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Professor Marc Day

Professor of Strategy and Operations Management

Marc Day 75nmq00k1


  • Strategic Management, 
  • Operations Management, 
  • Resource-based view, 
  • Buyer-supplier co-creation


GL84, Greenlands Campus

Marc Day is an experienced scholar, consultant and teacher in the areas of operations management and strategy. His particular interest is in how organisations co-create value with suppliers, and configure business.


  • PhD in manufacturing strategy, University of Keele

Teaching experience

  • Strategy, MBA level (all modes of study)
  • Research skills, MBA level (all modes of study)
  • Research Philosophy, DBA Programme
  • Strategic management and Operations strategy, Executive Education

Other professional experience

  • A member of four journal editorial boards, and an experienced broadcast media commentator in the areas of strategy, operations and procurement.
  • Consulting experience ranging from intensive board-level strategic reviews through to detailed operational assessments of business & supplier performance.

Reference: Elliott, G., Day, M. and Lichtenstein, S. (2020) Strategic planning activity, middle manager divergent thinking, external stakeholder salience, and organizational performance: a study of English and Welsh police forces. Public Management Review, 22 (11). pp. 1581-1602. ISSN 1471-9037 doi:
Reference: Ashok, M. , Day, M. and Narula, R. (2018) Buyer (dis)satisfaction and process innovation: the case of information technology services provision. Industrial Marketing Management, 68. pp. 132-144. ISSN 0019-8501 doi:
Reference: Day, M. , Magnan, G., Hillenbrand, C. and Fawcett, S. (2017) Relational architecture and relational capability: organisational levers to support strategic supplier relationships. International Journal of Procurement Management, 10 (3). pp. 267-289. ISSN 1753-8432 doi:
Reference: Webb, M., Brown, S. and Day, M. , (2017) Collaborating for category management success. Report. Future Purchasing, Guildford. pp82.
Reference: Day, M. , Lichtenstein, S. and Samouel, P. (2015) Supply management capabilities, routine bundles and their impact on firm performance. International Journal of Production Economics, 164. pp. 1-13. ISSN 0925-5273 doi:
Reference: Dixon, S. E. A., Day, M. and Brewster, C. (2014) Changing HRM systems in two Russian oil companies: Western hegemony or Russian spetsifika? International Journal of Human Resource Management, 25 (22). pp. 3134-3156. ISSN 1466-4399 doi:
Reference: Dixon, S., Meyer, K. and Day, M. (2014) Building dynamic capabilities of adaptation and innovation: a study of micro-foundations in a transition economy. Long Range Planning, 47 (4). pp. 186-205. ISSN 0024-6301 doi:
Reference: Day, M. , Fawcett, S. E., Fawcett, A. M. and Magnan, G. M. (2013) Trust and relational embeddedness: exploring a paradox of trust pattern development in key supplier relationships. Industrial Marketing Management, 42 (2). pp. 152-165. ISSN 0019-8501 doi:
Reference: Money, K. G. , Hillenbrand, C. , Day, M. B. and Magnan, G.M. (2010) Exploring reputation of B2B partnerships: extending the study of reputation from the perception of single firms to the perception of inter-firm partnerships. Industrial Marketing Management, 39 (5). pp. 761-768. ISSN 0019-8501 doi: < >
Reference: Dixon, S.E.A., Meyer, K.E. and Day, M. (2010) Stages of organizational transformation in transition economies: A dynamic capabilities approach. Journal of Management Studies, 47 (3). pp. 416-436. ISSN 0022-2380 doi:
Reference: Day, M. , Magnan, G.M. and Munkgaard Moeller, M. (2010) Evaluating the bases of supplier segmentation: A review and taxonomy. Industrial Marketing Management, 39 (4). pp. 625-639. ISSN 0019-8501 doi: < >
Reference: Dixon, S. and Day, M. B. (2010) The rise and fall of Yukos: a case study of success and failure in an unstable institutional environment. Journal of Change Management, 10 (3). pp. 275-292. ISSN 1479-1811 doi:
Reference: Stewart, J.-A. , Day, M. , Print, C. and Favato, G. (2009) Compliance in the supply chain: implications of Sarbanes-Oxley for UK businesses. The IUP Journal of Supply Chain Management, 6 (1). pp. 7-19. ISSN 0972-9267
Reference: Mamarbachi, R., Day, M. and Favato, G. , (2008) Art as an alternative investment asset. Working Paper. Social Science Research Network (SSRN) pp22.
Reference: Day, M. , Munkgard-Moller, M. and Magnan, G.M. (2008) Evaluating the bases of supplier segmentation: a critical review and conceptual framework. In: JOMSA/ POMS/EUROMA Conference, 5-8 August 2008, Tokyo. (Unpublished)
Reference: Day, M. , Moller, M. and Magnan, G.M. (2008) A taxonomy of supplier segmentation bases: initial ideas. In: Logistics Research Network (LRN) Conference, September 2008, University of Liverpool. (Unpublished)
Reference: Day, M. , Magnan, G.M., Hughes, J. and Webb, M. (2008) Strategic supplier relationship management. Supply Chain Management Review, 12 (4). pp. 40-48.
Reference: Dixon, S. and Day, M. (2007) Leadership, administrative heritage and absorptive capacity. Leadership & Organization Development Journal, 28 (8). pp. 727-748. ISSN 0143-7739 doi:
Reference: Dixon, S., Meyer, K. and Day, M. (2007) Exploitation and exploration learning and the development of organizational capabilities: a cross-case analysis of the Russian oil industry. Human Relations, 60 (10). pp. 1493-1523. ISSN 1741-282X doi: < >
Reference: Day, M. and Lichtenstein, S. (2006) Strategic supply management: the relationship between supply management practices, strategic orientation and their impact on organisational performance. Journal of Purchasing and Supply Management, 12 (5). pp. 313-321. ISSN 1478-4092 doi: (special issue 'Conference 2006, the Fourth Worldwide Symposium in Purchasing & Supply Chain Management')
Reference: Day, M. and Atkinson, D. (2004) Large-scale transitional procurement change in the aerospace industry. Journal of Purchasing and Supply Management, 10 (6). pp. 257-268. ISSN 1478-4092 doi:


The module examines the concept of leadership, its purpose and effectiveness, before exploring organisational mission, culture, values and diversity. The concept of strategy is examined, and organisational structures are discussed...

Module code: MNM1STR


This module enables your practicing managers to develop an understanding of current thinking and approaches to strategy and the field of strategic management. Your apprentices will learn to think organisationally...

Module code: MNM2STR