in 2012, for
example, has now been recruited to
their first ever graduate programme.
Our students certainly seem to know
the benefits of useful learning, gaining
as much industry experience as they
can alongside their academic learning
– something that we endeavour to
include at all levels.
We were delighted to work in
partnership with the Scottish Family
Business Association on a series of
high profile and engaging lectures on
family business this autumn.
We welcomed Maitland Mackie
of Mackie’s of Scotland, Bill Gordon
of William Grant & Sons, Jacqui
Walker of Walkers Shortbread and
Hugh Raven of Ardtornish Estate
to the business school to hear their
insights into how they run their family
businesses and how it can be applied
to business more generally. The
Hunter Centre for Entrepreneurship is
continuing to develop its interest and
research in this area but it’s something
that has wider resonance across the
business school, particularly in the
Centre for Corporate Connections,
where we are working with William
Grant on the MBA 25 programme.
We have achieved some
significant results in our research
work. We are involved in the
Enterprise Research Centre with
Aston, Warwick and Imperial
business schools – Professor Sara
Carter has been appointed as an
associate director of the new £2.9
million centre which launched
in January this year. At the same
time, Professor Paul Stewart
in the department of Human
Resource Management was
delighted to announce his bid had
won a prestigious grant of €4.6
million as part of the Marie Curie
International Training Network:
Changing Employment aims to map
the changing nature of employment
in Europe. This is an ambitious and
large-scale research project that SBS
is proud to head up.
Management Science
academics were part of a winning
team, awarded a grant of almost £1
million, researching how
to develop tools to better
manage risks in managing
supply networks. John
Quigley and Lesley Walls
will be conducting their
research with companies such as
Rolls-Royce and academic partners
Bristol, Coventry and Nottingham.
At the heart of everything
we do, of course, is our mission
to promote responsibility and
sustainability, and we are proud
to be one of the signatories to
the UK Principles of Responsible
Management Education, an
initiative SBS joined in order to
show in a very public way how
we are championing responsible
management education and building
on the ways in which we do so.
There is more detail on these
and other items of news and
interest in this issue of
Pioneer – I
hope you find it useful and would
encourage feedback to help us
keep you informed.
professor Susan Hart, Dean,
Strathclyde Business School
CONTENTs
14
“At the heart of everything
we do is our mission to
promote responsibility
and sustainability.”
Strathclyde Business School has an
integral role in a new £2.9 million
centre that will generate world-class
research to help stimulate growth
for small and medium-sized
enterprises (SMEs).
The Enterprise Research Centre,
hosted by Warwick and Aston
Universities, will help develop an
understanding of the factors affecting
business investment, performance and
growth. It will become a national and
international focal point for research,
knowledge and expertise on SMEs.
Professor Sara Carter, at the
time head of the Hunter Centre for
Entrepreneurship and now associate
deputy principal (learning and
teaching), was appointed as an associate
director of the new centre which
opened at the beginning of 2013.
The Universities of Birmingham, De
Montfort and Imperial College London
are also part of the consortium.
Since the launch, Dr Samuel
Mwaura has started at Strathclyde as
the post-doctoral Research Associate
on the project. Dr Mwaura is working
with Professor Carter on the first stage
of the project, which entails mining
existing datasets, such as the SME
Finance Monitor and the British
Household Panel Survey, for data about
enterprise finance and ownership
diversity. A further PhD scholarship, co-
funded by Scottish Enterprise, has been
awarded to examine entrepreneurial
leadership, for which Eleni Kesidou has
been recruited. This brings to three the
number of PhD scholarships associated
with the ERC project at Strathclyde
this year.
2
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5
NEWS
An ambitious €4.6 million four-year project co-ordinated by Strathclyde
Business School brings together world-leading academics and researchers
to map the changing nature of employment
T
he ChangingEmployment
project is a Marie Curie
Initial Training network
that aims to identify the nature of the
restructuring of European labour
markets and economies as a result of
current economic and social change.
An eminent team of
specialist supervisors dedicated
to dissemination and outreach
will support the 12 doctoral
students and three post-doctoral
researchers. They will develop
researchers’ skills in advanced
social and comparative research
methods, and through the
variety of employment situations
provide transferable skills to
undertake work with commercial,
educational, governmental and
third level agencies in the context
of changes in working life.
The project brings together
partners from eight other European
universities and social and
industry partners, including the
European Trade Union Institute,
Consultingeuropa, EDF, Edrington,
the International Labour
Organisation, Neuroedukacja,
UNISON, Volvo and CAIRDE.
The Strathclyde Business Fellow
Network (SBFN) has been in
operation since July 2012 (strath.
ac.uk/businessfellows) and has
gone from strength to strength.
There are now 24 business
fellows within the network,
who are senior professionals
from different specialisms such
as finance, HR, marketing,
hospitality and tourism and
entrepreneurship. Business
fellows have actively contributed
at events such as guest lectures,
providing project opportunities
and placements for students,
engaging in alumni activities, and
working with SBS in an advisory
capacity both at operational and
strategic levels.
All business fellows have
an allocated academic champion
within SBS who principally works
with the fellow on an individual
basis, in areas of mutual interest.
The latest business fellow
event took place on October
22, with the first event of 2014
scheduled to take place on
February 25, again in Glasgow.
A new international branch
of the Strathclyde Business
Fellow Network is to be
launched at an event in Dubai
on January 22. A further eight
international business fellows
have been invited and accepted
roles as business fellows.
Professor Susan Hart will host
these new fellows at the event
in Crowne Plaza Hotel, Dubai
and formally welcome them in
person to the network.
T his year started with
news that SBS has
been awarded EQUIS
accreditation by the European
Foundation for Management
Development (EFMD) for the
maximum five year period. SBS
has been accredited by EQUIS
for the past 11 years and the
latest reaccreditation for five
years demonstrates SBS’s
commitment to providing
excellent management education
and means that SBS remains
one of the few business schools
in the UK, and indeed the
world, with triple accreditation.
Professor Susan Hart,
Dean of SBS, says: “We were
delighted to be reaccredited by
EQUIS and further delighted to
hear it was for the full five years.
This demonstrates that EQUIS
are convinced of the strength of
our international presence and
our international strategy.
“Our increasing
international links with top-
quality business schools are
firmly positioning us as a school
with a strong international
MULTI-MILLION PROJECT WILL
HIGHLIGHT THE CHANGING NATURE
OF EMPLOYMENT IN EUROPE
DIARY OF EVENTS
STRATHCLYDE
BUSINESS FELLOW
NETWORK GOES
FROM STRENGTH
TO STRENGTH
BUSINESS SCHOOL CONTINUES TO
EARN INTERNATIONAL RECOGNITION
The research will focus on
three themes:
• Management and employee
relations
• Inclusion and exclusion at
work, including examination
of the character of
democratic engagement
• Impact of the quality of work
itself and change on employee
wellbeing and work/life quality.
