DELIVERING WORLD CLASS RESEARCH TO ACHIEVE GLOBAL RESULTS

Aston Business School Research

Welcome

am delighted to introduce Aston IBusiness School and share with you some of our outstanding research, which is adding value and impact to the national and international business environments. Situated in the heart of the UK, amid the culturally diverse population of Birmingham, Aston Business School attracts leading academics and key thinkers from around the world who are committed to creating a rigorous, forward thinking environment. For more than 60 years, we have conducted pioneering research into contemporary business and management issues, making us one of the most rmly established research based Business Schools in the UK. The 2008 Research Assessment Exercise (RAE) deemed 95% of our research to be of international standing, placing us rmly in the top ten of more than 90 UK Business Schools.

We pride ourselves on our reputation for generating research of the highest standard: research that truly makes a difference. We work in collaboration with industry, the public sector and the academic community to develop new research initiatives, with a particular focus on applied research that contributes to business excellence, policy and sustainable economic growth and development. Our research delivers on four key foci: >  Strategic HR, high-performance teamwork and globally relevant leadership >  International investment, nance and innovation >  Entrepreneurship and sustainability >  The practice of strategy, change management and performance management. These foci have been the impetus for a number of the research projects undertaken by our Academic Groups and Research Centres. These projects, some of which are described in this brochure, demonstrate the ways in which Aston Business School has an impact on society on a local, national and global scale. Professor Pawan Budhwar Associate Dean Research

Welcome

Contents
03-07 04 04 05 06 07 07 Research Environment Research Foci The Academic Groups The Research Centres Our Research Awards Our Publications Our Reach and Inuence Research that Makes a Difference

09-25

10-13 Research Focus 1  Strategic HR, high-performance teamwork and globally relevant leadership 14-17 18-21 Research Focus 2 International investment, nance and innovation Research Focus 3 Entrepreneurship and sustainability

22-25 Research Focus 4  The practice of strategy, change management and performance management 27-31 28-29 30-31 33-35 34-35 Engaging with Business Knowledge Transfer Partnerships (KTPs) Engaging Research for Business Transformation (EREBUS) Research Degrees at Aston Business School Research Degrees Programme

Contents

Research excellence with global impact

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Research Environment
Research is at the heart of what we do. The results we achieve are valued and referenced globally. Our research is delivered through our network of Academic Groups and Research Centres, and Aston Business School faculty members are in demand worldwide to work with academics, businesses, policy makers, industry and governments.

Research environment

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Research Foci We have particular skills in pioneering new collaborative research initiatives, with a distinctive focus on applied research.

The Academic Groups

Aston Business School embraces a wide range of specialisms extending across the full spectrum of business and management Our research delivers on four key foci: disciplines. Our researchers are organised into six >  Strategic HR, high-performance Academic Groups, each teamwork and globally relevant forming an intellectually leadership vibrant community of >  International investment, nance and innovation academics and research students with common >  Entrepreneurship and sustainability interests. >  The practice of strategy, change
management and performance management. >  Aston Law >  Economics and Strategy >  Finance and Accounting >  Marketing >  Operations and Information Management >  Work and Organisational Psychology.

A distinctive focus on applied research

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Research environment

The Research Centres Our Research Centres have each been established as a platform from which we respond to emerging research topics. They foster a sharpened focus on specic areas of enquiry and promote increased visibility and impact for our research.

>  Aston Centre for Higher Education Learning and Management (HELM) >  Aston Centre for Human Resources (ACHR) >  Aston Centre for Research into International Business (ACRIB) >  Centre for Performance Measurement and Management (CEPMMA) >  El Shaarani Centre for Islamic Business and Finance (EIBF) >  Institute for Health Services Effectiveness (IHSE).

Cross-Disciplinary University Research Centres Cross-Disciplinary Research Centres span disciplinary boundaries to enable focused and collaborative research with other Schools at Aston University. >  Aston Centre for Critical Infrastructure and Services (ACCIS) >  Aston Centre for Interdisciplinary Research in Language and Diversity (InterLanD) >  Aston India Foundation for Applied Research (AIFAR) >  European Bioenergy Research Institute (EBRI) >  Centre for Sustainability and Innovation (CSI).

Research environment

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Our Research Awards Our research has attracted funding of over 10million in the past four years. This reects its relevance and intellectual rigour.

Examples of recent research awards: >  Dr Christopher Brewster received a research award of 363,011 from the European Commission Directorate-General Home Affairs for the project Disaster 2.0: Using Web 2.0 applications and semantic technologies to strengthen public resilience to disasters >  Professor Paula Jarzabkowski secured a European Commission Marie Curie International Outgoing Fellowship of 313,340 for research on interdisciplinary advances in behavioural theories of nancial risk-taking

>  Professor Mark Hart received 48,795 from UK Trade and Investment to examine the contribution of trade and investment to high growth rms >  Dr Nick Theodorakopoulos was awarded 83,145 from the Economic & Social Research Council (ESRC) to ne-tune an on-line assessment tool for business incubators >  Dr Helen Shipton and Professor Pawan Budhwar received an ESRC award of 13,864 for a seminar series with Warwick and Lancaster universities on organisational innovation, people management and performance >  Professor Tim Baines has secured 352,911 from the European Regional Development Fund for his project Exploiting Servitization in West Midlands SMEs >  Professor Nigel Drifeld, Professor Jim Love, Dr Sumon Bhaumik and Dr Jun Du have been awarded an ESRC Follow on Fund grant of 89,956 for their project Maximizing the Benets of Inward Investment How Best to Target Limited Funds.

