Prior to that he was an ESRC Management Teaching Fellow, also at Bristol. Before taking up his fellowship he worked in local government for ten years, initially in a service delivery role and latterly with responsibilities for policy development in the areas of housing and economic development. He has an MA in Business and Public Sector Strategy from Kingston Polytechnic and is currently completing a PhD, which is an investigation into networks and partnerships in UK local governance. His main teaching and research interests are in strategic management and the management of change. He is also interested in critical approaches to management and in the history and philosophy of management and organization theory.
Strategic management is a complex and multifaceted subject.
It overlaps with a number of other subjects in management and organisation theory and practice. In so far as a precise definition of the strategic management field can be given, it is concerned with the ways in which organisations relate to their political, ecological, economic, social and technological environment, to their competitive markets, and to their many stakeholders. One of the reasons that strategic management is so complex is that organisations are operating in increasingly complex and dynamic environments. Understanding the nature of these environments and tracking changes within them are crucial tasks that managers face. In order to do so effectively, they need to be able to manage information.