Project co-ordinator Professor Paul
Stewart, from the department of
Human Resource Management,
says: “This is an outstanding
research agenda, bringing
together a range of critical social
scientists and new researchers
The project began in December 2012 with
a kick-off meeting at the University of
Strathclyde and is now fully operational:
MARCH ’13: The project recruited 12
early-stage researchers from across Europe
(PhD students) and a post-doctoral researcher;
they are based across the nine academic
partner European institutions.
MAy ’13: The launch event and first
network training school took place in
Gothenburg around the theme of disciplines in
work sciences. All videos from the launch can
be found on the research website.
SBS BUilDS ONliNE PRESENCE wiTH BlOG AND SOCiAl MEDiA
Strathclyde Business School
launched its Engage blog
this year as another way of
interacting with our staff,
students, alumni and external
contacts via social media.
So far, we have had blogs
on everything from family
business issues, through
branding in the age of social
media and immigration debate
to students’ success stories.
The blog is continuing to
attract subscribers but if you
have not yet visited engage-sbs.
ac.uk then please do so – and
please do subscribe and get
involved with commenting or
even writing your own blog
piece. we would love to hear
your ideas.
you can also find us on Facebook
and Twitter:
engage-sbs.com
facebook.com/
strathbusiness
twitter.com/strathbusiness
(@strathbusiness)
concerned with the transformation
of employment relations and
conditions of work across Europe.”
A range of other training
activities has taken place across
partners' locations and the
three research theme groups
(management and employees,
inclusion and exclusion, employee
wellbeing and work/life quality)
are working on joint research
outcomes.
You can now follow the
research on Twitter (twitter.
com/changingemploy) and
Facebook (facebook.com/
changingemployment) or sign up
to the RSS feeds to keep up to date
with the project news and events.
standing and (increasing
international) reputation. The
EQUIS panel met with a full
range of stakeholders while
here, including staff, students,
alumni and corporate partners,
and undertook a very thorough
assessment of the business school as
a whole.”
Strathclyde has also fared
well in various rankings of its
programmes this year.
Strathclyde Business School's
full time MBA programme was
ranked in this year’s
Financial Times
Global MBA ranking, which lists
the top 100 in the world each year.
Out of thousands of business
schools worldwide, only those that
are accredited (AACSB or EQUIS)
and meet strict criteria are eligible
to take part in the
FT ranking. This
ranking makes Strathclyde Business
School the only triple accredited
and ranked business school in
Scotland, and confirms our status
as number one in Scotland.
We are placed in the top 25 of
European business schools ranked
and, reflecting the increasing
competitive nature of business
schools globally, one of only 11
business schools in the UK to be
included in the ranking.
Our MBM programme was
also ranked by the
Financial Times.
Its latest ranking of the world’s
top 70 pre-experience general
management programmes –
its Masters in Management
ranking put Strathclyde’s MBM
programme 33rd in the world.
Out of the 12 UK business schools
ranked, we were placed fourth, and
were also placed third in terms of
careers progression.
Strathclyde’s executive MBA
programme has been ranked in the
Financial Times’ top 100 of such
programmes in the world. Our
executive MBA programme –
offered via part-time study in the
UK and around the world at our
nine international centres – was
ranked 58th globally and in the
top 10 of UK-based business
schools ranked in the top 100.
We were also ranked in the
Financial Times’ Global Masters
in Finance rankings, making
top 10 in the UK and 30th in
the world.
The Economist ranked the
Strathclyde full-time MBA
programme in its
Which MBA?
Top 100 programmes as 40th in the
world, fourth in UK; and our
Executive MBA as 28th in the
world, top five in UK.
NOv ’13: The iTN open day, annual
colloquium and network school took place in
Paris around the theme of Comparative labour
Sociology.
MARCH ’14: A second experienced researcher,
based at Strathclyde, will commence work on
the project.
JUNE ’14: The network will hold its first open
roundtable and open network school in leuven
around the theme of labour Markets, ‘Flexicurity’
and Social Dialogue. This will be the first
event where non-consortium PhD students and
academics will be invited to participate; further
information about this event will be available soon.
4
NEWS
CASE STUDIES
6
7
Sandy Wilson, head of executive education at SBS’s Centre for
Corporate Connections, reports on activities in 2013
Among the SBS alumni working with Standard Life,
a major player in insurance, savings, investments and
pensions, is Jody Lewis, head of customer experience
management – UK customer and marketing
T he Centre for Corporate
Connections enables
organisations to develop
talent in alignment with their strategic
objectives through close partnerships
focused on designing bespoke
educational and leadership development
programmes. Our goal is to bring the
internationally recognised SBS expertise
in research and teaching to ambitious
businesses that want to collaborate in
the search for solutions that address
their current and future challenges.
In the past 12 months new
businesses have begun executive
development programmes with the
Centre while existing partnerships
continue to grow and develop.
V Group, a leading global provider
of maritime services to the commercial
shipping, cruise, energy and defence
industries, has agreed a Global
Leadership Development Programme
with Strathclyde that was launched in
September with a dinner hosted by V
Group chief executive Clive Richardson
and Professor Susan Hart, Strathclyde
Business School Dean. The programme
will run for at least three years and aims
to develop the organisation’s senior
leaders across the world.
A fter studying media at degree
level and then a postgraduate
in economics, Jody Lewis
started at Standard Life in 2002. On
graduation he took a customer services
role in Glasgow where he stayed for
three years.
By 2005 he had moved through
to the head office in Edinburgh where
he used his university credentials
to tackle a communications role for
financial advisors, which led to a
communications manager role by 2008.
By 2010 he was working as a manager
in the chief executive’s office and this
year was promoted to take on the role
of leading the new customer experience
management team.
“Standard Life takes development
seriously and across all of my roles an
emphasis has been placed on personal
development – although the onus
remains with you to take the initiative,”
says Jody.
“In 2010 I was nominated to
take part in the emerging leaders
programme with Strathclyde Business
School. I was already working in a
management position and had a level of
expertise within my role but appreciated
that to progress it would be useful to
take myself out of my comfort zone and
challenge myself to develop new skills.
“I loved being back in the education
environment. The programme was
intensive and delivered by enthusiastic
tutors with good knowledge based on
relevant experience. The fact that you
are also working with like-minded people
WE CONTINUE TO BUILD
CONNECTIONS WITH MAJOR
PLAYERS IN BUSINESS
New skills
eNhaNce
career
prospects
A new relationship has
also begun with the Royal
Bank of Scotland. CCC
will be working with the
bank across its operations
division and in particular
with the board of
corporate operations.
Bespoke consultancy
projects led by Professor
Jill MacBryde and
Dr David MacKay have
taken place this year,
with clients including
Glasgow City Council,
Land Engineering and
Devro. These have focused typically on
supporting senior teams to explore and
develop their future strategy.
