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DELIVERINGWORLD CLASSRESEARCHTO ACHIEVEGLOBAL RESULTS
Aston Business School Research
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Welcome
I am delighted to introduce Aston
Business School and share with yousome of our outstanding research,which is adding value and impact tothe national and international business
environments.
Situated in the heart of the UK, amidthe culturally diverse population ofBirmingham, Aston Business Schoolattracts leading academics and keythinkers from around the world whoare committed to creating a rigorous,forward thinking environment.
For more than 60 years, we haveconducted pioneering researchinto contemporary business andmanagement issues, making us oneof the most firmly established researchbased Business Schools in the UK.The 2008 Research AssessmentExercise (RAE) deemed 95% of ourresearch to be of international standing,
placing us firmly in the top ten of morethan 90 UK Business Schools.
Welcome
We pride ourselves on our reputationfor generating research of the higheststandard: research that truly makesa difference. We work in collaborationwith industry, the public sector and theacademic community to develop newresearch initiatives, with a particularfocus on applied research thatcontributes to business excellence,policy and sustainable economicgrowth and development.
Our research delivers on
four key foci:
> Strategic HR, high-performanceteamwork and globally relevant
leadership> International investment, finance
and innovation
> Entrepreneurship and sustainability
> The practice of strategy, changemanagement and performancemanagement.
These foci have been the impetus
for a number of the research projectsundertaken by our Academic Groupsand Research Centres. These projects,some of which are described in thisbrochure, demonstrate the ways inwhich Aston Business School has animpact on society on a local, nationaland global scale.
Professor Pawan Budhwar
Associate Dean Research
‘‘
‘ ‘
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Contents
03-07 Research Environment 04 Research Foci
04 The Academic Groups
05 The Research Centres
06 Our Research Awards
07 Our Publications
07 Our Reach and Influence
09-25 Research that Makes a Difference
10-13 Research Focus 1
Strategic HR, high-performance teamworkand globally relevant leadership
14-17 Research Focus 2
International investment, finance and innovation
18-21 Research Focus 3
Entrepreneurship and sustainability
22-25 Research Focus 4
The practice of strategy, change managementand performance management
27-31 Engaging with Business
28-29 Knowledge Transfer Partnerships (KTPs)
30-31 Engaging Research for Business Transformation (EREBUS)
33-35 Research Degrees at Aston Business School
34-35 Research Degrees Programme
Contents
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Research excellencewith global impact
02
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Research
EnvironmentResearch is at the heart of what we do.The results we achieve are valued and referencedglobally. Our research is delivered through ournetwork of Academic Groups and Research
Centres, and Aston Business School facultymembers are in demand worldwide to workwith academics, businesses, policy makers,industry and governments.
Research environment 03
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The Academic Groups
Aston Business School
embraces a wide range
of specialisms extending
across the full spectrum of
business and managementdisciplines. Our researchers
are organised into six
Academic Groups, each
forming an intellectually
vibrant community of
academics and research
students with common
interests.> Aston Law
> Economics and Strategy
> Finance and Accounting
> Marketing
> Operations and InformationManagement
> Work and Organisational Psychology.
Research environment04
A distinctive focuson applied research
Research Foci
We have particular skills in
pioneering new collaborative
research initiatives, with
a distinctive focus on
applied research.Our research delivers on four key foci:
> Strategic HR, high-performanceteamwork and globally relevantleadership
> International investment, financeand innovation
> Entrepreneurship and sustainability
> The practice of strategy, changemanagement and performancemanagement.
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> Aston Centre for Higher EducationLearning and Management (HELM)
> Aston Centre for HumanResources (ACHR)
> Aston Centre for Research intoInternational Business (ACRIB)
> Centre for Performance Measurementand Management (CEPMMA)
> El Shaarani Centre for IslamicBusiness and Finance (EIBF)
> Institute for Health ServicesEffectiveness (IHSE).
Cross-Disciplinary University
Research Centres
Cross-Disciplinary Research Centresspan disciplinary boundaries to enablefocused and collaborative research withother Schools at Aston University.
> Aston Centre for Critical Infrastructureand Services (ACCIS)
> Aston Centre for InterdisciplinaryResearch in Language and Diversity(InterLanD)
> Aston India Foundation for Applied Research (AIFAR)
> European Bioenergy ResearchInstitute (EBRI)
> Centre for Sustainabilityand Innovation (CSI).
Research environment 05
The Research Centres
Our Research Centres
have each been established
as a platform from which
we respond to emerging
research topics. They fostera sharpened focus on specific
areas of enquiry and promote
increased visibility and impact
for our research.
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Examples of recent research awards:
> Dr Christopher Brewster receiveda research award of €363,011from the European CommissionDirectorate-General Home Affairsfor the project ‘Disaster 2.0: Using
Web 2.0 applications and semantictechnologies to strengthen publicresilience to disasters’
> Professor Paula Jarzabkowskisecured a European CommissionMarie Curie International OutgoingFellowship of €313,340 for researchon interdisciplinary advances inbehavioural theories of financialrisk-taking
> Professor Mark Hart received £48,795from UK Trade and Investment toexamine the contribution of tradeand investment to high growth firms
> Dr Nick Theodorakopoulos wasawarded £83,145 from the Economic
& Social Research Council (ESRC) tofine-tune an on-line assessment toolfor business incubators
> Dr Helen Shipton and ProfessorPawan Budhwar received an ESRCaward of £13,864 for a seminarseries with Warwick and Lancasteruniversities on organisationalinnovation, people managementand performance
> Professor Tim Baines has secured£352,911 from the European RegionalDevelopment Fund for his project‘Exploiting Servitization in WestMidlands SMEs’
> Professor Nigel Driffield, ProfessorJim Love, Dr Sumon Bhaumik and DrJun Du have been awarded an ESRC
Follow on Fund grant of £89,956 fortheir project ‘Maximizing the Benefitsof Inward Investment – How Best toTarget Limited Funds’.
