Timothy Devinney
Timothy Devinney is Professor and Chair of International Business at Manchester Alliance Business School, University of Manchester (UK). Prior to this he was University Leadership Chair and Professor of Strategy and International Business at Leeds University Business School (LUBS) and the former Pro Dean of Research & Innovation at LUBS. Prior to moving to the Uk he was a Professor and Professorial Research Fellow at the Australian Graduate School of Management (AGSM) -- Director of the Centre for Corporate Change and the AGSM Executive MBA -- and Professor (Conjoint) in the Faculty of Medicine at the University of New South Wales. He also had a short stint as Professor of Strategy at the University of Technology, Sydney. Before joining the AGSM he held positions on the faculties of The University of Chicago, Vanderbilt University and UCLA and has been a visiting faculty member at numerous universities in Europe (Copenhagen Business School, Humboldt University-Berlin, Wirschaftsuniversität Wien, and the Universities of Hamburg, Trier, Konstanz, Ulm & Frankfurt) and Asia (Hong Kong University of Science and Technology & City University, Hong Kong) and taught at many others (e.g., CEIBS, Helsinki University of Technology & Helsinki School of Economics). He has published over a dozent books -- e.g., Managing the Global Corporation (with J. de la Torré and Y. Doz, 2000) and The Myth of the Ethical Consumer (with P. Auger and G. Eckhardt) -- and more than 100 articles in leading journals including Management Science, the J. of Business, The Academy of Management Review, J. of Intl Business Studies, Organization Science, California Management Review, Management International Review, J. of Marketing, J. of Management, Long Range Planning, J. of Business Ethics, MIT Sloan Mgt Review, and the Strategic Management Journal. He has presented papers and addresses at more than 200 universities and conferences in the last ten years. In 2008 he was the first recipient in management of an Alexander von Humboldt Research Award (Forschungspreis) and was Rockefeller Foundation Bellagio Fellow. He is a Fellow of the Academy of International Business, the Academy of Social Sciences, and a Distinguished Member (Fellow) of the Australia New Zealand Academy of Management.
Timothy is heavily involved in the international networks of scholar. He served as Chair of both the International Management Division of the Academy of Management and the Global Strategy IG of the Strategic Management Society. He is the co-editor of The Academy of Management Perspectives, co-editor of the Advances in International Management series (Emerald Publishers), Co-Editor of Annals in Social Responsibility, and the Director of the International Business & Management Network of SSRN. He ran the 2001 Academy of International Business Conference in Sydney. He was a member of the Executive of ANZAM (Australia New Zealand Academy of Management) and was named a Fellow in 2008. He is on the editorial board of more than 12 of the leading international journals. He was an International Fellow under the auspices of the AIM Initiative in the UK, which gave him a Professorship at London Business School. He is one of the largest recipients of Australia Research Council funding in the last five years having won over $11,000,000 in supported research from the ARC and other organizations.
Timothy has taught in numerous executive programs in Australia, USA, Germany, Austria, France, Finland, Korea, India, China, Turkey and the Netherlands, as well as having worked and consulted with corporations world wide, including Apple Computer, Anadolu (Turkey), Telekom Austria, LG (Seoul), Boral, AT Kearney, GEC-Alsthom, AMP, TMP, Freshfields (UK) GM/Holden, CSR, Mobil, Koppers Industries, SAP, Rolls Royce (UK), SAS Institute, Hanimex/Rabbit Photo, Sabanci Holdings (Turkey), Thomson Publishing, Transfield, and Westfield Holdings—as well as many small Internet startups—e.g., Agribuys (US), Haburi (Denmark), Maconomy (Denmark), and ChateauOnline (France)—and governments and non-profits—e.g., the PRC (China), the government of PNG, Amnesty International, The Property Council of Australia, Invest Australia, Australian Manufacturing Council and the City of Sydney, to name only a selection. He was a panel member of the Australian Federal Government’s Research Quality Framework, responsible for the allocation of $600M in annual funding.
Timothy’s degrees are: BSc (Magna Cum Laude – Psychology and Applied Mathematics), Carnegie Mellon University; MA, MBA, PhD (Economics), University of Chicago.
Phone: +44 (0)77 9302 3516
Address: Alliance Manchester Business School
Booth Street West
University of Manchester | Manchester | M15 6PB | UK
Timothy is heavily involved in the international networks of scholar. He served as Chair of both the International Management Division of the Academy of Management and the Global Strategy IG of the Strategic Management Society. He is the co-editor of The Academy of Management Perspectives, co-editor of the Advances in International Management series (Emerald Publishers), Co-Editor of Annals in Social Responsibility, and the Director of the International Business & Management Network of SSRN. He ran the 2001 Academy of International Business Conference in Sydney. He was a member of the Executive of ANZAM (Australia New Zealand Academy of Management) and was named a Fellow in 2008. He is on the editorial board of more than 12 of the leading international journals. He was an International Fellow under the auspices of the AIM Initiative in the UK, which gave him a Professorship at London Business School. He is one of the largest recipients of Australia Research Council funding in the last five years having won over $11,000,000 in supported research from the ARC and other organizations.