The Iberdrola MBA in the Global
Energy Industry launched a two-and-a-
half-year part-time degree programme,
delivered with Comillas University in
Madrid, focused on the global energy
industry and with participants from the
UK, Spain, USA, Mexico and Brazil.
As for existing clients, we have
a long and fruitful relationship with
Babcock and we launched an MBA
specifically tailored to the company in
September. In a bespoke three-year
corporate MBA programme, there are
25 participants from the UK, South
Africa and Germany taking part who
were specifically identified as part of
the company’s long-term succession
planning.
Launched in 2011, the Weir
Business Management Programme
offers a postgraduate certificate in
management for Weir managers
globally – from across Europe to Russia,
Canada, India, South America, Asia
and Australia. The latest cohort of this
programme also started in September.
The Senergy Project Management
Programme has been created to
support the transition within Senergy
to become an international, project-
based organisation. A year-round rolling
programme of short courses online or in
face-to-face classes attracts participants
from the UK, Sweden, Dubai, Kuala
Lumpur and Australia.
The relationship with Standard
Life has developed further with the
management development programme
which focused on its UK and Ireland
distribution teams. The completion
of the programme’s second session
was marked by a dinner hosted by
Professor David Hillier and Jeff
Regazzoni, head of retail distribution.
The Emerging Leaders Development
Support (ELDS) programme started its
third cohort in October and we are also
teaching a short course on ‘Developing
Commercial Acumen’ with Standard
Life’s graduates.
V GROUP STARS SHINE
BRIGHTER THAN EVER
a Global leadership Development programme for V
Group is the latest partnership programme developed
by the centre for corporate connections, and senior
leaders will take part from around the world.
the participants from V Group – a leading global
provider of maritime services to the commercial
shipping, cruise, energy and defence industries – are
highly successful in the company already. they will
be working closely with a team of coaches who are
supporting the learning and project work, helping to
embed the learning into their management practice and
behaviours and developing self-awareness.
Delegates from around the Uk and from singapore,
Norway and Monaco will gather in Glasgow for
the programme, which is to be carried out in four
modules over 18 months, focusing on leadership skills,
operations and project management, business finance
and leadership for strategy delivery.
the first module has already taken place and
participants commented on how it allowed them to
take time out to reflect on the way they manage
and consider improvements based on the module,
which was tailored to provide relevance to individual
members of the group.
also helps, and with candidates drawn
from different roles from across the
company there were always opportunities
to look at challenges from several
different perspectives which helped to
broaden my overall experience.
“One of the biggest personal
challenges was taking the finance
module, as I am not what you might
describe as a numbers guy. I was
pleasantly surprised though as the work
was both accessible and delivered in a
format that I could easily understand.
“The main benefit of the emerging
leaders programme for me has been to
boost my confidence. I am now more
comfortable taking my knowledge and
applying it to new situations. In my new
role as head of customer experience
management I need to be able to
identify new ways of helping customers
get the best possible experience from
Standard Life.
"The kind of things I’ll be looking
at is learning from customer feedback
to streamline existing services. Whether
that’s making our website more user-
friendly or making statements easier to
understand, the art of looking at issues
from a new perspective is something
that’s been positively developed
through training.
“Taking part in executive education
offers no guarantees of promotion, but
I think the experience of the emerging
leaders’ course has plugged gaps in my
knowledge, made me a greater asset to
the business and has certainly helped me
to reach my current position.”
MBA25 continued, with Alliance
Trust and Craneware as well as a
blend of ‘not-for-profits’ including
the Home Office and entrepreneurs,
being welcomed to the consortium
led by William Grant & Sons. In
particular this year MBA 25 delivered
a residential class on family business
in Stockholm in partnership with
Stockholm School of Economics,
which offered direct access to family-
run businesses such as Bonniers,
Spendrups, and Upplands Motor.
Hilton, InterContinental, Swissotel,
Apex and Principal Hayley all
sponsored participants on the second
cohort of the Executive Masters in
Hospitality and Tourism Leadership –
with all the initial sponsors repeating
their support for the second cohort.
The third cohort is due to start in
January 2014.
official
start of the
iberdrola
Global
energy
programme
in Glasgow
in June
Babcock MBa
students (top), sBs's
Dr Jill MacBryde with
(left to right) Neil
clitheroe, ceo, retail
and Generation,
at scottish power;
strathclyde
University principal
professor sir Jim
McDonald; and
professor andres
ramos from comillas
University and
MBa global energy
students at
a wind farm in
spain (below)
RESEARCH
RESEARCH
8
9
The History and Strategic Raw Materials Initiative is addressing sensitive supply issues
T
here is intense political debate
and media speculation over
the control and supply of
certain minerals. The EU, Japan and
the US have lodged complaints with
the World Trade Organisation against
China over controls on exports of 'rare
earths', which are important for green
technology and household goods, as
well as military hardware. In the last
few years the European Commission
has launched a raw materials initiative.
Controversy over control of mineral
reserves overshadowed the general
elections in Australia in 2010, while
Australian competition authorities have
recently blocked acquisitions by a
number of Chinese metal concerns.
Dr Andrew Perchard is co-founder
of the SBS-based History and Strategic
Raw Materials Initiative together with
his international colleagues, Drs Mats
Ingulstad and Espen Storli from the
Norwegian University of Science and
Technology (NTNU).
“The control and supply of
certain raw materials, or ‘raw
materials diplomacy’ as it has become
known, continues to be a pressing
AND RAW NERVES
RAW MATERIALS
and highly charged political issue,”
explains Dr Perchard.
“This continues to be characterised
by highly emotive rhetoric, from the
heated public debates surrounding
recent Australian and Greenland
elections about access to and control of
raw materials reserves, to the US, EU,
and Japan’s responses to and posturing
over China’s perceived stranglehold of
‘rare earths’ – which form components
of everything from microwaves,
laptops to missile guidance systems.”
Dr Perchard and his colleagues
believe that what has been largely
missing from these policy deliberations
and political debates is historical
perspective. He explains: “This is
all the more important given that
the rhetoric used to justify greater
access to, and control over, raw
materials reserves bears a striking
resemblance to that used in the 1930s,
during the height of the Cold War,
and in the 1970s. The aim of this
network is to bring together leading
international scholars from across
academic disciplines, as well as
business, policymakers and journalists,
to explore this subject, introducing
an historical perspective to these
discussions.
“A key feature of the network
will also be to examine the critical toolkit
and language deployed by these different
disciplines in exploring this subject.”
Dr Perchard adds: “As economic
development continues to exert
pressures on our finite resources, the
issue of strategic raw materials will
become ever more prominent in the
years to come, so it’s vital that we devote
more time and resources to its study.