In the past four years our research has attracted funding of over

10million
06 Research environment

Our Publications A further measure of the excellence of our research is the number of published works written by our researchers. Since 2008, Aston Business School academics have produced over 1,300 publications, including:
>  512 papers in international peer-reviewed journals >  344 conference papers presented at international conferences >  26 authored books >  160 contributions to edited works.

Our Reach and Inuence We ensure that our research is shared as widely as possible through conferences, workshops, industry presentations and academic exchange visits.
Recent conferences and seminars at Aston Business School have included: >  The 25th British Academy of Management Conference: Building and Sustaining High Performance Organisations in a Challenging Environment >  The 11th International Human Resource Management Conference: Emergence of New Economic Powers Management of Human Resources in the Challenging Global Context >  The 1st Annual Symposium on Islamic Finance: Analytical and Empirical Research in Islamic Finance, Management, Economics and Law >  International Conference on Manufacturing Research 2012: Manufacturing Technology and Operations to Sustain Business Success >  The Aston Marketing Research Camp: Discussing research practice and identifying promising research directions.

International inuence through Visiting Scholars: Visiting Scholars of international standing contribute signicantly to the research excellence of the Schools Academic Groups, Research Centres and Doctoral Programme, and help connect Aston to the global academic community through collaboration and knowledge exchange. This has led to improved research links, production of joint papers and submission of research grant applications. Within the past year, Aston Business School has hosted visitors from India, Australia, Japan, China, Germany, Italy, the Netherlands and the USA.

If you would like further information on any of the research undertaken at Aston Business School, please contact: Professor Pawan Budhwar Associate Dean Research Aston Business School Aston University Aston Triangle Birmingham West Midlands B4 7ET United Kingdom www.aston.ac.uk/abs/research

Research environment

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Our research is valued by the global business community

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Research that Makes a Difference

> Research Focus 1  Strategic HR, high-performance teamwork and globally relevant leadership > Research Focus 2 International investment, nance and innovation > Research Focus 3 Entrepreneurship and sustainability > Research Focus 4  The practice of strategy, change management and performance management

Research that makes a difference

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Research Focus 1 Strategic HR, high-performance teamwork and globally relevant leadership
Our research helps businesses to implement strategic change by aligning organisational performance and individual talent to improve competitive advantage. It creates tools and interventions that enable individual employees to drive organisational success, advancing practice in strategic human resource management.

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Research that makes a difference

Human Resource Management (HRM) and Internal Marketing in Indian Call Centres
A 100,826 award from the Economic & Social Research Council (ESRC) enabled Professor Pawan Budhwar and Dr Neeru Malhotra to conduct research into the main human resource problems facing the Indian call centre sector. The research identied factors that inuence the growth of businesses, with a particular focus on the effect of internal marketing strategies on employee attitudes and organisational performance. Findings from the research have enabled managers to understand and implement suitable human resource systems relevant to this sector. The implementation of these strategic systems has helped to develop employee commitment, improve service performance and encourage better retention, thus increasing the protability and competitiveness of call centres in India.

Organisational Cognitive Neuroscience

Organisational cognitive neuroscience advances our understanding of the psychological processes which underlie human behaviour in markets and organisations. Adlab, a national research study sponsored by the British Science Association as part of the 2010 British Science Festival (held at Aston), was designed and conducted by Professor Nick Lee and Laura Chamberlain from Aston Business School and Dr Carl Senior from the School of Life and Health Sciences. The research looked at how consumers react to different types of advertisements and what the processes are that may lead to positive behaviour change (such as eating more healthily). Gaining an insight into why particular advertisements appeal to different types of people should lead to more effective advertising, which will benet companies and, from a policy perspective, help inuence more positive behaviours.

Research that makes a difference

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Aston Centre for Human Resources (ACHR)

Aston Centre for Human Resources is interested in understanding, identifying and improving the effectiveness of human resources (HR) practices to help organisational competitiveness, encourage individual growth and development, and enhance performance and work-related attitudes and behaviours. Led by Dr Helen Shipton, ACHR also provides a nurturing and challenging environment for scholars in the broader eld of human resource management (HRM).

A primary focus of the Centre is strategic HRM and its role in organisational innovation and performance. It is increasingly recognised that employee contributions are critical in creating and sustaining competitive advantage, and that empowerment and justice deserve attention both in humanising the work environment and in getting the best from employees. Carole Parkes is researching the role of HR in corporate social responsibility and the factors that contribute to the creation of ethical organisations. The Centres standing in the academic community is reected in a recent award from the Economic & Social Research Council (ESRC) for a seminar series in conjunction with the University of Warwick and Lancaster University. The series draws on the insights of leading scholars to explore the role of people management practice in shaping organisational innovation, with specic reference to medium-sized businesses.