Research environment06
In the past four years ourresearch has attractedfunding of over
£10million
Our Research Awards
Our research has attracted
funding of over £10million
in the past four years. This
reflects its relevance and
intellectual rigour.
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Our Reach and Influence
We ensure that our research
is shared as widely as
possible through conferences,
workshops, industry
presentations and academicexchange visits.
Recent conferences and seminars at
Aston Business School have included:
> The 25th British Academy of
Management Conference: Buildingand Sustaining High PerformanceOrganisations in a ChallengingEnvironment
> The 11th International Human
Resource Management
Conference: Emergence of NewEconomic Powers – Management ofHuman Resources in the ChallengingGlobal Context
> The 1st Annual Symposium on
Islamic Finance: Analytical andEmpirical Research in Islamic
Finance, Management, Economicsand Law
> International Conference on
Manufacturing Research 2012:
Manufacturing Technology andOperations to Sustain BusinessSuccess
> The Aston Marketing Research
Camp: Discussing research practice
and identifying promising researchdirections.
International influence through
Visiting Scholars:
Visiting Scholars of internationalstanding contribute significantly to theresearch excellence of the School’s Academic Groups, Research Centres
and Doctoral Programme, and helpconnect Aston to the global academiccommunity through collaboration andknowledge exchange. This has led toimproved research links, production of joint papers and submission of researchgrant applications. Within the past year, Aston Business School has hostedvisitors from India, Australia, Japan,China, Germany, Italy, the Netherlands
and the USA.
Research environment 07
Our Publications
A further measure of the
excellence of our research
is the number of published
works written by our
researchers. Since 2008, AstonBusiness School academics
have produced over 1,300
publications, including:
> 512 papers in internationalpeer-reviewed journals
> 344 conference papers presentedat international conferences
> 26 authored books> 160 contributions to edited works.
If you would like further information
on any of the research undertaken
at Aston Business School, please
contact:
Professor Pawan Budhwar
Associate Dean Research Aston Business School Aston University
Aston TriangleBirminghamWest Midlands B4 7ETUnited Kingdom
www.aston.ac.uk/abs/research
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Our research is valuedby the global business
community
08
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Research that
Makes a Difference> Research Focus 1 Strategic HR, high-performance teamwork
and globally relevant leadership
> Research Focus 2 International investment, finance and innovation
> Research Focus 3 Entrepreneurship and sustainability
> Research Focus 4 The practice of strategy, change management
and performance management
Research that makes a difference 09
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10 Research that makes a difference10
Research Focus 1Strategic HR,
high-performanceteamwork andglobally relevant
leadership
Our research helps businesses to implementstrategic change by aligning organisational
performance and individual talent to improvecompetitive advantage. It creates toolsand interventions that enable individualemployees to drive organisational success,advancing practice in strategic humanresource management.
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Research that makes a difference 11
Organisational Cognitive
Neuroscience
Organisational cognitive neuroscienceadvances our understanding of the
psychological processes whichunderlie human behaviour in marketsand organisations. ‘Adlab’, a nationalresearch study sponsored by the BritishScience Association as part of the2010 British Science Festival (held at Aston), was designed and conductedby Professor Nick Lee and LauraChamberlain from Aston BusinessSchool and Dr Carl Senior from the
School of Life and Health Sciences.The research looked at howconsumers react to different types ofadvertisements and what the processesare that may lead to positive behaviourchange (such as eating more healthily).
Gaining an insight into why particularadvertisements appeal to differenttypes of people should lead to moreeffective advertising, which willbenefit companies and, from a policyperspective, help influence morepositive behaviours.
Human Resource Management
(HRM) and Internal Marketing
in Indian Call Centres
A £100,826 award from the Economic
& Social Research Council (ESRC)enabled Professor Pawan Budhwarand Dr Neeru Malhotra to conductresearch into the main human resourceproblems facing the Indian call centresector. The research identified factorsthat influence the growth of businesses,with a particular focus on the effectof internal marketing strategieson employee attitudes andorganisational performance.
Findings from the research haveenabled managers to understandand implement suitable humanresource systems relevant to thissector. The implementation of thesestrategic systems has helped todevelop employee commitment,
improve service performance andencourage better retention, thusincreasing the profitability andcompetitiveness of call centresin India.
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Research that makes a difference12
Aston Centre for Human
Resources (ACHR)
Aston Centre for Human Resources isinterested in understanding, identifying
and improving the effectiveness ofhuman resources (HR) practices tohelp organisational competitiveness,encourage individual growth anddevelopment, and enhance performanceand work-related attitudes andbehaviours. Led by Dr Helen Shipton, ACHR also provides a nurturing andchallenging environment for scholarsin the broader field of human resource
management (HRM).
A primary focus of the Centre is strategicHRM and its role in organisationalinnovation and performance. It isincreasingly recognised that employeecontributions are critical in creatingand sustaining competitive advantage,and that empowerment and ‘justice’
deserve attention both in humanisingthe work environment and in getting thebest from employees. Carole Parkes isresearching the role of HR in corporatesocial responsibility and the factorsthat contribute to the creation of ethicalorganisations.
The Centre’s standing in the academiccommunity is reflected in a recent awardfrom the Economic & Social ResearchCouncil (ESRC) for a seminar seriesin conjunction with the University ofWarwick and Lancaster University.The series draws on the insights ofleading scholars to explore the role ofpeople management practice in shapingorganisational innovation, with specificreference to medium-sized businesses.