“Working with NTNU, we at
the Department of Strategy and
Organisation have begun to make
progress, but we know there is a lot to
be done. Over the coming years we’ll
be continuing to advance the issue of
strategic raw materials through events
and a programme of streamed
research work.”
Professor Paul Thompson, vice-dean of research at
Strathclyde Business School, focuses on an important aspect
of carrying out research, namely diverse research funding
w
ith income from the main
Economic and Social Research
Council (ESRC) becoming more
competitive and constrained, it is more
important than ever that SBS secures
sufficient funds to sustain high-quality
research from a variety of sources.
In the past five years, SBS has averaged
more than £1.5 million in research income.
Although the content of research differs
enormously across departments and
individuals, the dual positioning of a leading
international technological university and
the place of useful learning has facilitated
a broad focus on three core themes: energy
and energy management; economic
performance and innovation; ethics and
equality in business and employment. Each
of these has attracted significant levels of
research income and investment.
Diverse invesTigaTions
neeD conTinueD supporT
Within energy and energy management,
work in the area of climate change, energy
conservation and environmental trade balances
has led to several awards in Economics,
including £450,000 from the Scottish
Government and £776,000 from funding
councils, the ESRC and EPSRC (Engineering
and Physical Sciences Research Council).
Two key projects in Management Science
also bring together colleagues from the
engineering and business faculties:
the Northern Isles New Energy
Solutions (NINES), a £1.3 million
project funded by Scottish and
Southern Energy, and an EPSRC-
funded (£315,000) project on new
mathematical tools for modelling
uncertainties in offshore turbine
operation and maintenance.
On economic performance and
innovation, Economics has led a large-scale
(£3million) multidisciplinary study assessing
the impact of higher education institutions on
regional economies, funded by the ESRC and
higher education funding bodies. The Scottish
Centre for Employment Research (SCER)
in collaboration with colleagues at Oxford,
secured ESRC funding for research identifying
the extent and use of graduate skills in a
tightening labour market.
The Hunter Centre for Entrepreneurship
was part of a pool of business schools
(Warwick, Aston, Imperial and Strathclyde)
awarded the Enterprise Research Centre, a
£3.6million project analysing SME growth,
co-funded by the ESRC, Technology Strategy
Board, Department of Business Innovation &
Skills and the British Bankers Association.
Examples of funding in the third
prominent theme of ethics and equality in
business and employment are the study of
gender and job segregation in call centres
by Human Resource Management, and the
SCER project on gendered pay and rewards
in different industry sectors funded by the
Equalities & Human Rights Commission and
Equal Opportunities Committee Scotland.
“Two Management
science projects bring
together engineering and
business colleagues.”
“The control and supply of certain
raw materials is characterised by
highly emotive rhetoric and heated
public debate.”
A large coal mining site at Pingshuo
Professor Paul Thompson is ever
alert for new sources of funding
SPOTLIGHT
SPOTLIGHT
10
11
I
n the current harsh economic and
competitive climate, companies are
increasingly faced with the difficult
task of managing and resolving tensions that
often appear paradoxical. They have to be
innovative while at the same time being
reliable; they have to be efficient while
remaining flexible and agile; and they must
strive to lower costs and decrease time to
market, but never at the expense of quality.
These challenges are not entirely new.
The term ‘ambidexterity’ was coined by
academics in the late 1990s to capture the
ability of corporations to manage conflicts
and contradictions. For example Toyota – the
ambidextrous corporation par excellence –
is reputed to owe its success to its ability to
manage multiple cultures and criteria that
apparently contradict each other. The most
striking is the balance between the need for
superior leanness and efficiency on one side
and flexibility and quality on the other.
While companies are developing new
ways to manage contrasts, however, what were
difficult challenges before have become even
harsher in the past few years. The ever faster
and more uneven pace of innovation, the
growing complexity of products, technologies
and services and the intensified specialisation
and division of labour – coupled with increasing
modularisation and outsourcing of production
and production-related knowledge – are raising
steeper challenges for businesses.
Increasingly thin profit margins mean
that the consequence of failure to meet these
challenges and reach performance objectives
can be fatal. Even major operations like Toyota
today are facing increasingly harsh realities.
How are companies reacting to these
changes? On one hand, there is evidence that
many are getting much better at managing
inherent contradictions. Being flexible and
efficient while remaining reliable and innovative
is no longer a matter of choice, as proposed by
Burns and Stalker in the 1960s, but absolute
imperatives. On the other hand, current
challenges imply that achieving multiple and
contrasting objectives is becoming harder.
Managing contradictions calls for a much deeper
analysis of the actual organisational processes
by which ambidexterity, or the management of
paradoxes, is achieved in practice.
Dr Luciana D’Adderio’s research sponsored
by the Advanced Institute of Management
(AIM) shows that there are process-level
dynamics that, while being easily overlooked by
managers and scholars alike, can have a strong
impact on the ability of firms to manage and
resolve paradoxes and remain competitive.
Her AIM project on ‘Dependable Innovation’
has looked in new depth and detail at how
leading corporations in the high-end electronics
and automotive sectors manage conflicting
criteria of the kind described above. She argues
that academics and practitioners have so far
overlooked the potential of a process-centred
analysis to identify the subtle dynamics that can
exasperate or mitigate the effects of conflicting
criteria in business organisations. Her view is
that it is only by analysing firm’s operations at
the micro level that one can identify the complex
interactions among technological systems and
organisational functions and cultures that may
lead to an increased ability to manage those
paradoxes that threaten to undermine firm’s
competitiveness or even its viability.
Through a series of detailed ethnographic
observations of key design, production,
testing and maintenance processes at leading
global manufacturers, including Oracle/Sun
Microsystems and Hewlett Packard in electronics
and Fiat in the automotive sector, Dr D’Adderio
has found that, while paradoxes are certainly
highlighted and as far as possible managed,
their resolution is an ongoing effort, even for the
most advanced of corporations. In her analysis
of how technical and operational knowledge
and activities are integrated across the diverse
and distributed boundaries between different
organisations in the value chain, including systems
integrators, their customers and their suppliers,
she has seen that trade-offs tend to persist.
An example is her analysis of the process
of testing of complex computer server
products in electronics. Testing involves
integrating products and production-related
knowledge from all the different actors in
the extended value chain, including a highly
diverse and distributed network of suppliers
and customers, who hold different knowledge
and are often mutual competitors. Here she
has found that, in conditions of rapid and
uneven innovation, high complexity and
high specialisation, significant trade-offs can
appear, where practitioners try to integrate
the disparate product-related knowledge and
components into a fully working system.
Contrasting requirements in this context
can render the integration task less than
straightforward. Paradoxes include the quest
for increased flexibility and efficiency (with
loose ties between links in the supply chain: the
reduction of slack resources and knowledge
overlap between integrator and suppliers) and,
at the same time, a quest for increased quality
and reliability (requiring close ties: the ability
to control, track and trace components and
co-ordinate knowledge across the integrator
supplier boundaries).