Understanding, identifying and improving the effectiveness of human resources practices

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Research that makes a difference

Case Study Developing an effective workforce in the NHS

Dr Michael Butler

In the Spotlight

As a publicly-funded body, it is vital that the National Health Service understands the effectiveness of its service and personnel. Research into workforce organisation and staff management helps reveal and promote best practice, resulting in a supportive working environment for staff and, ultimately, better patient care. The NHS National Staff Survey From 2003 to 2010, a survey believed to be the largest annual workforce review in the world was developed and conducted for the NHS by the Institute for Health Services Effectiveness (IHSE). The aim of the survey was to create a benchmarking process on a range of measures including staff experience, satisfaction and opinion in order to inform and improve NHS policy. Research that develops a strategic focus for HR With funding of over 2million from the Care Quality Commission, IHSE managed the survey process including developing the questionnaire and methodology, analysing the results and providing an advice centre for stakeholders. The survey required all NHS trusts in England to take part, with each trust responsible for conducting and paying for a survey of their own staff. All central support was provided by the National NHS Staff Survey Advice Centre at Aston Business School.

The most recent survey results were recorded by IHSE in 2010 when a total of 306,000 employees across all NHS trusts were asked for their views on working for the NHS, with over 165,000 responding. The survey provided 38 key ndings. Individual benchmarking reports were produced for each trust as well as national reports which were published by the Care Quality Commission. Impact Results from the survey were used by the Care Quality Commission in a number of ways, not least in the Annual Health Check, which is the principal performance management system for NHS trusts. The staff survey accounted for over 10% of the performance indicators used. The benchmark reports enabled NHS trusts to see how they compared with previous years and with other trusts in similar categories. Detailed internal breakdowns helped to reveal the areas of strength and weakness within each trust, and how staff experience could be improved. The Department of Health also used the ndings to determine workforce policy and subsequently commissioned further research from Aston to address this. This enabled the Departments Staff Engagement Policy Group to demonstrate the importance of staff engagement in wider government policymaking decisions.

Over a million NHS staff have beneted from the improved policies and interventions brought about by the survey. NHS patients have in turn beneted from changes to NHS services; the survey results demonstrated signicant links between responses to the staff survey and patient experience. Researchers from IHSE are in high demand to contribute to important policy reviews and had signicant input into the 2009 Boorman Review of NHS staff health and well-being commissioned by the Department of Health. It included IHSE research showing that NHS trusts with higher levels of staff health and well-being generally had lower absenteeism, staff turnover and infection rates, as well as higher patient satisfaction and overall performance ratings. A further conclusion was that having a healthy workforce can deliver signicant nancial benets in terms of savings on salary costs and other factors. As a result, staff health and well-being have become a priority within the NHS Operating Framework for England. For further information, please contact: Dr Michael Butler Director, IHSE T: +44 (0) 121 204 3053 E: m.j.r.butler@aston.ac.uk

Dr Michael Butler Research that makes a difference 13

Research Focus 2 International investment, nance and innovation

Innovation is one of the key determinants of business success. Our research helps identify the main enablers and inhibitors of innovation and their impact on performance, protability and growth. Economic conditions are analysed, together with the various ways in which these incentivise innovation. Our research consistently highlights the impact of knowledge sharing and its importance in shaping best practice for the future.

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Research that makes a difference

Aston Centre for Research into International Business (ACRIB)

The Aston Centre for Research into International Business is at the leading edge of research into both international business and innovation. Led by Professor Nigel Drifeld, there is a focus both on the organisation for example on the relationship between multinationality and performance, or how rms engage in international technology transfer and on the importance of Foreign Direct Investment (FDI) for the wider economy. It is vital that business leaders and policy makers understand how FDI impacts on economic growth, especially in the context of changes in the environment, with growth in sovereign wealth funds and increased FDI to and from emerging markets. This includes analysis of the impact of inward investment on host countries or regions, and, for example, on FDI in conict and post-conict zones. Research ndings have been used by many policy makers including UK Trade and Investment (UKTI), the Department for Business, Innovation and Skills (BIS), National Endowment for Science, Technology and the Arts (NESTA), the European Commission, the World Bank and the Foreign Investment Advisory Service.

Pension Risk Disclosures by FTSE 100 Companies

The UKs ageing population has resulted in growing concern about the risks associated with company pension schemes and their ability to meet future pension payments. This concern is reected in the increasing recognition that annual reports need to improve disclosures about the pension risks facing a company. Margaret Woods, in collaboration with Christopher OBrien and Mark Billings (both from Nottingham University Business School), has conducted research into pension risk disclosures by FTSE 100 companies. The project, funded by the Institute of Chartered Accountants of Scotland (ICAS), noted the widespread weaknesses in current reporting practice and included proposals for changes to accounting regulations aimed at improving best practice in the future. Their proposals would result in improved comparability of pension risks across companies and sectors.