Understanding, identifyingand improving the effectiveness
of human resources practices
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Case StudyDeveloping aneffective workforcein the NHSDr Michael Butler
As a publicly-funded body, it is vital that The most recent survey results were Over a million NHS staff haveIn the Spotlight
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the National Health Service understands
the effectiveness of its service and
personnel. Research into workforce
organisation and staff management
helps reveal and promote best practice,
resulting in a supportive working
environment for staff and, ultimately,
better patient care.
The NHS National Staff Survey
From 2003 to 2010, a survey believed
to be the largest annual workforce
review in the world was developed andconducted for the NHS by the Institute
for Health Services Effectiveness (IHSE).
The aim of the survey was to create a
benchmarking process on a range of
measures including staff experience,
satisfaction and opinion in order to
inform and improve NHS policy.
Research that develops
a strategic focus for HR
With funding of over £2million from
the Care Quality Commission, IHSE
managed the survey process including
developing the questionnaire and
methodology, analysing the resultsand providing an advice centre for
stakeholders. The survey required all
NHS trusts in England to take part, with
each trust responsible for conducting
and paying for a survey of their own
staff. All central support was provided
by the National NHS Staff Survey Advice
Centre at Aston Business School.
recorded by IHSE in 2010 when a total
of 306,000 employees across all NHS
trusts were asked for their views on
working for the NHS, with over 165,000
responding. The survey provided 38
key findings. Individual benchmarking
reports were produced for each
trust as well as national reports
which were published by the
Care Quality Commission.
Impact
Results from the survey were usedby the Care Quality Commission in a
number of ways, not least in the Annual
Health Check, which is the principal
performance management system for
NHS trusts. The staff survey accounted
for over 10% of the performance
indicators used.
The benchmark reports enabled NHS
trusts to see how they compared with
previous years and with other trusts
in similar categories. Detailed internal
breakdowns helped to reveal the areas
of strength and weakness within each
trust, and how staff experience could
be improved.
The Department of Health also used
the findings to determine workforce
policy and subsequently commissioned
further research from Aston to address
this. This enabled the Department’s
Staff Engagement Policy Group to
demonstrate the importance of staff
engagement in wider government
policymaking decisions.
benefited from the improved policies
and interventions brought about
by the survey. NHS patients have
in turn benefited from changes to
NHS services; the survey results
demonstrated significant links
between responses to the staff
survey and patient experience.
Researchers from IHSE are in high
demand to contribute to important
policy reviews and had significant
input into the 2009 Boorman Reviewof NHS staff health and well-being
commissioned by the Department
of Health. It included IHSE research
showing that NHS trusts with higher
levels of staff health and well-being
generally had lower absenteeism,
staff turnover and infection rates, as
well as higher patient satisfaction and
overall performance ratings. A further
conclusion was that having a healthy
workforce can deliver significant
financial benefits in terms of savings
on salary costs and other factors.
As a result, staff health and well-being
have become a priority within the NHS
Operating Framework for England.
For further information,
please contact:
Dr Michael Butler
Director, IHSE
T: +44 (0) 121 204 3053
Research that makes a difference 13
In the Spotlight
Dr Michael Butler
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Research that makes a difference14
Research Focus 2International
investment, financeand innovation
Innovation is one of the key determinantsof business success. Our research helpsidentify the main enablers and inhibitors ofinnovation and their impact on performance,profitability and growth. Economic conditionsare analysed, together with the various waysin which these incentivise innovation. Ourresearch consistently highlights the impactof knowledge sharing and its importancein shaping best practice for the future.
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Aston Centre for Research into
International Business (ACRIB)
The Aston Centre for Research intoInternational Business is at the leading
edge of research into both internationalbusiness and innovation. Led byProfessor Nigel Driffield, there is a focusboth on the organisation – for exampleon the relationship between multi-nationality and performance, or howfirms engage in international technologytransfer – and on the importance ofForeign Direct Investment (FDI) forthe wider economy.
It is vital that business leaders andpolicy makers understand how FDIimpacts on economic growth, especiallyin the context of changes in theenvironment, with growth in sovereignwealth funds and increased FDI to andfrom emerging markets. This includesanalysis of the impact of inwardinvestment on host countries or regions,
and, for example, on FDI in conflict andpost-conflict zones. Research findingshave been used by many policy makersincluding UK Trade and Investment(UKTI), the Department for Business,Innovation and Skills (BIS), NationalEndowment for Science, Technologyand the Arts (NESTA), the EuropeanCommission, the World Bank and the
Foreign Investment Advisory Service.
Pension Risk Disclosures
by FTSE 100 Companies
The UK’s ageing population has resultedin growing concern about the risks
associated with company pensionschemes and their ability to meet futurepension payments. This concern isreflected in the increasing recognitionthat annual reports need to improvedisclosures about the pension risksfacing a company.
Margaret Woods, in collaboration withChristopher O’Brien and Mark Billings
(both from Nottingham UniversityBusiness School), has conductedresearch into pension risk disclosuresby FTSE 100 companies. The project,funded by the Institute of Chartered Accountants of Scotland (ICAS),noted the widespread weaknesses incurrent reporting practice and includedproposals for changes to accountingregulations aimed at improving best
practice in the future. Their proposalswould result in improved comparabilityof pension risks across companiesand sectors.
Research that makes a difference 15
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El Shaarani Centre for Islamic
Business and Finance (EIBF)
Islamic principles place ethics andsustainability at the heart of business,forming a viable alternative to currentprofit-oriented approaches. Sharia lawprohibits the charging of interest or thesale of any debt, creating an equitable,sustainable and stable financial system. A strong link to the real economy hasmeant that Islamic financial institutionshave suffered far less in the currentturmoil compared to their conventionalcounterparts.
