My research focus can be broadly defined as examining strategy-making across contexts including the private sector (SMEs, international businesses) and the public sector (e.g., UK, Brazil). My research is international in nature exmaining strategy-making in different countries and continents (e.g., Europe, Asia, the Americas). My particular interests are in strategic improvisation, strategic decision-making and the application of resources and capabilities under uncertainty, and, the causes of strategy failure.
Paul Hughes is Chair in Strategy at Lancaster University Management School, and previously Professor of Strategy and Associate Dean for Faculty at University of Leicester School of Business. I have formerly served as Professor of Strategic Management at Leicester Castle Business School, De Montfort University, and Head (Interim) of Leicester Castle Business School. Prior to this, I was Senior Lecturer in Strategy at Durham University Business School, Durham University and Lecturer in Strategic Management at School of Business & Economics, Loughborough University, with administrative responsibility as Director of Joint Programmes and International Business Programme Director. I have been involved in strategy development, implementation, and change management processes during my career at University-level and at the Business-level.
Over a decade ago, along with Professor Anne Souchon of Loughborough University, I co-founded the ‘Improvisation Consortium’, now known as ‘Global Improvisation Dynamics’, with members from across universities in the UK, Canada and Europe. The goal of GID is to act as a research centre but across universities, expanding our research agenda on improvised decision-making, and engage with businesses on strategic decision-making. Currently, we have generated qualitative and quantitative data sets in the UK, Israel, China, Malaysia and Soth AMerica with projects successfully funded by bodies including the British Academy and University of Macau.
My teaching specialities are in strategic management but more specifically in the process of strategic management from strategy-making to transformation. Further teaching interests and experience are in strategising through uncertainty, strategic decision-making, emergent strategy and transformational strategy. I have delivered corporate education on strategy in turbulent times, coopetition, performance attributions and international marketing strategy. My teaching style is to illustrate theories through cases and real-world business practice; mix delivery with discussions; and use activities and gamification where possible. I like to discuss counter-intuitive ideas in-class (e.g., adherence to failing strategies; collaborating with competitors) and encourage critical thought by approaching ideas, concepts, and theories from multiple perspectives to challenge students. Overall, I have a consistent track record in delivering high quality teaching and winner of the Innovation in Teaching Award 2016 at Durham University on the Durham-EBS MBA, I am a multi-time finalist various teahcing awards across the insitutions that I have worked at with research published in Studies in Higher Education on business school student learning. I am also Fellow of Higher Education Academy and Fellow of Chartered Management Institute.
