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Search results for 'Business' (6)
Dr Ollie Jones

Dr Ollie Jones

Dr Ollie Jones joined Leeds Business School in 2004 and is a Principal Lecturer in Operations, Enterprise and Supply Chain Management. Ollie graduated in Manufacturing and Business from Cambridge University before working in a large multinational co-operation in a variety of sectors progressing from a graduate to senior management roles. He has been appointed a Teacher Fellow, in recognition of teaching excellence, and continues to works extensively with a different businesses in consultancy, particularly around productivity development, and is currently the research lead for his subject group.

Dr Pedro Pablo Cardoso-Castro

Dr Pedro Pablo Cardoso-Castro

Pedro Cardoso Castro is an international expert on applications of complexity science and organisational cybernetics in management and social issues (internationalisation, entrepreneurship, business resilience, development and growth,  peace building, post-conflict management).  

Pedro is a Colombian Marine Biologist and Merchant Marine Officer who after several years of work in research (Colombian Marine Research Institute – INVEMAR) and sailing in the pacific as international observer; changed his professional path, initially working as international consultant in south America for ORBIMAGE/ORBITAL and then for NAUTICAL TRANSOCEANIC. After this period performing as regional manager he did his Master in Environmental Auditing and Industrial Planning (Malaga), followed by the beginning of his academic career in Colombia and the completion of a second Master (MBA) with emphasis in International commerce (Madrid) after leading the successful program: Colombia-Japan business-match for Hi-tech SMEs.

In 2007 he got an ESPRC scholarship and did his PhD in complexity management and self-organisation at the University of Hull (UK). Since 2012 he has working as senior lecturer at the Business School/Strategy subject group at Leeds Beckett University and has been involved in research projects related with sustainability, governance, Higher Education and social enterprise; using always principles of complexity management and the theory of viability

Dr Junjie Wu

Dr Junjie Wu

Junjie is a Reader and Research Lead in Accounting & Finance Group. She has worked in universities in the UK and China for 37 years, and is the author of more than 50 scholarly articles and editor of 2 textbooks.

Dr Adalberto Arrigoni

Dr Adalberto Arrigoni

Dr Adalberto Arrigoni is an Associate Lecturer and an Associate Fellow of the Centre for Governance, Leadership and Global Responsibility at Leeds Business School. He is an Associate fellow of the Higher Education Academy (HEA).

Dean Horsman

Dean Horsman

Dean Horsman is a Senior Lecturer in HRM/HRD, Leadership, Employee Engagement and Employment Relations. He is an active Corporate and Executive Coach and former Client Manager for the National NHS Graduate Management Training Scheme through the NHS Leadership Academy.

John Heathcote

John Heathcote

Jon is an active researcher into the creation of better project outcomes. Including: Optimisation; Innovation; Value; Decision Making; Team Working. Bringing that research into to the classroom to create graduates equipped with insight and skills to meet the challenges of project management. John’s PhD examines the causes of tension between project managers and organisation.

John is researching into issues that prevent better valued outcomes for projects. His contention is that projects should concern themselves primarily with the ‘beneficial outcomes’ that were anticipated at their conception. Normative project management, arising from its roots in the engineering paradigm, tends to see projects as delivering ‘tangible things’ or ‘products’. John suggests that such a perspective has proved problematic for those managing projects and is an important root cause of the challenges practitioners experience.

Instead, John suggests we think about projects as having the intention to create beneficial outcomes, intangible benefits, but sometimes measurable improvements from the preceding problem-state. This means treating projects as either ‘ill’ or ‘well’ defined problems and managing them to create a complete solution. In such an approach projects become exciting developments with teams examining and re-examining initial briefs, creating possibilities and modelling the feasibility and viability of how they might innovate their way to more effective and efficient solutions.

To investigate these ideas, John has worked with post-graduate students, to design experimental work that tests focussed hypotheses; and works with practitioners and real-life cases studies of projects and programmes to test whether more transformational changes can be made, to organisational, project and programme performance.

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