Islamic finance is an emerging researchtheme within the School and the ElShaarani Centre for Islamic Businessand Finance, directed by Dr Omneya Abdelsalam, is the platform for theSchool’s growth in this area. It exploreshow Islamic finance can expand intoboth the Islamic and Western financialmarkets and what the mainstream
financial institutions can learn fromIslamic financial practices in theirrecovery. The Centre encouragesinter-cultural and inter-religious dialogueas well as co-operation with secularethical initiatives in order to worktowards a more ethical and stablefinancial and world economy.
Competitive Manufacturing
Operations
Manufacturers are increasingly choosingto link a portfolio of services to theirproducts. This services-led competitivestrategy is achieved through a processknown as servitization. These servicesstrengthen relationships with customers,create new and resilient revenue streamsand set high barriers for competition.
Professor Tim Baines specialises in therealisation of competitive manufacturingoperations and has worked with many
services-led companies includingRolls-Royce, Caterpillar, Alstom, MANand Xerox. Tim’s in-depth researchinvestigates the operations andstrategies employed by many of thesemanufacturers, making best practiceavailable to other organisations whowish to compete in this effective way.
Research that makes a difference16
A viable alternative to currentprofit-orientated approaches
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Case StudyBenchmarking forbusiness incubatorsDr Nicholas Theodorakopoulos
Reliable information on the performance
and impact of business incubators is a
pressing need for those involved in this
Research that underpins and
encourages innovation
Impact
The on-line assessment tool will enableIn the Spotlight
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pressing need for those involved in this
increasingly important field. This new
project will provide rigorous research
to underpin improved practice and
evidence-based policy at local, regional,
national and international levels.
It builds on two previous studies
which identified reliable assessment
and on-going peer support as vital
components in supporting business
incubation management.
Nurturing a community of business
incubation management practice
The project is led by Dr Nicholas
Theodorakopoulos and is undertaken
in collaboration with UK Business
Incubation (UKBI), with funding of
£83,145 from the Economic & Social
Research Council (ESRC). It focuses
on the exchange of knowledge between
Aston Business School, UKBI and
managers of incubators in the UK.
It aims to fine-tune and make more
widely available a prototype on-line
assessment tool which business
incubator managers can use to evaluate
their performance against agreed best
practice, and consistently monitor
their impact.
The tool will provide the information
required to identify incubation
managers’ development needs and will
work as a ‘reference object’ for nurturing
a new Community of Practice for
incubation managers.
The research team will consider a
cross-section of business incubation
environments, including those with
social inclusion, community and
regeneration objectives. Incubator
managers will be interviewed face-
to-face and their use of the prototype
tool will be observed. Together with
a consideration of each business’s
policies and strategic plans, the
information gathered will be used to
fine-tune the prototype and populatea database of comparable information
about their management, performance
and impact. Moreover, focus groups
and surveys of client firms within
each incubator will provide a
triangulated picture.
The above will allow the development
of a rigorous and relevant assessment
tool, which will be added to UKBI’s
portfolio of services, and thus
disseminated to an extensive network
of practitioners. In addition, results will
be shared via conferences, academic
journals and a series of workshops.
The project will serve as a springboard
for further research in this domain,
contributing to the knowledge-base on
business incubators, their performance
and impact. It is anticipated that
entrepreneurship policy on business
incubation and technological innovation
management will be informed by the
outcomes of this project.
managers to align with best practice,
improve value-added services and
better support enterprises through
improved incubation expertise. The
establishment of a community of
business incubation management
practice will provide opportunities for
peer support and knowledge sharing.
Together, these will promote innovation,
economic growth, employment
generation, social mobility and cohesion.In addition, the data generated will
contribute to evidence-based policy,
and provide policy makers with reliable
information on the longer-term impact
and added value of business incubation.
Project leader Dr Nicholas
Theodorakopoulos commented:
“This project will offer and make
widely available an applicable tool
for improving business incubation
performance. It is expected to have a
high, multiple impact across a host of
stakeholders, ranging from business
incubator managers to incubatees,
researchers and policy makers in thisdomain. As such, it will add to relevant
knowledge-bases and spur employment
generation, innovation and socio-
economic growth at different levels.”
For further information,
please contact:
Dr Nicholas Theodorakopoulos
T: +44 (0)121 204 3472
Research that makes a difference 17
Dr Nicholas Theodorakopoulos
R h F 3
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Research that makes a difference18
Research Focus 3Entrepreneurship
and sustainability
Entrepreneurship and sustainability are vitalto economic growth and stability. We aim toadvance the understanding of new and emergingchallenges and develop robust strategies to meetthem. We create tools that can be replicatedworldwide, enabling communities, policy makersand practitioners to generate sustainable businesssolutions. Our research analyses entrepreneurialactivity and the impact of sustainability ondeveloping economies and we promote theprinciples of Corporate Social Responsibilityto organisations and economies worldwide.
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Research that makes a difference 19
Climate change and corporate
social responsibility
With funding from the British Council,Drs Ataur Belal and Stuart Cooper,with Professor Prasanta Dey,are working in collaboration withresearchers at Dhaka University inBangladesh to heighten awarenessof environmental and climate changeissues amongst business leaders.
The project focuses on ‘CorporateReporting and Embeddedness ofEnvironmental and Climate Change
Issues in Bangladesh’. It hasinvestigated the reporting practicesof the Top100 companies on theDhaka Stock Exchange, and developedcase studies of UK multinationalsoperating in Bangladesh and theirdomestic counterparts. In addition,interviews were held with stakeholdersfrom international agencies, NGOs,professional bodies and business
associations. The results of theresearch will inform future corporatesocial responsibility (CSR) policiesof the government of Bangladesh,one of the developing countriesmost vulnerable to the effects ofclimate change.
