Professor Ian R. Hodgkinson BSc, MSc, PhD
Professor of Strategy
Deputy Director, Centre for Service Management
Professor Ian R. Hodgkinson is a multi-disciplinary scholar at the frontier of strategy research, investigating strategic decision-making in complex environments from individual to macro levels of analyses. Ian’s established international body of research bridges the public policy, international business, and management fields to transform established strategic thinking for more effective individual and organisational strategizing.
Ian has published research articles in Journal of World Business, Public Administration, International Journal of Operations & Production Management, 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 Management, Public Administration, British Journal of Management, and Journal of Service Research.
Ian’s teaching interests are in strategic management, focusing on strategic positioning, strategic choice, and strategic action.
Professor 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.