Research that makes a difference

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El Shaarani Centre for Islamic Business and Finance (EIBF)

Islamic principles place ethics and sustainability at the heart of business, forming a viable alternative to current prot-oriented approaches. Sharia law prohibits the charging of interest or the sale of any debt, creating an equitable, sustainable and stable nancial system. A strong link to the real economy has meant that Islamic nancial institutions have suffered far less in the current turmoil compared to their conventional counterparts. Islamic nance is an emerging research theme within the School and the El Shaarani Centre for Islamic Business and Finance, directed by Dr Omneya Abdelsalam, is the platform for the Schools growth in this area. It explores how Islamic nance can expand into both the Islamic and Western nancial markets and what the mainstream nancial institutions can learn from Islamic nancial practices in their recovery. The Centre encourages inter-cultural and inter-religious dialogue as well as co-operation with secular ethical initiatives in order to work towards a more ethical and stable nancial and world economy.

Competitive Manufacturing Operations

Manufacturers are increasingly choosing to link a portfolio of services to their products. This services-led competitive strategy is achieved through a process known as servitization. These services strengthen relationships with customers, create new and resilient revenue streams and set high barriers for competition. Professor Tim Baines specialises in the realisation of competitive manufacturing operations and has worked with many services-led companies including Rolls-Royce, Caterpillar, Alstom, MAN and Xerox. Tims in-depth research investigates the operations and strategies employed by many of these manufacturers, making best practice available to other organisations who wish to compete in this effective way.

A viable alternative to current prot-orientated approaches

16 Research that makes a difference

Case Study Benchmarking for business incubators

Dr Nicholas Theodorakopoulos

In the Spotlight

Reliable information on the performance and impact of business incubators is a pressing need for those involved in this increasingly important eld. This new project will provide rigorous research to underpin improved practice and evidence-based policy at local, regional, national and international levels. It builds on two previous studies which identied reliable assessment and on-going peer support as vital components in supporting business incubation management. Nurturing a community of business incubation management practice The project is led by Dr Nicholas Theodorakopoulos and is undertaken in collaboration with UK Business Incubation (UKBI), with funding of 83,145 from the Economic & Social Research Council (ESRC). It focuses on the exchange of knowledge between Aston Business School, UKBI and managers of incubators in the UK. It aims to ne-tune and make more widely available a prototype on-line assessment tool which business incubator managers can use to evaluate their performance against agreed best practice, and consistently monitor their impact. The tool will provide the information required to identify incubation managers development needs and will work as a reference object for nurturing a new Community of Practice for incubation managers.

Research that underpins and encourages innovation The research team will consider a cross-section of business incubation environments, including those with social inclusion, community and regeneration objectives. Incubator managers will be interviewed faceto-face and their use of the prototype tool will be observed. Together with a consideration of each businesss policies and strategic plans, the information gathered will be used to ne-tune the prototype and populate a database of comparable information about their management, performance and impact. Moreover, focus groups and surveys of client rms within each incubator will provide a triangulated picture. The above will allow the development of a rigorous and relevant assessment tool, which will be added to UKBIs portfolio of services, and thus disseminated to an extensive network of practitioners. In addition, results will be shared via conferences, academic journals and a series of workshops. The project will serve as a springboard for further research in this domain, contributing to the knowledge-base on business incubators, their performance and impact. It is anticipated that entrepreneurship policy on business incubation and technological innovation management will be informed by the outcomes of this project.

Impact The on-line assessment tool will enable managers to align with best practice, improve value-added services and better support enterprises through improved incubation expertise. The establishment of a community of business incubation management practice will provide opportunities for peer support and knowledge sharing. Together, these will promote innovation, economic growth, employment generation, social mobility and cohesion. In addition, the data generated will contribute to evidence-based policy, and provide policy makers with reliable information on the longer-term impact and added value of business incubation. Project leader Dr Nicholas Theodorakopoulos commented: This project will offer and make widely available an applicable tool for improving business incubation performance. It is expected to have a high, multiple impact across a host of stakeholders, ranging from business incubator managers to incubatees, researchers and policy makers in this domain. As such, it will add to relevant knowledge-bases and spur employment generation, innovation and socioeconomic growth at different levels. For further information, please contact: Dr Nicholas Theodorakopoulos T: +44 (0)121 204 3472 E: n.theodorakopoulos@aston.ac.uk

Dr Nicholas Theodorakopoulos Research that makes a difference 17

Research Focus 3 Entrepreneurship and sustainability

Entrepreneurship and sustainability are vital to economic growth and stability. We aim to advance the understanding of new and emerging challenges and develop robust strategies to meet them. We create tools that can be replicated worldwide, enabling communities, policy makers and practitioners to generate sustainable business solutions. Our research analyses entrepreneurial activity and the impact of sustainability on developing economies and we promote the principles of Corporate Social Responsibility to organisations and economies worldwide.

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Research that makes a difference

Centre for Sustainability and Innovation (CSI)

The Centre for Sustainability and Innovation is an inter-disciplinary research centre focusing on sustainability, innovation and green issues. Over the past three years, with funding from Aston University, it has sponsored a series of seed corn grants covering such topics as corporate climate change reporting in the media, community engagement in sustainability, greenwash in corporate reporting, lifelong learning, sustainability and urban regeneration, semantic technologies and sustainability.