Centre for Sustainability
and Innovation (CSI)
The Centre for Sustainability andInnovation is an inter-disciplinaryresearch centre focusing onsustainability, innovation and greenissues. Over the past three years,with funding from Aston University,it has sponsored a series of seedcorn grants covering such topics ascorporate climate change reporting inthe media, community engagement insustainability, greenwash in corporatereporting, lifelong learning, sustainability
and urban regeneration, semantictechnologies and sustainability.
Professor Prasanta Dey is collaborating
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Research that makes a difference20
Aston India Foundation for
Applied Research (AIFAR)
The Aston India Foundation for Applied Research works to disseminateknowledge that will significantlyimprove operations and profitabilityfor corporations in India or those withIndian interests abroad. Business andengineering academics, in collaborationwith the Indian Institute of Technologyin Delhi, are working on a three-year,£3million Science Bridges project tolook into tackling energy poverty in Indiaby using waste products to generate
power. Supported by Research CouncilsUK (RCUK) and the Indian Departmentof Science and Technology (DST),
with colleagues from the School ofEngineering and Applied Science tooversee the construction of a combinedheat and power plant in a remote villagein northern India. The plant enablesregional farmers and their families to
access a cheap, renewable and reliableenergy source that in turn can helpremote villages to generate an incomeand escape from a ‘fuel poverty’ cycle.
The research will also investigaterenewable biomass technologies in theUK, which are currently being developedby Aston University’s EuropeanBioenergy Research Institute (EBRI). The
findings of this research will contributeto Birmingham’s 2025 target to reducegreenhouse gas emissions by 60%.
AIFAR’s Director Professor PawanBudhwar recently completed a StrategicHRM Foundation funded project (US$36,228) with Mohan Thite and AdrianWilkinson of Griffith University, Australia,which helped develop and apply aframework to examine the nature ofglobal HR strategies and practices ineight Indian multinational companies.The analysis has provided insightsinto the motives, strategic opportunitiesand constraints in cross-nationaltransfer of HR polices and practicesin a multi-polar world.
Tackling energy poverty inIndia by using waste products
to generate power
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Case StudyEntrepreneurship:the key to economicrecovery?Professor Mark Hart
Entrepreneurial activity can contribute
to growth and national competitiveness.
Professor Mark Hart, an expert on small
business and enterprise, leads a UK
Research that develops sustainable
economic communities
GEM UK understands the challenges
f d b i di id l d iti
Impact
This extensive research enables policy
makers to gain a wider understanding
f th i t d t ib ti
In the Spotlight
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business and enterprise, leads a UK
team in collaboration with Dr Jonathan
Levie at Strathclyde Business School on
a project that analyses the contribution
of entrepreneurial aspiration, intention
and activity to economic recovery.
The Global Entrepreneurial
Monitor (GEM)
Each year the Global Entrepreneurial
Monitor (GEM) analyses the rateof entrepreneurial activity between
countries, and uncovers factors
underpinning the differences which
can impede or enhance enterprising
activity and national output
(www.gemconsortium.org).
GEM UK specifically analyses
comparative measures across the
home nations of the UK. The results
help both the private and public sectors
by enabling organisations to understand
the scale and nature of entrepreneurial
activity. GEM UK is identified as a
key player in providing intelligence
and evidence of the drive to boostUK enterprise. Since it came to Aston
Business School in 2008 the GEM
UK project has attracted in excess of
£1million in external research funding.
faced by individuals and communities
aiming to succeed in entrepreneurial
activity. The project deepens our insight
into the variation in entrepreneurial
intention and activity across groups
such as young adults, women’s
enterprise and ethnic minorities to
identify the challenges that impede
progress and to recognise new
opportunities for success.
A principal user of GEM UK is the
Department for Business, Innovation
and Skills (BIS) who use the findings
to understand the contribution of
entrepreneurship to the economy.
In 2010, the study was set against the
backdrop of a world still struggling to
emerge from the 2008–2009 recession,
with a number of nations undergoing
major reforms in the effort to stabilise
their economies. Nevertheless, the
survey found that the UK fared relatively
well, with the percentage of working age
individuals who agreed there were good
opportunities for starting a business in
their local area in the next six monthsincreasing from 24% in 2009 to 29%
in 2010.
Professor Hart stresses, however, that
it takes more than the absolute numbers
of entrepreneurs to impact economic
development. The findings suggest that
it is the quality of the businesses which
drives growth and sparks innovation,
and which encourages participation
in the international marketplace.
of the impact and contribution
individuals can make to economic
growth, with an emphasis on
how governments can encourage
entrepreneurial activity. In particular,
Professor Hart emphasises that: “The
GEM UK evidence, combined with the
results from other comparable countries,
allows us to identify the bott lenecks
to the entrepreneurial process, which
provides policy makers with greaterinsight into the areas in which they
should be developing initiatives.”
For further information,
please contact:
Professor Mark Hart
T: +44 (0) 121 204 3048
Research that makes a difference 21
Professor Mark Hart
Research Focus 4
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Research that makes a difference22
Research Focus 4 The practice of
strategy, changemanagementand performance
management
Our research enables organisations to increasetheir strategic agility and develop sustainablestrategies which meet the needs of multiplestakeholders. In addition we demonstratehow organisations can manage and lead throughchange, identifying areas in which they can adaptto changing markets and develop a competitiveadvantage within them. Our research alsounderpins the development of morecompetitive consumer markets.
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Research that makes a difference 23
Aston Centre for Critical
Infrastructure and Services
(ACCIS)
ACCIS delivers cutting edge researchinto the challenges of criticalinfrastructure service industries.
