- Strategic Cognition,
- Strategic Planning and Implementation,
- Business Strategy and Supply Chain Interface,
- Organisational Restructuring, Mergers and Acquisitions,
- Corporate Responsibility
Professor Abby Ghobadian is a Professor of Management at Henley Business School, having joined in 2007 and previously holding roles of Academic Dean and the Department Head of Leadership, Organisations and Behaviour.
Abby's research interests lie in examining the reasons for heterogeneous organisational performance and how organisational performance can be improved. He has published more than 110 refereed articles in major journals, 7 research monographs, 2 edited books, more than 50 books chapters, and more than 130 conference papers.
Abby is an experienced PhD supervisor, having supervised over 30 doctoral students to completion.
Abby chaired the British Academy of Management (BAM) and is a past president of BAM. Previously he served on the ABS’s executive committee and chaired its research committee. He also served on the Chartered Management Institute’s academic advisory council as well as the Department of Business, Innovation and Skills’ business school task force, the All Parliamentary Party Group (AAPG) on the future of management and as a member of working party establishing standards for level 7 apprenticeship Masters.
Abby is the co-editor of the Journal of Strategy and Management. He serves on the editorial board of journals in the UK, USA and Hungary. He is a member of the Economic and Social Research Council’s peer review college and was awarded an honorary doctorate by the University of Pecs, Hungary in 2004. He was elected a fellow of BAM in 2008 and a fellow of the Academy of Social Sciences in 2010. Abby was made a Companion of Chartered Management Institute in 2014.
O'Regan, N., Kling, G. and Ghobadian, A. (2009) Back to the future: organic growth driving shareholder value. In: Strategic Management Society: Strategies in an uncertain world, 11-14 Oct, Washington DC, USA.
Ghobadian, A. (2009) An integrative framework for strategy process based on its theoretical roots. In: British Academy of Management Conference, 15-17 Sept, Brighton.
O'Regan, N., Ghobadian, A. and Kling, G. (2008) The knowledge we have: grand strategies in the practice of strategy. In: Strategic Management Society, 12-15 October, Cologne. (Unpublished)
O'Regan, N., Sims, M. and Ghobadian, A. (2008) Outsourcing: enhancing organisational performance. In: British Academy of Management, Sept 2008, Harrogate. (Unpublished)
Gallear, D. and Ghobadian, A. (2008) An explanatory study of partner selection and retention decisions and risk perceptions on buyers-suppliers partnership orientation. In: Proceeding of British Academy of Management, Sept 2008, Harrogate. (Unpublished)
O'Regan, N., Ghobadian, A. and Kling, G. (2008) Back to the future: a fresh look at Pearce and Robinson's grand strategies. In: Academy of Management Conference, 8-13 August, Anaheim, CA. (Unpublished)
Veeti, M.K., Ghobadian, A., O'Regan, N. and Gallear, D. (2008) Generic strategies and performance. In: British Academy of Management , Sept 2008, Harrogate. (Unpublished)
Ghobadian, A., Urwin, P., O'Regan, N. and Gallear, D. (2008) Ownership and the strategic behaviour of small and medium size manufacturing firms. In: British Academy of Management, Sept 2008, Harrogate. (Unpublished)
Viney, H. and Ghobadian, A. (2008) A stakeholder identification and salience theory for non-traditional operating modes. In: British Academy of Management, Sept 2008, Harrogate. (Unpublished)
- Strategic Cognition
- Strategic Planning and Implementation
- Business Strategy and Supply Chain Interface
- Organisational Restructuring, Mergers and Acquisitions
- Corporate Responsibility