Climate change and corporate social responsibility

With funding from the British Council, Drs Ataur Belal and Stuart Cooper, with Professor Prasanta Dey, are working in collaboration with researchers at Dhaka University in Bangladesh to heighten awareness of environmental and climate change issues amongst business leaders. The project focuses on Corporate Reporting and Embeddedness of Environmental and Climate Change Issues in Bangladesh. It has investigated the reporting practices of the Top100 companies on the Dhaka Stock Exchange, and developed case studies of UK multinationals operating in Bangladesh and their domestic counterparts. In addition, interviews were held with stakeholders from international agencies, NGOs, professional bodies and business associations. The results of the research will inform future corporate social responsibility (CSR) policies of the government of Bangladesh, one of the developing countries most vulnerable to the effects of climate change.

Research that makes a difference

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Professor Prasanta Dey is collaborating with colleagues from the School of Engineering and Applied Science to oversee the construction of a combined heat and power plant in a remote village in northern India. The plant enables regional farmers and their families to access a cheap, renewable and reliable energy source that in turn can help remote villages to generate an income and escape from a fuel poverty cycle.

Aston India Foundation for Applied Research (AIFAR)

The Aston India Foundation for Applied Research works to disseminate knowledge that will signicantly improve operations and protability for corporations in India or those with Indian interests abroad. Business and engineering academics, in collaboration with the Indian Institute of Technology in Delhi, are working on a three-year, 3million Science Bridges project to look into tackling energy poverty in India by using waste products to generate power. Supported by Research Councils UK (RCUK) and the Indian Department of Science and Technology (DST),

The research will also investigate renewable biomass technologies in the UK, which are currently being developed by Aston Universitys European Bioenergy Research Institute (EBRI). The ndings of this research will contribute to Birminghams 2025 target to reduce greenhouse gas emissions by 60%. AIFARs Director Professor Pawan Budhwar recently completed a Strategic HRM Foundation funded project (US $36,228) with Mohan Thite and Adrian Wilkinson of Grifth University, Australia, which helped develop and apply a framework to examine the nature of global HR strategies and practices in eight Indian multinational companies. The analysis has provided insights into the motives, strategic opportunities and constraints in cross-national transfer of HR polices and practices in a multi-polar world.

Tackling energy poverty in India by using waste products to generate power

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Research that makes a difference

Case Study Entrepreneurship: the key to economic recovery?

Professor Mark Hart

In the Spotlight

Entrepreneurial activity can contribute to growth and national competitiveness. Professor Mark Hart, an expert on small business and enterprise, leads a UK team in collaboration with Dr Jonathan Levie at Strathclyde Business School on a project that analyses the contribution of entrepreneurial aspiration, intention and activity to economic recovery. The Global Entrepreneurial Monitor (GEM) Each year the Global Entrepreneurial Monitor (GEM) analyses the rate of entrepreneurial activity between countries, and uncovers factors underpinning the differences which can impede or enhance enterprising activity and national output (www.gemconsortium.org). GEM UK specically analyses comparative measures across the home nations of the UK. The results help both the private and public sectors by enabling organisations to understand the scale and nature of entrepreneurial activity. GEM UK is identied as a key player in providing intelligence and evidence of the drive to boost UK enterprise. Since it came to Aston Business School in 2008 the GEM UK project has attracted in excess of 1million in external research funding.

Research that develops sustainable economic communities GEM UK understands the challenges faced by individuals and communities aiming to succeed in entrepreneurial activity. The project deepens our insight into the variation in entrepreneurial intention and activity across groups such as young adults, womens enterprise and ethnic minorities to identify the challenges that impede progress and to recognise new opportunities for success. A principal user of GEM UK is the Department for Business, Innovation and Skills (BIS) who use the ndings to understand the contribution of entrepreneurship to the economy. In 2010, the study was set against the backdrop of a world still struggling to emerge from the 20082009 recession, with a number of nations undergoing major reforms in the effort to stabilise their economies. Nevertheless, the survey found that the UK fared relatively well, with the percentage of working age individuals who agreed there were good opportunities for starting a business in their local area in the next six months increasing from 24% in 2009 to 29% in 2010. Professor Hart stresses, however, that it takes more than the absolute numbers of entrepreneurs to impact economic development. The ndings suggest that it is the quality of the businesses which drives growth and sparks innovation, and which encourages participation in the international marketplace.

Impact This extensive research enables policy makers to gain a wider understanding of the impact and contribution individuals can make to economic growth, with an emphasis on how governments can encourage entrepreneurial activity. In particular, Professor Hart emphasises that: The GEM UK evidence, combined with the results from other comparable countries, allows us to identify the bottlenecks to the entrepreneurial process, which provides policy makers with greater insight into the areas in which they should be developing initiatives. For further information, please contact: Professor Mark Hart T: +44 (0) 121 204 3048 E: mark.hart@aston.ac.uk

Professor Mark Hart Research that makes a difference 21

Research Focus 4 The practice of strategy, change management and performance management
Our research enables organisations to increase their strategic agility and develop sustainable strategies which meet the needs of multiple stakeholders. In addition we demonstrate how organisations can manage and lead through change, identifying areas in which they can adapt to changing markets and develop a competitive advantage within them. Our research also underpins the development of more competitive consumer markets.

