Managing Complex Change is a multi-disciplinary research group which inquires into the complex interplay of stability and change and what it means to manage sustainably. Group members take a practical, theoretical and critical interest in managing the complexities of change, and more generally in the emergence of novelty. They aim to deepen understanding of its effects and consequences for society, for organisations and their stakeholders, and for ordinary citizens, managers and policy makers.
It covers these areas in particular:
Innovation, particularly the adoption, use, diffusion, evaluation and use of information technology and its social consequences. The role of networks, online collaboration as well as forms of resistance to the new. Prof Jyoti Choudrie, Dr Marija Cubric, Hajre Hayseni, Dr Reda Lebcir work with the colleagues from this and other universities in researching the social/technology interface.
Entrepreneurship – compared with large corporations, young firms, micro, small and medium-sized enterprises are more flexible and innovative, yet resource constrained (people and finances). Group members are focused on the possibilities and limits of planning to be entrepreneurial in the private and not-for-profit sectors. Prof Nigel Culkin, Dr Chris Brown and colleagues work across a broad range of scenarios to explore this phenomenon.
Strategy-making – the extent to which it is possible to predict and plan the futures we desire. Prof Chris Mowles is Director of the Doctor of Management programme, a part-time professional doctorate for practicing managers concerned with organisational change.
Realising change through projects – deriving benefits and value from temporary organisations; using teams to achieve organisational improvement. Angela Bond, Dr Mark Gannon, Dr Hany Wells and Dr Marija Cubric work together in the National Centre for Project Management and offer a range of courses and consultancy as well as a professional doctorate in project management.
The emergence of new knowledge and ways of learning alongside the persistence of more traditional perspectives – Dr Yasmin Imani focuses on knowledge management in organisations.
The exploration and development of different management methods, decision-making and change. For example, Dr Neil Spencer, Dr Chris Tofallis and Dr Eren Demir develop statistical models to support managers in their decision-making
The risks, possibilities, limits and consequences of growth and shrinkage, the focus of Dr Hans Schlappa’s research. The ethical and political implications of organising with others in conditions of uncertainty. Fostering resilience and adaptability.