Timothy has taught in numerous executive programs in Australia, USA, Germany, Austria, France, Finland, Korea, India, China, Turkey and the Netherlands, as well as having worked and consulted with corporations world wide, including Apple Computer, Anadolu (Turkey), Telekom Austria, LG (Seoul), Boral, AT Kearney, GEC-Alsthom, AMP, TMP, Freshfields (UK) GM/Holden, CSR, Mobil, Koppers Industries, SAP, Rolls Royce (UK), SAS Institute, Hanimex/Rabbit Photo, Sabanci Holdings (Turkey), Thomson Publishing, Transfield, and Westfield Holdings—as well as many small Internet startups—e.g., Agribuys (US), Haburi (Denmark), Maconomy (Denmark), and ChateauOnline (France)—and governments and non-profits—e.g., the PRC (China), the government of PNG, Amnesty International, The Property Council of Australia, Invest Australia, Australian Manufacturing Council and the City of Sydney, to name only a selection. He was a panel member of the Australian Federal Government’s Research Quality Framework, responsible for the allocation of $600M in annual funding.
Timothy’s degrees are: BSc (Magna Cum Laude – Psychology and Applied Mathematics), Carnegie Mellon University; MA, MBA, PhD (Economics), University of Chicago.
Phone: +44 (0)77 9302 3516
Address: Alliance Manchester Business School
Booth Street West
University of Manchester | Manchester | M15 6PB | UK
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Books by Timothy Devinney
This link contains the table of contents for the volume. The volume will be available in June 2013.
The attachment is the Table of Contents for the Volume
The attached document is Chapter 4 from the Book: "Corporate Strategy in a Nutshell.""
The book is now out of print but available (without appendices) here."
The attachment contains the introduction and table of contents plus a comprehensive bibliography."
Papers by Timothy Devinney
This link contains the table of contents for the volume. The volume will be available in June 2013.
The attachment is the Table of Contents for the Volume
The attached document is Chapter 4 from the Book: "Corporate Strategy in a Nutshell.""
The book is now out of print but available (without appendices) here."
The attachment contains the introduction and table of contents plus a comprehensive bibliography."
The debate was motivated by the authors of "Towards Common Ground and Trading Zones in Management Research and Practice," BJM, Romme, et al. and the panel included Denise Rousseau, Jean Bartunek, Andy Van de Ven, and Mark Learmonth and me.
While this campaign and those against Harvard, Oxford, Sydney and other universities are great at generating publicity – the Wellcome Trust announced it had already sold off its £94m investment in ExxonMobil – they may be doing more harm than good.
This pressure for efficiency and austerity has prompted many people to question the level of pay received by university presidents and vice chancellors. But is this fair? From one perspective these individuals are heading billion dollar organizations whose complexity rivals many large corporations. From another perspective they are quasi public servants with few opportunities to really change the institutions they run. While each perspective guides us to a different market for talent, it is clear that there is an active market for these positions. It is this aspect of the debate we investigate.
The attachment describes the process for submitting to the journal.
The argument I will make in this essay is that this nearly pathological angst that business school academics have exhibited over the last several decades is misplaced. Indeed, the practical impact that business academics have is extraordinarily immense. It is just different from the practical impact that arises when bio-geneticist discovers the underlying source of a disease. In addition, part of the difficulty faced by business school academics is a classic two-sided informational and motivation problem. In the early 21st Century two rom-com films came out. One entitled “What Women Want” (2000) – about a sleazy advertising executive with the ability to hear what women think about him – and another “He’s Just Not That Into You” (2009) – about a woman who consistently misreads romantic/non-romantic signals. Business academics and practitioners are reflected in these two films in that one cannot have a problem – perceived or real – without both parties lacking in both capabilities to understand one another and the ability to read the signals that are being sent. Relationships are always two-way streets and relationships are not saved or exist for long without both parties to that relationship being respectful, adaptive, and understanding. Finally, while academics may bemoan the science-practice gap that lies at the root of what I will be discussing, much of the problem is institutional rather than individual. As I will argue, it is an institution’s choice as to the portfolio of academics it hires and promotes and what it rewards and punishes. Similarly, in the corporate world, the extent to which companies, as opposed to individuals, are involved in intellectual development of their most valuable assets, is key to whether that company is a good vehicle for meaningful interactions with academic institutions.
Starting with Hodgman (1960, 1962), Miller (1962), Freimer and Gordon (1965), and continuing with Jaffee and Modigliani (1969), Jaffee and Russell (1976), Keeton (1979), and Stiglitz and Weiss (1981, 1983), there has been a somewhat unsystematic attempt to study the rationing phenomenon in credit markets as a reaction to risky investment by borrowers. The present paper examines these theories and outlines a more general theoretical model to explain the incentives behind non-price rationing of the sort found in credit markets. Unlike recent models (Stiglitz, 1981), rationing is shown to be pareto optimal. It is also shown, explicitly, how various regulations may impinge on lender and borrower behavior in these circumstances.
The paper is divided into two chapters. The first chapter provides background on earlier credit rationing theories and then briefly outlines the present theory and some of its implications. This theory explains why non-price rationing may be superior to price rationing along with an explicit treatment of how government regulation will affect behavior in these circumstances. Chapter II presents an empirical analysis based upon the propositions outlined in Chapter 1. It is shown that the reaction to regulatory change by consumer credit lenders is consistent with the theory.