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Research that makes a difference

The TRANSFORMATION Project

The way an organisation deals with project management has a huge impact not only on its own performance but also on the lives of its customers. The cost of project failure can be immense, and not only in nancial terms. Led by Dr Michael Butler, with funding of 99,785 from the Economic & Social Research Council (ESRC), and supported by the Association for Project Management (APM), the TRANSFORMATION Project has built on knowledge gained from the public, third and private sectors to create two new management toolsets: the Receptivity for Change Toolset and the Actor Analysis Toolset. The Receptivity for Change Toolset helps organisations to identify factors that enable or hinder their ability to implement change, while the Actor Analysis Toolset produces detailed summaries on the people and organisational processes involved, and outlines their potential impact on the change project. The toolsets allow organisations to see where their efforts should be channelled, focusing on turning resistant actors, actor groups and organisations into proactive ones whilst keeping on board those who already support the change.

Aston Centre for Critical Infrastructure and Services (ACCIS)

ACCIS delivers cutting edge research into the challenges of critical infrastructure service industries. Current policy proposals aim to liberalise the water industry and promote competition by separating charges in the water industry supply chain. Dr David Saal, in collaboration with Alexandros Maziotis and Pablo Arocena from Universidad Pblica de Navarra in Spain, has developed strategic research methods to look at how to make the water industry a more competitive market. The research analysed upstream (water collection) and downstream (water distribution) practices and outlines where savings could be made. The research, funded by Severn Trent Water, is being used by the water industry to inform policy, and offers valuable lessons for the current reform debate in England and Wales.

Research that makes a difference

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Evacuation Responsiveness by Government Organisations (ERGO)

When natural disasters or man-made emergencies occur, effective evacuation planning is vital for minimising casualties and speeding recovery, and is a major concern for government organisations across the world. Aston researchers have been leading a 444,925 threeyear project funded by the European Commission Directorate-General Home Affairs to analyse the preparedness of EU countries for mass evacuation. Contributors from 10 countries have worked on a framework covering six areas: preparing the public, understanding the evacuation zone, making the decision to evacuate, disseminating the warning message, evacuating pedestrians and trafc, and shelter management.

A key benet of the ERGO project has been the increase in networking and collaboration between Emergency Management Agencies in different countries. Aston Business School hosted an International Conference on Emergency Preparedness (InterCEPt), a unique opportunity for academics, practitioners and policy makers to share insights, plans and approaches to prepare governments for when disaster strikes, as well as to identify ways of preparing the public to respond to major incidents. Work is also being undertaken on developing a standard on mass evacuation with the International Standards Organisation.

Analysing the preparedness of EU countries for mass evacuation

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Research that makes a difference

Case Study Reinsurance, London compared with Bermuda: an ethnographic comparison of the basis of trading and the implications for future evolution
Professor Paula Jarzabkowski

In the Spotlight

The reinsurance industry Recent changes in technology and regulation have intensied competition in insurance markets. Professor Paula Jarzabkowski, a leading authority on strategic management in the Economics and Strategy Group, won a Business Placement Fellowship funded by the ESRC and the Insurance Intellectual Capital Initiative (IICI) (total 170,999), to examine the benets of a exible approach to the underwriting process. Face-to-face or electronic interaction: which to use? The research considered the London and Bermuda reinsurance markets. Lloyds of London have built their market around a central physical location where businesses value face-to-face contact at the point of their decision making. Bermuda operates more remotely and makes greater use of electronic trading, exploiting regulatory and taxation conditions without being bound to a particular physical location.

Research that enables organisations to strategise effectively The report produced by Professor Jarzabkowski, entitled Trading Risk: the value of relationship, models and face-to-face interaction in a global reinsurance market, analysed the strengths and weaknesses of the reinsurance underwriting and broking practices in both the Lloyds and Bermuda marketplaces. The strengths of each were identied so that both markets can in future determine which process would be most effective for each transaction, increasing efciency and effectiveness in the underwriting process. Further research Following the success of this research, Professor Jarzabkowski achieved a second Business Placement Fellowship, again funded by the ESRC and the IICI (total 175,625). Her new report Trading Risks: the role of European rms in the global reinsurance market builds on the rst project by focusing on trading practices in European reinsurance markets. In contrast to Lloyds and Bermuda, European reinsurance buying is mostly direct, without intermediation by a broker. The comparison of direct and mediated trading is an important addition to the research, and the inclusion of Europe produces a global dataset covering the three main reinsurance markets that between them account for 94% of the global market.

Impact Reinsurance rms and broking houses worldwide are now able to evaluate and strengthen their practices systematically, identifying when best to use face-toface, electronic or direct trading. They will also be better placed to capitalise on recent industry changes. In addition, Professor Jarzabkowskis research enables the reinsurance industry to understand the training and development implications of each means of conducting business, helps policy makers to picture how future markets will develop, and promotes good practice to the benet of all stakeholders. For further information, please contact: Professor Paula Jarzabkowski T: +44 (0) 121 204 3139 E: p.a.jarzabkowski@aston.ac.uk

Professor Paula Jarzabkowski Research that makes a difference 25

Helping businesses improve competitiveness, productivity and performance

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Engaging with Business

Aston Business School has an excellent reputation for innovative, relevant and impactful research. Researchers at the School have expertise in areas that make a real difference and are committed not only to generating knowledge but also to applying and transferring this to create sustainable business solutions.
Our expertise can give businesses a real competitive advantage. We work with businesses in many ways at tactical and strategic levels to best suit circumstances, including: > Short term projects and placements > Access to UK and EU funding > Bespoke research collaboration > Executive development. We have a long track record of successful research collaboration with businesses of all sizes. For example: >  Aston University is a leading provider of Knowledge Transfer Partnerships >  We were also the lead partner in the landmark EREBUS (Engaging Research for Business Transformation) capacity building cluster which facilitated funded and part-funded projects with businesses connected to the West Midlands.