The contrast between the need for close
and loose ties may result in uncertainties about
the system’s overall behaviour. This can lead to
undetected faults and therefore potential failures
in the field. In other words, in harsh competitive
conditions where high innovation and flexibility
must coexist with high quality and reliability
systemic interactions can emerge that are not
entirely predictable and this can have important
consequences for the fitness of products,
processes and, ultimately, the wider organisation.
In this challenging competitive context,
best-in-class companies are those that manage
to identify the potential trade-offs and learn to
reduce or eliminate their unwanted impacts.
Dr D’Adderio has found that the close
attention devoted to the micro-process level
by her partner organisations, whose advanced
practices place them at the leading edge of
competition, allows them to remain innovative
while anticipating and resolving potential
conflicts that otherwise might result in loss
of product, process quality and reliability
downstream in production or even in the field
where customers eventually notice.
For more information see Luciana D’Adderio’s
AIM Fellowship webpage at
dependableinnovation.org. This article first
appeared in ESRC’s Britain in magazine.
Competing by managing
paradoxes has become a key skill
in business. Luciana D’Adderio
of Strathclyde Business School’s
department of Strategy and
Organisation, has investigated
how such ambidexterity is
achieved in industry
On
ThE
OnE
hAnD
RESEARCH
STUDENT NEWS
12
13
Strathclyde students are gaining some great experience
and proving themselves to be winners
O
ur students are renowned for
their proactive ‘can do’
attitude, showing a natural
flair for ‘useful learning’ and doing
their best to get as much out of their
Strathclyde experience as possible by
taking advantage of all opportunities
which come their way.
Over the next few pages are some
examples of what some of our students
have achieved in the past
12 months.
Reem Al Wali (BA in
Business Enterprise) attended an
entrepreneurship workshop in Norway
this year run by the ‘Si tous les ports
du monde’ a network of port cities
across the world. Reem’s idea – a tool
to make life easier when you have to
manage personal responsibilities when
you are away from home – was chosen
as one of the three projects from a
potential 12, and the students were
then grouped into teams for the three
selected projects. Her business idea
was chosen as best project by a judging
panel of investors.
YOU KNOW A GOOD OPPORTUNITY
WHEN YOU SEE ONE
Helen Mullen,
a doctoral student
in the Department
of Management
Science, completed
an ESRC-funded
internship with
Creative England in
Manchester earlier
this year. Helen
was selected for the
internship after a
competitive process. She
worked as a researcher
for three months
on ‘Cluster2020’, a
European-funded project
that provided practical guidance
to organisations about cluster and
business development in the creative
industries.
Two first year (2012-13) SBS
students, Eleonore Herrmann and
Johanna Lim, have been announced as
part of the winning team of the global
business competition, the Global
Enterprise Experience, which sees
groups of students working as a virtual
team with competing teams across the
globe. This year the contest ran from
May 1- 22 and brought together 764
students from 50 countries, working
in 95 international teams. The first
year students in International Business
were two of the eight members of the
overall winning team, taking the ANZ
Champion Team Award.
Family-owned companies are continuing to make a major
contribution to the economy and the community
F amily businesses are of intrinsic
importance to the Scottish and UK
economy. They comprise more than
70 per cent of the total number of businesses in
the UK; 30 per cent of the UK’s GDP is
produced by family enterprises and 50 per cent
of the private sector workforce in Scotland is
employed by family businesses. In Europe, 25
per cent of the 100 largest businesses are
family-owned.
Professor Eleanor Shaw, head of the Hunter
Centre for Entrepreneurship, says: “Successful
family businesses form an important part of
the backbone of the Scottish economy: they
are highly entrepreneurial in their approach to
product and market development, and share
mutually beneficial, sustainable relationships
with customers and other key organisations
along their supply chain. The Hunter Centre
has seen a growing focus on working with and
learning from successful family business.”
Research and teaching interests in family
business are not confined to the Hunter Centre
and are in fact spread across the business
school, probably most publicly in the MBA 25
programme which was developed in conjunction
with the famous whisky maker and family
business William Grant & Sons.
In the Hunter Centre for Entrepreneurship,
one of the key academics involved in this
important area of research is Dr Niall
MacKenzie. “We’ve identified there isn’t a great
deal of support for family business – bespoke
support anyway – in Scotland even though such
businesses are very important to the economy
so we’re focusing our research on engaging with
family business and the issues they’re facing,”
he explains.
He emphasises that there are several
colleagues within the Hunter Centre involved
in such research including five doctoral
researchers from the US, Germany, China and
the UK undertaking family business research
on topics such as succession, family business
advising, family foundations and philanthropy.
HUNTER CENTRE
RESEARCH SHINES
SPOTLIGHT ON
FAMILY BUSINESS
“There’s a broad scope of work going on
and there’s a wide programme of research,
teaching and knowledge exchange that both
the Hunter Centre for Entrepreneurship and
Strathclyde Business School more widely are
actively engaged in.”
Professor Shaw, who is leading a
UK-wide research project on entrepreneurs’
engagement in philanthropy, adds, “We know
that as well as contributing to the economy,
family business gifts more philanthropically
than non-family businesses and that family
businesses are important economically, socially
and philanthropically. Indeed, family businesses
are often deeply embedded and integral to the
social and economic sustainability of many local
Scottish communities.”
Recognising just how important family
businesses are, the Hunter Centre for
Entrepreneurship, in collaboration with the
Scottish Family Business Association, hosted
a series of lectures that raised awareness of
issues of relevance to family business. Indeed,
talks delivered by family business mavens
including Maitland Mackie (Mackie’s), Jacqui
Walker (Walkers Shortbread) and Bill Gordon
(William Grant & Sons) have touched on
themes which chime more broadly than with
family businesses alone.
Dr MacKenzie says: “These businesses
face very discrete challenges, which often
Reem's
group's
winning
trophy
(above) and
touring some
of the fjords
(below)
Family businesses can be integral to
social and economic sustainability,
says Professor Eleanor Shaw
connect to other challenges that non-family
businesses share.”
Having contact with individuals from
the family business world isn’t confined to
this lecture series. It is integrated into the BA
Business Enterprise degree from year one and in
their final year, students have the opportunity of
studying ‘Family Business: theory and practice’.
As the title suggests, this class blends research on
family business with the experiences of family
business practitioners.
“It’s a great marriage of practice and
theory,” explains Dr MacKenzie, “and our
undergraduate students are very positive about
this, they appreciate this contact; it’s useful
learning coupled with entrepreneurial action.
Students taking this class undertake a project on
family business that involves working with family
firms ranging from a two-man car mechanic
business up to a company like Baxters. There’s a
broad scope of family businesses but they all face
similar issues.”