Current policy proposals aim toliberalise the water industry andpromote competition by separatingcharges in the water industry supplychain. Dr David Saal, in collaborationwith Alexandros Maziotis and Pablo Arocena from Universidad Pública
de Navarra in Spain, has developedstrategic research methods to lookat how to make the water industry amore competitive market. The researchanalysed upstream (water collection)and downstream (water distribution)practices and outlines where savingscould be made. The research, fundedby Severn Trent Water, is being used bythe water industry to inform policy, and
offers valuable lessons for the currentreform debate in England and Wales.
The TRANSFORMATION
Project
The way an organisation deals withproject management has a huge impactnot only on its own performance but
also on the lives of its customers.The cost of project failure can beimmense, and not only in financialterms. Led by Dr Michael Butler, withfunding of £99,785 from the Economic& Social Research Council (ESRC),and supported by the Associationfor Project Management (APM), theTRANSFORMATION Project has built on
knowledge gained from the public, thirdand private sectors to create two newmanagement toolsets: the Receptivityfor Change Toolset and the Actor Analysis Toolset.
The Receptivity for Change Toolsethelps organisations to identify factorsthat enable or hinder their ability toimplement change, while the Actor
Analysis Toolset produces detailedsummaries on the people andorganisational processes involved,and outlines their potential impact onthe change project. The toolsets alloworganisations to see where their effortsshould be channelled, focusing onturning resistant actors, actor groupsand organisations into proactive ones
whilst keeping on board those whoalready support the change.
A key benefit of the ERGO project hasbeen the increase in networking and
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Research that makes a difference24
Analysing the preparednessof EU countries for massevacuation
Evacuation Responsiveness
by Government Organisations
(ERGO)
When natural disasters or man-madeemergencies occur, effective evacuationplanning is vital for minimising casualtiesand speeding recovery, and is a majorconcern for government organisationsacross the world. Aston researchershave been leading a €444,925 three-year project funded by the EuropeanCommission Directorate-General Home Affairs to analyse the preparednessof EU countries for mass evacuation.
Contributors from 10 countries haveworked on a framework coveringsix areas: preparing the public,understanding the evacuation zone,making the decision to evacuate,disseminating the warning message,evacuating pedestrians and traffic,and shelter management.
bee e c ease e o g a dcollaboration between EmergencyManagement Agencies in differentcountries. Aston Business Schoolhosted an International Conference onEmergency Preparedness (InterCEPt),
a unique opportunity for academics,practitioners and policy makers toshare insights, plans and approachesto prepare governments for whendisaster strikes, as well as to identifyways of preparing the public to respondto major incidents. Work is also beingundertaken on developing a standardon mass evacuation with theInternational Standards Organisation.
C S
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Case Study
Reinsurance,London comparedwith Bermuda:an ethnographiccomparison of the
basis of trading andthe implications for
future evolutionProfessor Paula Jarzabkowski
The reinsurance industry
Recent changes in technology and
regulation have intensified competition
in insurance markets. Professor Paula
Jarzabkowski a leading authority on
Research that enables organisations
to strategise effectively
The report produced by Professor
Jarzabkowski, entitled ‘Trading Risk:
the value of relationship models and
Impact
Reinsurance firms and broking houses
worldwide are now able to evaluate and
strengthen their practices systematically,
identifying when best to use face-to-
In the Spotlight
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Jarzabkowski, a leading authority on
strategic management in the Economics
and Strategy Group, won a Business
Placement Fellowship funded by the
ESRC and the Insurance Intellectual
Capital Initiative (IICI) (total £170,999),
to examine the benefits of a flexible
approach to the underwriting process.
Face-to-face or electronic
interaction: which to use?
The research considered the London
and Bermuda reinsurance markets.
Lloyd’s of London have built their market
around a central physical location where
businesses value face-to-face contact
at the point of their decision making.
Bermuda operates more remotely and
makes greater use of electronic trading,
exploiting regulatory and taxation
conditions without being bound to
a particular physical location.
the value of relationship, models and
face-to-face interaction in a global
reinsurance market’, analysed the
strengths and weaknesses of the
reinsurance underwriting and broking
practices in both the Lloyd’s and
Bermuda marketplaces. The strengths
of each were identified so that both
markets can in future determine which
process would be most effective foreach transaction, increasing efficiency
and effectiveness in the underwriting
process.
Further research
Following the success of this research,
Professor Jarzabkowski achieved a
second Business Placement Fellowship,
again funded by the ESRC and the IICI
(total £175,625). Her new report ‘Trading
Risks: the role of European firms in the
global reinsurance market’ builds on
the first project by focusing on trading
practices in European reinsurance
markets. In contrast to Lloyd’s and
Bermuda, European reinsurance buying
is mostly ‘direct’, without intermediation
by a broker. The comparison of direct
and mediated trading is an important
addition to the research, and the
inclusion of Europe produces a global
dataset covering the three main
reinsurance markets that between them
account for 94% of the global market.
identifying when best to use face to
face, electronic or ‘direct’ trading. They
will also be better placed to capitalise
on recent industry changes.
In addition, Professor Jarzabkowski’s
research enables the reinsurance
industry to understand the training
and development implications of each
means of conducting business, helps
policy makers to picture how future
markets will develop, and promotes
good practice to the benefit of all
stakeholders.
For further information,
please contact:
Professor Paula Jarzabkowski
T: +44 (0) 121 204 3139
Research that makes a difference 25
Professor Paula Jarzabkowski
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26
Helping businesses improvecompetitiveness, productivityand performance
Engaging
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Engagingwith Business
Aston Business School has an excellent reputationfor innovative, relevant and impactful research.Researchers at the School have expertise inareas that make a real difference and are
committed not only to generating knowledgebut also to applying and transferring this tocreate sustainable business solutions.
Our expertise can give businesses a real competitive advantage.
We work with businesses in many ways at tactical and strategic
levels to best suit circumstances, including:
> Short term projects and placements> Access to UK and EU funding
> Bespoke research collaboration
> Executive development.
