Management and Marketing - Research Publications
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ItemArchitecting leadership development through enhanced cognitive versatility(Sage Publications, 2020)Many L&D leaders are exploring a range of cutting-edge topics such as adaptive leadership, agility, mindfulness, and versatility in thinking styles as development needs for their high potentials and senior leadership pipelines. Leadership development for organisations operating in very high flux adaptive contexts needs a different model than the traditional centralised planning, command and control approach. Conventional approaches focus on one-size-fits-all external thinking stimuli, team diversity and a Western bias for conscious analytic reasoning. Organizations should also focus on (a) grooming key individuals with high cognitive versatility and (b) better tailoring their choice of external thinking stimuli, as individuals respond most effectively to stimuli that challenge their preferred thinking style. Multiple forms of intuition exist, and some slow forms should be nurtured for complex strategic thinking. Organizations in high flux adaptive contexts should strive to emphasize themes of Strategic thinking or strategy as synthesis, which leverage the brain more holistically to recognise and resolve complex patterns.
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ItemRetail(Edward Elgar Publishing, 2007)
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ItemThe Westfield group(Edward Elgar Publishing, 2007)
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ItemCraft brewing in Australia, 1979-2015(Palgrave Macmillan, 2018)This chapter explores the emergence of independent craft breweries in Australia over three and half decades. Three distinct periods of the segment’s evolution are identified. While much of the substantial growth has occurred this decade, with the total number of breweries doubling between 2010 and 2015, the foundations for this escalation were laid by several pioneering companies and individuals through the 1990s and early 2000s. This chapter explores the constraints and drivers of growth, and the rise of diverse business models. Of note also is the distinctive role played by Australia’s macro brewers, who acquired several of the early successful craft entrants, thus confusing the definition of the segment and shaping its prospects.
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ItemExploring trends in regionalisation(Elsevier Science, 2007)In this chapter, we revisit the empirical findings of Rugman and coauthors concerning the overwhelming home-regionalisation among the world's largest firms. Using a longitudinal research design and continuous measures of internationalisation, we observe a number of secular trends. Among other, we find that sales growth beyond the home region is faster than sales growth within the home region. We use our empirical results to critique and augment existing regionalisation theory. In particular, we raise doubts about the sharp distinction in the literature between expansion in the home region and expansion in host regions.
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ItemRe-thinking a MNC: The role of cognitive interventions in organizational design(Emerald Group Publishing Limited, 2014)Using a managerial cognition lens, we investigate the organizational design issues facing multinational corporation (MNC) managers. We apply concepts hitherto untested in the international management (IM) literature to a longitudinal study of reconfiguration efforts within a large, Asian MNC. We focus on how organizational design outcomes can be affected through mental interventions that provoke changes in senior executives’ mental representations of what the MNC is and can be to achieve a strategic redirection and redesign. We draw on extensive interview and other qualitative data. Our study contributes to the literatures on MNC design and to our understanding of the important, but largely neglected, micro-foundational role of cognition in IM. This field research on executive judgment and decision-making in real time offers unique insights into the dynamics of MNC design.