Working with the Law Society of Scotland,
the Entrepreneurial Exchange, the Association
of Chartered Certified Accountants, Family
Business Solutions and the Society of Trust
and Estate Practitioners (STEP), the Hunter
Centre has established the Forum for Family
Business, and is involved in STEP, a global
applied research initiative that explores the
entrepreneurial process within business families
in 37 nations, led by Babson College, USA.
STUDENT NEWS
STUDENT NEWS
14
Students show their quality in
international competitions
F
ive students – Rebecca
Richardson, Christie Murphy,
Rachael Reid, Fergus Moore
and Scott Kennedy – from Strathclyde
Business School won a special prize for
their business idea at an international
social enterprise competition in the USA.
‘Team Revive’ competed at
the Values and Ventures Business
Plan Competition at the Neeley
Entrepreneurship Center at TCU,
Texas (19-20 April). They were one
of 28 teams from 28 universities
worldwide looking to claim a share
of total prize money of $43,000. The
breakthrough
bold
thinking
and
ideas
team was given the special Founder’s
Award, which recognises bold thinking
and breakthrough ideas.
Rebecca Mackenzie, an
honours student with the marketing
department, represented Strathclyde
University at the World Student Sales
Contest in February, 2013.
Alastair Lumsden was the first
Strathclyde student to go on exchange
to Nagoya University in Japan this
year. The Management and Business
Enterprise student was awarded a
scholarship by Nagoya to do so and was
one of the top performing students in
his class there. Alastair also secured an
internship proactively while in Japan.
Amanda Mcfadden, a marketing
student at SBS, was named Marketing
Student of the Year in the Marketing
Society Star Awards 2013 which took
place in June.
A team of students from the
Department of Marketing and the
Masters in Business Management
programme run by the Department
of Strategy and Organisation
participated in the Hult Prize
Challenge 2013 on March 1 and 2.
A team of five consisting of Sauptak
Banerjee and Anastasiya Boykova
from the Department of Marketing
and Shubhronil Talukdar, Pragnya
Venigalla, Ehjaz Habeebullah from
Business Management together
ventured into a quest to solve the
problem of Global Food Insecurity in
Urban Slums.
A group of full time MBA
students teamed up to take part
in the Npower Energy Challenge,
an inter-university competition,
and participated in the UK heat in
February. The four students – Tabish
Raza, Pratik Prasun, Praveen Patel
and Hemant Chandran – successfully
got through the first round of the
competition, which was to write a
500-word summary of their ideas on,
“How can energy providers engage
more positively with customers?”
Newly graduated Alice Leyshon
has taken part in a prestigious summer
programme at one of the world’s top
entrepreneurial institutions after being
chosen as one of just two UK students
to attend.
Alice (21), who graduated this
summer with a first class honours
degree in business enterprise from the
Hunter Centre for Entrepreneurship,
travelled to Boston to take part in
the Santander Universities – Babson
College Entrepreneurship Program
for students. Babson, the top-ranked
university for entrepreneurship
education in the world, holds this
entrepreneurship programme for
students from all over the world
to attend.
Calum Crichton achieved a first
class honours degree in Finance from
the University of Strathclyde, and
has another reason to celebrate –
Calum was one of four top financial
services students from universities in
Glasgow to be recognised by Glasgow’s
International Financial Services
District (IFSD) for achieving top marks
in their final exams.
Three Global Energy Management
(GEM) Masters students gained highly
competitive prestigious internships
with Wood Mackenzie international
energy consultancy this year, while
another GEM student was awarded a
scholarship from Iberdrola.
Thirteen business school students
were awarded Saltire Internships this
year, working with leading companies
such as Barclays, Edrington Group, GE
Oil and Gas, Jabil Circuit and Wood
Group across the USA and UK.
The Saltire Foundation offers its
internship programme to give students
the chance to experience the working
environment of highly successful firms.
Those involved were Heather
Robertson; Jamie Cooper-Higgins;
Ryan McMunn; Rennie Dickson; Claire
McEvinney; Nicole Perry; Lucy Milson;
Sonya Pencheva; Nicole Brodie; Hugh
Gillies; Hannah King; Leanne Keil;
Charles Razimbaud.
$43,000
28 teams from 28
universities worldwide
looking to claim a share
of total prize money of
of $43,000
From top left: dr Michael Marck, rebecca Mackenzie
and euan de st Croix at the World student sales
competition; Calum Crichton receiving his award from
bailie liz Cameron, glasgow City Council, and andy
Mcdonald, scottish enterprise; alastair lumsden and
friends; students at Values and Ventures in texas;
alice leyshon, above and right with colleagues at
babson College; amanda McFadden receiving the
Marketing student of the Year award.
15
student news
ALuMnI
16
17
Researchers report their findings – on the
Edinburgh Fringe
As Celtic FC Foundation’s chief executive,
Tony Hamilton wants to make a real
difference to people's lives in Glasgow,
nationally and internationally
I
say, I say, I say, what does
academic business research
and comedy stand-up have in
common? If you think ‘not much’,
then the joke is on you.
Two Strathclyde Business School
PhD researchers, Rachelle Pascoe-
Deslauriers and Alistair Scotland, have
been promoting their research through
stand-up comedy in Bright Club
Scotland’s Fringe show during August as
part of Edinburgh Festival Fringe.
Rachelle Pascoe-Deslauriers,
PhD researcher in the Department
of Human Resource Management,
has been involved with Bright
Club Glasgow since March 2012,
performing at the Stand in Glasgow
and Edinburgh on a number of
occasions. Her research into post-
redundancy job transitions of
middle-level public sector employees
in Scotland and Canada might not
seem the stuff comedy is made of, but
Rachelle explains that Bright Club has
helped her to articulate her research to
diverse audiences.
“Being able to explain complicated
concepts in an easy to understand
manner is an invaluable skill to
COMedY Is At
tHe CuttInG edGe
OF ACAdeMIC
PuBLIsHInG
TONY
CULTIVATES
CELTIClS
CARING
SIDE
develop,” says Rachelle. “Bright Club
gives you a crash course on accessible
public speaking.
“When I tell people that my
research looks at lay-offs and
organisational downsizing, the
response I get is twofold: firstly, they
are intrigued as to how I can turn
that content into stand-up comedy,
and secondly, they want to know
more about the actual research.”
Alistair Scotland, PhD researcher
in the Department of Management
Science, has been involved with
Bright Club Glasgow since May
2012, performing at the Stand in
Glasgow. His research explores the
facilitation of virtual teams, through
running causal mapping sessions over
videoconferencing software.
“I joined Bright Club to talk about
my research in a different context,” says
Alistair. “After performing in comedy
clubs and the Edinburgh Fringe,
academic presentations are a piece
of cake!”
The Fringe show has performed
to packed audiences, and been well
received by festival critics.
The performances are not
improvised but involve the careful
crafting of their sets – not unlike writing
for a thesis or for publication. The time
restriction, the need to communicate
your research to a wide audience and
the requirement of comedic content
means that the writing and delivery
must be accessible, succinct and – most
importantly – funny!