We have a long track record of successful research collaboration
with businesses of all sizes. For example:
> Aston University is a leading provider of KnowledgeTransfer Partnerships
> We were also the lead partner in the landmark EREBUS(Engaging Research for Business Transformation) capacitybuilding cluster which facilitated funded and part-fundedprojects with businesses connected to the West Midlands.
Engaging with business 27
Knowledge Transfer Partnershipsis a UK-wide scheme designedto help businesses improve their
Business benefits
The precise benefits of a KTP to ani i d di h
Knowledge Transfer
Partnerships
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to help businesses improve theircompetitiveness, productivity andperformance. These part-fundedprogrammes enable businesses toaccess our skills and expertise to help
their business develop. A qualifiedgraduate (Associate), recruited for theproject, works with the business for aperiod of one to three years to deviseand thoroughly embed the solutionsand knowledge to meet its particularstrategic needs. Throughout theprogramme, the Associate is mentoredby one of our leading academics andone of the business’s own managers
to ensure the new capability is robustand meets the requirements.
organisation vary depending on theproject. Latest information nationallyshows that, on average, recentpartnerships have resulted in:
> An increase of over £240,000
in annual profits before tax
> The creation of two genuinenew jobs
> Enhanced skills for existing staff.
Indicative costs for small and medium-sized enterprises (SMEs) are around£20,000 per year, and for largeorganisations around £30,000 per year.
This covers the employment cost of thegraduate and academic support andalso includes a provision for equipment,travel costs and the continued personaland professional development of the Associate. In addition, the TechnologyStrategy Board makes a significantcontribution to the overall costs ofthe KTP programme.
28
One example of collaboration
at a strategic level is
Knowledge Transfer
Partnerships (KTPs), in which
we partner organisationsto develop interventions
and embed knowledge that
together deliver tangible
commercial benefits and
make a lasting contribution
to their success.
Engaging with business
Recent KTP poster event
Dr Matthew Hall and the National
Skills Academy for Power (jointly
with the School of Engineering
Dr Ben Clegg and Higgs & Sons
Aston Business School academicsare partnering ith a ard inning la
KTPs can benefit a wide range
of businesses across many
sectors incl ding micro small
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with the School of Engineering
and Applied Science)
Working with the National Skills Academy for Power, this project aimsto capture and store the knowledge
and skills of an ageing workforce in theelectrical power industry to enable thedevelopment of training and resourcesfor future staff.
Dr John Rudd and the British
Association of Social Workers (BASW)
This two-year KTP has transformedBASW, the UK’s largest membership
association for social workers, intoa market orientated organisationat strategic and operational levels.Information-based decision processeshave been embedded which facilitateadaptive strategic planning andmembership retention levels havesignificantly improved.
are partnering with award-winning lawfirm Higgs & Sons to implement aninnovative cultural change programmethat will impact on their performancethrough a better understanding of client
needs, re-examining pricing strategyand challenging operational processes.
For further information,
please contact:
Tony Jay
Business Development Manager,Business Partnership Unit
T: +44 (0) 121 204 4236
Engaging with business 29
£240,000
Nationally, recent partnershipshave resulted in an average increasein pre-tax annual profits of over
sectors, including micro, small
and large businesses, or public
sector organisations. KTPs
recently awarded include:
Engaging Research for
Business Transformation
(EREBUS)
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(EREBUS)
In an era of increasing competition,organisations (especially SMEs withlimited market power and resources)need to continually innovate totransform their business. Effectiveknowledge transfer between universitiesand SMEs can help such transformation,leading to increased employment,productivity and profitability. TheEREBUS capacity building clusterwas developed in collaboration withWest Midlands businesses and theEconomic & Social Research Council
(ESRC) to enhance research that drivesbusiness innovation.
This highly successful £2million initiative,funded by the ESRC and led by AstonBusiness School in partnership with theuniversities of Warwick and Birmingham,provided funding for KTPs, Co-operative Award in Science & Engineering (CASE)Studentship Awards and other short-
term collaborative opportunities.It has transformed strategy andpractice in many organisations inthe West Midlands.
30
Recent EREBUS projects
have included:
> Express Energy: Review ofrenewables market (CASE Award)
> Department of Health: Learning and
innovation in health care technology(CASE Award)
> Warwickshire Police: Deliveringfaster police response times throughprocess efficiency (KTP)
> Aquarius Action Projects: Developing a business strategy andoperational processes in a changingfunding environment (KTP)
> SigmaPro: A systems approachto integrating lean thinking andSix Sigma (CASE Award).
For further information,
please contact:
EREBUS Project Manager
E: [email protected]: +44 (0) 121 204 3249
www.erebus-cbc.com
Engaging with business
Case Study
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Case Study
Developing an in-home care businessto provide homebased alternativesto in-hospitalservices such asrenal haemodialysisDr Graham Leask
Kimal is a successful Midlands-
based company which develops,
manufactures, markets and distributes
innovative medical devices, capital
equipment and customised procedural
solutions globally. It has built an
excellent reputation as a provider
A seven-fold target increase in ‘in-home’
treatments has been set. To ensure that
they are positioned to respond to this
changing service delivery model, Kimal
has entered into a two-year Knowledge
Transfer Partnership with leading
academics at Aston Business School,
The impact of the KTP
The key outcome of this project will
be a health economic model which will
help NHS decision makers understand
the overall costs of dialysis. The model
will use ground level financial data
allowing hospitals to make evidence
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e ce e epu a o as a p o de
of renal haemodialysis products
and services to the NHS.
Currently there are around 20,000
dialysis patients in the UK and this is
predicted to increase by 8% per annum.