Engaging with business

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Knowledge Transfer Partnerships One example of collaboration at a strategic level is Knowledge Transfer Partnerships (KTPs), in which we partner organisations to develop interventions and embed knowledge that together deliver tangible commercial benets and make a lasting contribution to their success.

Knowledge Transfer Partnerships is a UK-wide scheme designed to help businesses improve their competitiveness, productivity and performance. These part-funded programmes enable businesses to access our skills and expertise to help their business develop. A qualied graduate (Associate), recruited for the project, works with the business for a period of one to three years to devise and thoroughly embed the solutions and knowledge to meet its particular strategic needs. Throughout the programme, the Associate is mentored by one of our leading academics and one of the businesss own managers to ensure the new capability is robust and meets the requirements.

Business benets The precise benets of a KTP to an organisation vary depending on the project. Latest information nationally shows that, on average, recent partnerships have resulted in: >  An increase of over 240,000 in annual prots before tax >  The creation of two genuine new jobs >  Enhanced skills for existing staff. Indicative costs for small and mediumsized enterprises (SMEs) are around 20,000 per year, and for large organisations around 30,000 per year. This covers the employment cost of the graduate and academic support and also includes a provision for equipment, travel costs and the continued personal and professional development of the Associate. In addition, the Technology Strategy Board makes a signicant contribution to the overall costs of the KTP programme.

Recent KTP poster event 28 Engaging with business

KTPs can benet a wide range of businesses across many sectors, including micro, small and large businesses, or public sector organisations. KTPs recently awarded include:

Dr Matthew Hall and the National Skills Academy for Power (jointly with the School of Engineering and Applied Science) Working with the National Skills Academy for Power, this project aims to capture and store the knowledge and skills of an ageing workforce in the electrical power industry to enable the development of training and resources for future staff. Dr John Rudd and the British Association of Social Workers (BASW) This two-year KTP has transformed BASW, the UKs largest membership association for social workers, into a market orientated organisation at strategic and operational levels. Information-based decision processes have been embedded which facilitate adaptive strategic planning and membership retention levels have signicantly improved.

Dr Ben Clegg and Higgs & Sons Aston Business School academics are partnering with award-winning law rm Higgs & Sons to implement an innovative cultural change programme that will impact on their performance through a better understanding of client needs, re-examining pricing strategy and challenging operational processes. For further information, please contact: Tony Jay Business Development Manager, Business Partnership Unit T: +44 (0) 121 204 4236 E: a.s.jay@aston.ac.uk

Nationally, recent partnerships have resulted in an average increase in pre-tax annual prots of over

240,000

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Engaging Research for Business Transformation (EREBUS)

In an era of increasing competition, organisations (especially SMEs with limited market power and resources) need to continually innovate to transform their business. Effective knowledge transfer between universities and SMEs can help such transformation, leading to increased employment, productivity and protability. The EREBUS capacity building cluster was developed in collaboration with West Midlands businesses and the Economic & Social Research Council (ESRC) to enhance research that drives business innovation. This highly successful 2million initiative, funded by the ESRC and led by Aston Business School in partnership with the universities of Warwick and Birmingham, provided funding for KTPs, Co-operative Award in Science & Engineering (CASE) Studentship Awards and other shortterm collaborative opportunities. It has transformed strategy and practice in many organisations in the West Midlands.

Recent EREBUS projects have included: >  Express Energy: Review of renewables market (CASE Award) >  Department of Health: Learning and innovation in health care technology (CASE Award) >  Warwickshire Police: Delivering faster police response times through process efciency (KTP) >  Aquarius Action Projects: Developing a business strategy and operational processes in a changing funding environment (KTP) >  SigmaPro: A systems approach to integrating lean thinking and Six Sigma (CASE Award). For further information, please contact: EREBUS Project Manager E: erebus@aston.ac.uk T: +44 (0) 121 204 3249 www.erebus-cbc.com

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Engaging with business

Case Study Developing an inhome care business to provide home based alternatives to in-hospital services such as renal haemodialysis
Dr Graham Leask

In the Spotlight

Kimal is a successful Midlandsbased company which develops, manufactures, markets and distributes innovative medical devices, capital equipment and customised procedural solutions globally. It has built an excellent reputation as a provider of renal haemodialysis products and services to the NHS. Currently there are around 20,000 dialysis patients in the UK and this is predicted to increase by 8% per annum. Technology and service delivery in the sector is rapidly changing. Government policy is to migrate from in-hospital to in-home services wherever this can be shown to offer improved clinical outcomes for patients whilst generating cost savings and societal benets. These have been demonstrated in the case of renal haemodialysis; inhome dialysis frees patients from the constraint of regular hospital sessions and means that they can work and lead a normal life. An additional benet is the reduced risk of cross-infection compared to hospital patients.