“After performing in comedy
clubs and the edinburgh Fringe,
academic presentations are a
piece of cake!”
C
eltic FC is known and supported
around the world for its football but
MBA alumnus Tony Hamilton wants
to make it equally well known for its charitable
arm – the Celtic FC Foundation – for which
he took on the role of CEO this year.
“I have a simple and clear objective: my
role is to make Celtic and its Foundation the
most philanthropic football club in the world,”
he says.
Tony – who completed his part-time
MBA in 2010 – has been working at Celtic
since 1994, when he left a trainee manager
position and took half the salary to grasp the
opportunity of working there, with his first
position as a reporter/presenter in the club’s
media on a freelance basis.
A staff job presented itself in 1999 and
by 2003 Tony was running one of Celtic’s
divisions as head of multimedia. He spent the
next 10 years developing that role, taking on
marketing for a while and introducing social
media, live TV and internet broadcasting and
streaming, as well as events, match days and
physical and digital publications.
That was not enough for Tony, though:
“I knew that I needed a fresh challenge and
I wanted that to be within the club. And now
I’m fortunate enough to have a new role and
a new focus.”
Part of that challenge for Tony was
embarking on his MBA studies. While he had
been managing at a senior level for many years,
he was keen to do an MBA at Strathclyde.
“Having not had an ordinary degree but
having managed at a senior level for 10-plus
years, I wanted to do something which would
satisfy me personally but also make me think
about what I was doing and ultimately make
me a better business leader,” he says.
“I’m still learning. I learn every day from
the directors of the club and foundation,
from my peers and from my mistakes.
Learning is now a huge part of my life and
that has only really come about since I
graduated in late 2010.”
Tony has been CEO of the club’s
charitable arm – Celtic FC Foundation –
since April. “At the football club, charity
is in our DNA,” he explains. “There are
three strands to Celtic – with football and
commercial expertise being the other two.
Charity is the reason we were formed by
a Marist Brother and some local Glasgow
businessmen in 1887. At that time, the
objective was to ‘put food on the dinner tables
of children and the unemployed’.
“Fast forward 125 years and we are still
doing the same work. An example of this
is our support for the Trussell Trust, which
runs 370 food banks in the UK. Beyond that
we are one of the biggest private investors
in Glasgow City Council’s education
system. We work with many schools – non-
denominational and faith – across the city
and beyond.”
Having had a charity fund since 1995
and a Foundation/Community Department
since 2006, the two parts were merged and
a new entity was set up which operates as a
SCIO and is governed by the Scottish charity
regulator, OSCR.
“I want Celtic FC Foundation to be an
exemplar in the third sector space and we are
a fair bit away from that at the moment. But
we will get there. I want its work to genuinely
make a difference to people’s lives. That is
not a sanctimonious statement, but a genuine
desire and one that is shared across the Club
and among our supporters.
“There are people in our community
whose lives are blighted by addiction,
unemployment and lack of opportunity. I
see our role as a charitable organisation to
impact positively on those people who need
help to get back on their feet and many others
like them across the world, who are affected
by famine and war. These plans may sound
overly grand but they are sincere. Celtic
would not be here if it wasn’t for need.”
Tony cites a recent success story in terms
of raising funds where they raised around
£500,000 for cancer charities, food banks
and other good causes when they staged the
Stiliyan Petrov Legends’ Match in front of
60,000 spectators.
“There’s a lot of work to get done and
it can be fairly relentless. With increased
responsibility comes increased expectations
and I have to work exceptionally hard with
my team to exceed the targets I set myself and
those that are set by the board,” says Tony.
student news
16
FOCUS
18
19
MBA alumna Malak Al Shaibani takes over as
head of Oman’s National Business Center
S
etting up and running her own
business gave MBA alumna
Malak Al Shaibani the
experience and insight which makes her
an ideal candidate for the role she has
recently taken on as director general of
the National Business Center in Oman.
Malak – who did her MBA full time
in Glasgow from 1996-1997 – has, over
her 23-year career, spent 15 of them
working with the Oman Government,
specifically in promoting industry and
investment in Oman.
She took a detour from this path
to encompass corporate affairs and
human resources roles with Oman’s
first aluminium smelter and also took
on the challenge of restructuring an
SME fund that supports entrepreneurs,
while in 2011-12 she took time off
full employment to establish her own
consultancy firm.
It was that particular period which
gave her first hand insight into the
entrepreneurial process. “The first six
months were great but after that – due
to the global financial crisis – things
became a bit more difficult.”
Malak made the decision to return
to full time employment. While she has
not given up on the idea of running her
own business again, she was delighted
Malak bringS
a wealth of experience
to her new role
to take up her current position with
the National Business Center to
support Omani entrepreneurs.
“When I was running my
own company I faced a lot of
challenges myself as a result
of my exposure to both public and
private sector: the executive president
of the Industrial estates offered me
the opportunity to take up this new
challenge,” she says.
With her experience in and
exposure to start-ups and turn-arounds
of companies in Oman, as well as
a strong network of both public
and private sector individuals who
she can call upon to help support
entrepreneurs, Malak was the obvious
choice for the job.
“I know the entrepreneurial path
can be a lonely journey and it’s not
for everyone but it’s a passion of mine
– I admire and really get inspired by
those who have made it on their own.
In Oman we have a very risk-averse
culture and everyone is looking for a job
– to be an employee – but our culture
and heritage many years ago were based
on trade and entrepreneurship. We
need to instil that in our young people
again. In Oman, entrepreneurship is
about wealth creation as well as creating
self-employment opportunities. Oman
has limited resources in terms of oil and
the thrust has always been to diversify
the economy into other areas and create
job opportunities.”
The National Business Center
provides office space, mentoring
and coaching as well as training
and networking and links to
potential customers.
“We’re keen to aid our incubated
companies to grow and compete in the
local and global markets,” says Malak.
“My brief has been to make NBC a
successful and effective centre to promote
and develop SMEs by providing physical
facilities and value added services,
capitalise on linkages with industrial
areas and the private sector to target
budding entrepreneurs from universities,
individuals and even retired Omanis.
“We aim to facilitate and support the
growth of investable ideas into successful
businesses; build entrepreneurial skills
through dedicated and focused training,
coaching and mentoring; and provide
business support facilities such as office
space, administrative support, financial
support and consultancy services that
are crucial in ensuring the success and
survival of new ventures.”
So far, Malak has seen ventures
particularly in ICT, creative industries
such as fashion design, as well as catering
and supply services to major industries.
She has been named variously as
one of the most powerful women in
corporate Oman and was also named
as one of the top 20 women in Oman
in 2008, 2010, 2012 and 2013. Now in
a very prestigious role, Malak believes
in creating an enabling environment for
women to succeed.