Technology and service delivery in the
sector is rapidly changing. Governmentpolicy is to migrate from ‘in-hospital’ to
‘in-home’ services wherever this can
be shown to offer improved clinical
outcomes for patients whilst generating
cost savings and societal benefits.
These have been demonstrated in
the case of renal haemodialysis; ‘in-
home’ dialysis frees patients from the
constraint of regular hospital sessions
and means that they can work and
lead a normal life. An additional benefit
is the reduced risk of cross-infection
compared to hospital patients.
acade cs a s o us ess Sc oo ,
funded by the Economic & Social
Research Council through the EREBUS
capacity building cluster.
This £128,582 project is led by
Dr Graham Leask, with Dr Rakesh
Bissoondeeal and a strong team
of colleagues from the Economicsand Strategy Group. The group has
considerable experience of competitive
strategic development and performance
measurement in many sectors, including
healthcare and pharmaceutical.
allowing hospitals to make evidence
driven decisions on the treatment of
their own patients. This will enable
Kimal to become a market leader in
‘in-home’ renal care, and pave the way
for the company to expand into other
‘in-home’ care products and services.
The partnership won the Innovation Award at the 2011 Medilink West
Midlands Healthcare Business Awards.
The awards, hosted by industry support
specialists Medilink West Midlands,
celebrate the commercial triumphs
of the very best firms in the region.
The project was also highly
commended in the ‘Partnership
with NHS/Academia’ category.
Mark Jenner, Commercial and Supply
Manager with Kimal, said of the win:
“This is great recognition of how
important it is to collaborate with
the right organisations and institutions
to help adopt new technology
and innovations.”
For further information,
please contact:
Dr Graham Leask
T: +44 (0) 121 204 3150
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Dr Graham Leask
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At the forefront ofprofessional practice
32
Research Degrees
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gat Aston BusinessSchool
Our Research Degrees Programmebrings together an intellectually stimulating
community of doctoral students from a rangeof academic and professional backgrounds.We specialise in research that addressesissues of practical relevance, and is boththeoretically advanced and at the forefrontof professional practice.
Research Degrees Programme 33
Aston Business School brings togethermore than 150 research students frommore than 40 countries, ensuringthat the research we undertake is of
Executive Doctorate of Business
Administration (DBA)
The Aston DBA is a professionald t t f ti h i h
Our Research Degrees
Programme combines
academic rigour with
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that the research we undertake is ofglobal relevance. Our Research DegreesProgramme comprises an integratedportfolio of research degrees thatprovide students with the opportunityto pursue independent researchwithin a well-structured andsupportive framework.
MSc in Management Research
(by Research)
The Aston MSc in ManagementResearch (by Research) enablesstudents to pursue independent
research within a more containedframework. This programmeincorporates a taught ResearchManagement Course alongsidean extended research project.
MPhil/PhD in Management
The MPhil and PhD degrees areawarded for research that makes an
original contribution to knowledge in aparticular area. Our PhD students aresupervised by academics who are at theleading edge of research in their fields.
doctorate for executives who wishto undertake an original investigationinto a real business and managementissue. Executive Doctorate researchers
develop their intellectual, business andresearch expertise to the highest levelsand graduate as knowledge leaders intheir subject.
For further information,
please contact:
Jeanette Ikuomola
Research Degrees Programme Administrator
T: +44 (0) 121 204 3219E: [email protected]
Research Degrees Programme34
Combining academic rigourwith comprehensive training
comprehensive training in
qualitative and quantitative
research methodologies.
Students working towardsa doctorate are expected to
make a tangible contribution
to knowledge and develop
their research and professional
capacities to the highest level.
Case Study
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Case Study
Intuition in strategicdecision makingNeil Shepherd
Aston graduate Neil Shepherd is
researching how executives use their
intuition and experience when they
make strategic decisions.
Neil first graduated from Aston Business
School in 2004 with a first class BSc
(Hons) in Managerial and Administrative
St di H th t t k f
Neil describes his time as an
undergraduate at Aston as “the best
four years of my life”. He says he felt
well-supported academically, and
valued the helpfulness of the support
staff and management teams. He
likened his experience to being part of
a community, which he calls ‘the Aston
Effectiveness of strategic decisions
As part of his PhD Neil is researching
executives’ use of intuition and
experience in strategic decision making.
Strategic decisions critically affect the
health and survival of organisations.
Yet despite their importance, and
the prominent role that intuition and
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Studies. He then went to work for
KPMG in London for five years, where
he qualified as a chartered accountant
and worked in audit and in mergers
and acquisitions. He returned to Aston
in 2009 to do his MSc (by research) in
Strategic Management, graduating in2010 with distinction. In October 2010
Neil began his PhD.
Family’. So when it came to choosing
where to do his Masters and PhD, there
was no contest. Neil says: “I didn’t
consider any other university; I knew
how happy I’d been at Aston.”
He identifies the key factors about his Aston experience that have helped
shape his career to date. “The practical
nature of the degrees makes graduates
very employable, and the placement
year enables you to try things out, and
see what you really want to do. Finally,
I was compelled to come back here for
my PhD because as an undergraduate
I had been so inspired by the l ecturers’
insights. I wanted to come back and
be part of that community – to follow
in the footsteps of the lecturers who
had taught me.”
the prominent role that intuition and
experience are assumed to play in
such decisions, very little research
exists in this area.
“I am passionate about this subject,”
says Neil. “Strategic decision making
has a massive impact on organisations,and can make or break a business.
Through this research, I want to
be able to help executives make
better decisions.”
Neil’s research is funded directly by the
Economic & Social Research Council.
For further information,
please contact:
Neil Shepherd
Research Degrees Programme 35
Neil Shepherd
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Aston Business Schoolresearch impacts societyon a local, national andglobal scale