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Dr Ian Hodgkinson BSc, MSc, PhD, Loughborough University

Photo of Dr Ian Hodgkinson

Senior Lecturer in Strategy

Programme Director, BSc International Business

Dr Ian R. Hodgkinson is a Senior Lecturer in Strategy at the School of Business and Economics, Loughborough University. Ian completed his doctoral research in strategic management at Loughborough University, and holds a BSc honours degree and an MSc with distinction in Management.

Ian has published articles in Journal of World Business, Public Administration, and Research Policy, among many others and regularly contributes to international conferences such as Academy of Management (AoM), International Research Society for Public Management (IRSPM) and Strategic Management Society (SMS). He serves as an Associate Editor (Public Services) for Journal of Service Management and acts as a reviewer for leading academic journals such as Journal of Product Innovation ManagementPublic AdministrationBritish Journal of Management, and Journal of Service Research.

In respect of teaching, Ian delivers material at undergraduate and postgraduate levels. His teaching interests are in strategic management, focusing on strategic positioning, strategic choice, and strategic action.

Dr Hodgkinson’s research interests lie primarily in the field of strategic management. Specifically, Ian addresses key knowledge voids in the sub-area of strategy content (strategy intent and strategic action). His research topics include (i) strategy types and intent; (ii) strategic resources and resource-based theory; (iii) planning and improvisation in strategy development; (iv) strategic ambidexterity; and (v) entrepreneurial orientation deployment.

Throughout his research career thus far, Ian has embraced several research methodologies including the survey methodology, interviewing, and case study methodology; applying both quantitative and qualitative methods in his research projects

His current projects address the relationship between ownership, strategy and performance in the public sector; strategy development in middle-income emerging economies; the orchestration of individual and organisational ambidexterity; and, cross-country analyses of international entrepreneurship.

Hughes, P., Hodgkinson, I.R., Elliott, K., and Hughes, M. (2018). “Strategy, Operations, and Profitability: The Role of Resource Orchestration”, International Journal of Operations & Production Management, in press.

Hodgkinson, I.R., Hughes, P., and Arshad, D. (2016). “Strategy development: Driving improvisation in Malaysia”, Journal of World Business, 51(3), 379-390.

Alonso, J.M., Andrews, R., and Hodgkinson, I.R. (2016). “Institutional, ideological and political influences on contracting out: Evidence from English local government”, Public Administration, 94(1), 244-262.

Hodgkinson, I.R., and Hughes, P. (2014). “Strategy content and public service provider performance in the UK: An alternative approach”, Public Administration, 92(3), 707-726.

Liu, X., Hodgkinson, I.R., and Chuang, F.M. (2014). “Foreign competition, domestic knowledge base and innovation activities: Evidence from Chinese high-tech industries”, Research Policy, 43(2), 414-422.