A seven-fold target increase in in-home treatments has been set. To ensure that they are positioned to respond to this changing service delivery model, Kimal has entered into a two-year Knowledge Transfer Partnership with leading academics at Aston Business School, funded by the Economic & Social Research Council through the EREBUS capacity building cluster. This 128,582 project is led by Dr Graham Leask, with Dr Rakesh Bissoondeeal and a strong team of colleagues from the Economics and Strategy Group. The group has considerable experience of competitive strategic development and performance measurement in many sectors, including healthcare and pharmaceutical.

The impact of the KTP The key outcome of this project will be a health economic model which will help NHS decision makers understand the overall costs of dialysis. The model will use ground level nancial data allowing hospitals to make evidence driven decisions on the treatment of their own patients. This will enable Kimal to become a market leader in in-home renal care, and pave the way for the company to expand into other in-home care products and services. The partnership won the Innovation Award at the 2011 Medilink West Midlands Healthcare Business Awards. The awards, hosted by industry support specialists Medilink West Midlands, celebrate the commercial triumphs of the very best rms in the region. The project was also highly commended in the Partnership with NHS/Academia category. Mark Jenner, Commercial and Supply Manager with Kimal, said of the win: This is great recognition of how important it is to collaborate with the right organisations and institutions to help adopt new technology and innovations. For further information, please contact: Dr Graham Leask T: +44 (0) 121 204 3150 E: g.leask@aston.ac.uk

Dr Graham Leask Engaging with business 31

At the forefront of professional practice

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Research Degrees at Aston Business School

Our Research Degrees Programme brings together an intellectually stimulating community of doctoral students from a range of academic and professional backgrounds. We specialise in research that addresses issues of practical relevance, and is both theoretically advanced and at the forefront of professional practice.

Research Degrees Programme

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Our Research Degrees Programme combines academic rigour with comprehensive training in qualitative and quantitative research methodologies. Students working towards a doctorate are expected to make a tangible contribution to knowledge and develop their research and professional capacities to the highest level.

Aston Business School brings together more than 150 research students from more than 40 countries, ensuring that the research we undertake is of global relevance. Our Research Degrees Programme comprises an integrated portfolio of research degrees that provide students with the opportunity to pursue independent research within a well-structured and supportive framework. MSc in Management Research (by Research) The Aston MSc in Management Research (by Research) enables students to pursue independent research within a more contained framework. This programme incorporates a taught Research Management Course alongside an extended research project. MPhil/PhD in Management The MPhil and PhD degrees are awarded for research that makes an original contribution to knowledge in a particular area. Our PhD students are supervised by academics who are at the leading edge of research in their elds.

Executive Doctorate of Business Administration (DBA) The Aston DBA is a professional doctorate for executives who wish to undertake an original investigation into a real business and management issue. Executive Doctorate researchers develop their intellectual, business and research expertise to the highest levels and graduate as knowledge leaders in their subject. For further information, please contact: Jeanette Ikuomola Research Degrees Programme Administrator T: +44 (0) 121 204 3219 E: j.ikuomola@aston.ac.uk

Combining academic rigour with comprehensive training

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Research Degrees Programme

Case Study Intuition in strategic decision making

Neil Shepherd

In the Spotlight

Aston graduate Neil Shepherd is researching how executives use their intuition and experience when they make strategic decisions. Neil rst graduated from Aston Business School in 2004 with a rst class BSc (Hons) in Managerial and Administrative Studies. He then went to work for KPMG in London for ve years, where he qualied as a chartered accountant and worked in audit and in mergers and acquisitions. He returned to Aston in 2009 to do his MSc (by research) in Strategic Management, graduating in 2010 with distinction. In October 2010 Neil began his PhD.

Neil describes his time as an undergraduate at Aston as the best four years of my life. He says he felt well-supported academically, and valued the helpfulness of the support staff and management teams. He likened his experience to being part of a community, which he calls the Aston Family. So when it came to choosing where to do his Masters and PhD, there was no contest. Neil says: I didnt consider any other university; I knew how happy Id been at Aston. He identies the key factors about his Aston experience that have helped shape his career to date. The practical nature of the degrees makes graduates very employable, and the placement year enables you to try things out, and see what you really want to do. Finally, I was compelled to come back here for my PhD because as an undergraduate I had been so inspired by the lecturers insights. I wanted to come back and be part of that community to follow in the footsteps of the lecturers who had taught me.

Effectiveness of strategic decisions As part of his PhD Neil is researching executives use of intuition and experience in strategic decision making. Strategic decisions critically affect the health and survival of organisations. Yet despite their importance, and the prominent role that intuition and experience are assumed to play in such decisions, very little research exists in this area. I am passionate about this subject, says Neil. Strategic decision making has a massive impact on organisations, and can make or break a business. Through this research, I want to be able to help executives make better decisions. Neils research is funded directly by the Economic & Social Research Council. For further information, please contact: Neil Shepherd E: shepheng@aston.ac.uk

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Aston Business School research impacts society on a local, national and global scale

Aston Business School Aston University Aston Triangle Birmingham B4 7ET United Kingdom Tel: +44 (0)121 204 3000 www.aston.ac.uk/abs/research