However, regardless of whether the
budding entrepreneur is male or female,
young or old, Malak is determined to
spread the culture of business incubation
in Oman and make the National Business
Center a successful enterprise in itself,
helping those on the ‘lonely journey’ of
the entrepreneur.
a
series of workshops hosted in
the online virtual world of
Second Life has leveraged a
number of research opportunities for
Strathclyde Business School and its
partner Dalhousie University in Canada.
A partnership development
grant from Canadian body SSHRC
kick-started the process, with Calvin
Burns (HRM), Andrea Coulson
(Accounting and Finance), John Quigley
(Management Science) and Howard
Ramsay (learning technology adviser)
from SBS, working with Kevin Quigley
(School of Public Administration) and
Ron Pelot (Industrial Engineering) at the
University of Dalhousie, Canada.
While many people will be familiar
with Second Life as a 3D virtual world
better known for its social side, SBS and
Dalhousie are using the social media
technology as a new way of engaging in
research internationally.
All involved in the research project
have their own unique Second Life
avatar, and the Second Life technology
allows academics and government
officials from across Canada and
Scotland to meet from their own offices,
reducing the impact of geographical
distance and time zones and reducing
financial and carbon costs.
Professor John Quigley explains that
there are two aspects to the Second Life
workshops: the first is to explore actual
research themes and the second is to
investigate the medium of Second Life.
Strathclyde partnerS dalhouSie
in Second life reSearch
“The Canadian government is
interested in this way of communicating.
Canada is a vast country with
government bodies spread across it and
it’s very expensive for them to fly staff to
one place for essential meetings. This is a
much greener and less expensive option.
We’ve held three workshops this way and
it’s been an interesting experience seeing
how people interact and pose questions,
and we’re seeing the development of
protocols such as how we facilitate
questions, how people should act, how
we lead workshops.”
The research being discussed
concerns risk, and workshops
have already focused on critical
infrastructure challenges such as
supply networks, cyber-security, and
pandemics – specifically the 2009
H1N1 influenza pandemic. “When
you study and compare crises and
emergencies across countries,” says
Professor Quigley, “you often compare
events that are not altogether similar.
What made H1N1 so intriguing was
that it was the same problem at the
same time. It allowed researchers to
gain invaluable insights into similarities
and differences in the ways different
communities respond to risk.”
Professor Quigley notes that the
Second Life format could have uses
with the distance learning programmes
offered by SBS. “Being able to interact
through Second Life could prove a
much more engaging way of learning
than simple book learning and more
similar to the environment you get in the
classroom. It could be that this may be a
more engaging way of learning than, say,
a webinar. We’ll be able to assess this at
the end of the workshops.”
The links gained with Dalhousie
via this research has led to joint
Strathclyde/Dalhousie supervision
of PhD students; and further projects
have come out of it, as well as joint
papers and literature reviews. Other
academics in the Management Science
department – Lesley Walls and Robert
van der Meer – have also become
involved in PhD supervision and
presenting on Second Life themselves,
while a PhD student is carrying out
research comparing risk communication
via social media channels in both Nova
Scotia and Scotland.
“My MBA class was large and quite an international group,” says Malak. “We worked a lot
in teams and doing it in a year was tough, but I made many friends and I have really good
memories. One of my closest friends from then, in fact, travelled from Greece to visit me this year
in Oman and we spent most of our time talking about our memories of the programme.”
happy MeMorieS of Malak’S Mba
“being able
to interact
through
Second
life could
prove a
much more
engaging
way of
learning.”
aluMni
Calvin Burns from HRM
is part of the team
18
focus
M
anagement Science academics
at SBS are part of a UK-wide
group that has won a
prestigious major grant of almost £1
million to develop tools to better manage
risks in manufacturing supply networks.
Funded by the Engineering and
Physical Sciences Research Council
(EPSRC), Strathclyde won a collaborative
bid in partnership with the universities of
Bristol, Coventry and Nottingham. Each
academic institution focuses on a different
element of the project, building on their
distinctive knowledge and experience of
management, modelling and risk. Each
element will be brought together through
collaborative working over this three-year
project to develop useful methods and tools.
Industry partners including
Nautricity, Rolls-Royce, Dynex, Tricorn
Group, PA Consulting and DSTL will be
involved in this research from the outset,
with an initial launch meeting of the
research and industry team taking place
at Nottingham in November.
Professor Lesley Walls explains: “The
idea is to develop ways of managing
resilient supply networks: supply
networks that can continue to deliver if
there is a natural hazard or disaster.
“Loss of supply flow due to such
hazards can lead to major disruption in
global supply chains. While such risks
cannot be predicted with certainty, it
is possible to use our understanding
of hazard types and the behaviour of
networks to design supply chains that are
more resilient. For example, companies
to specific scenarios. Take an aerospace
company, which by its very nature will be
reliant on supplies of high-specification
parts, some of which may have a limited
number of suppliers meaning that there is
a risk that a competitor buys up required
components leading to loss of supply.
“Someone buying up parts critical to
the supply chain would be extremely
problematic,” says Professor Quigley.
“In response, a company might take
production in-house but that could be
expensive, and so there are risks involved
either way. Our work involves looking at
possibilities for risks to occur and to rule out
those deemed more unlikely, concentrating
instead on the more likely scenarios.”
Professors Quigley and Walls will head
the Strathclyde research that will focus
specifically on a novel modelling approach
which they call Dynamic Strategic Bayesian
Networks. This is a new idea that will
extend risk modelling methodology and
should lead to a reduction in supply risks
associated with partnership forming and
investment strategies.
“Our intention is to come up with
a general model for dealing with risk.
The companies will be giving their time,
information and data to help us do that,
and through dialogue industry will make
us aware of their particular challenges.
While we won’t be providing specific
solutions during the research project,
by the end of the research period we
will provide a general approach that
can be adapted by each company to its
particular circumstances.”
can think through alternative supply
providers or routes to plan mitigations
and so maintain operations.”
Professor John Quigley further
clarifies: “As well as natural hazards,
strategic uncertainties also affect supply
networks. Manufacturing is a competitive
business and so there are risks associated
with international partnerships. Take
an example where a company is doing
business in China, then it might be useful
to offer decision support for the managers
there so that companies can ensure
contracts are watertight or appropriate
incentives are used in different situations.
“Obviously, different companies will
have different uncertainties that have
to be addressed. However, it is possible
to conceive a general framework that
encompasses the types of decisions that
companies might expect to make to
manage a resilient supply chain.”
A general approach can be applied
EPSRC funds collaborative research into
minimising risk in manufacturing
Making
Manufacturing
supply chains
More resilient
“It is possible to design
supply chains that are
more resilient.”
professors
lesley Walls
and John
Quigley are
developing
a general
risk model
20
the amount won
to develop tools to
better manage risks in
manufacturing supply
networks
