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Julian Birkinshaw

Professor of Strategy and Entrepreneurship, Academic Director of the Deloitte Institute


BSc (University of Durham), PhD and MBA (Richard Ivey School of Business, Western University, Canada)

Professor Julian Birkinshaw was ranked 39th in the 2013 Thinkers50 list of the top global management thinkers. His main area of expertise is in the strategy and organisation of large corporations, and specifically such issues as innovation, corporate entrepreneurship, strategic agility and headquarters-subsidiary relationships.

He is a Fellow of: the British Academy, the Academy of Social Sciences, the Advanced Institute of Management Research (UK), and the Academy of International Business. In 2009, he was awarded an Honorary Doctorate by the Stockholm School of Economics. 

Professor Birkinshaw is the author of twelve books, including Becoming a Better Boss, Reinventing Management and Giant Steps in Management, and over eighty articles in journals such as the Strategic Management Journal, the Academy of Management Journal, the Harvard Business Review and the Sloan Management Review. 

He is regularly quoted in international media outlets, including CNN, the BBC, The Economist, The Wall Street Journal, The Huffington Post, Businessweek and The Times. 

Professor Birkinshaw speaks regularly at business conferences in the UK, Europe, North America and Australia. With Gary Hamel, he was co-founder of the Management Innovation Lab, a unique partnership between academia and business to accelerate the evolution of management.

How is Ambidexterity Initiated? Emergent versus Designed Processes

Zimmerman A; Raisch S; J M Birkinshaw

Organization Science

Key MBA Models.

Birkinshaw J M; Mark K

2014

Advancing interdisciplinary research: Insights from the JIBS special issue

Cheng JLC; Birkinshaw J; Lessard DR; Thomas DC

Journal of International Business Studies

Beware the next big thing

Birkinshaw JM

Harvard Business Review

Debating the future of management research

Birkinshaw JM; Healey M; Suddaby R; Webber K

Journal of Management Studies

Management models and business models

Birkinshaw J M ; Ansari S

Purpose with profits: How to make your pro-social goals pay

Birkinshaw JM; Foss NJ; Lindenberg S

Sloan Management Review

Make time for the work that matters

Birkinshaw J M; Cohen J

Harvard Business Review

Would your employees recommend you?

Birkinshaw J M

Sloan Management Review

2012

Ambidexterity and survival in corporate venture units

Hill S A; Birkinshaw J

Journal of Management

Subsidiary initiatives

Birkinshaw J M; Prasantham S

Uncommon sense: how to turn distinctive beliefs into action

Goddard J; Birkinshaw J; Eccles T

MIT Sloan Management Review

How global strategies emerge: an attention perspective

Bouquet C; Birkinshaw J

Global Strategy Journal

The five myths of innovation

Birkinshaw J

Sloan Management Review

2010

Getting a return on judgement

Birkinshaw J M; Jenkins H

Strategy and Business

Head

Ambos T C ; Birkinshaw J M

Management International Review

Putting organizational complexity in its place

Birkinshaw J M; Heywood S

McKinsey Quarterly

What are the consequences of initiative-taking in multinational subsidiaries?

Ambos T; Andersson U; Birkinshaw J M

Journal of International Business Studies

2009

International attention and multinational enterprise performance

Bouquet C; Morrison A; Birkinshaw J

Journal of International Business Studies

Knowledge transfer in international aquisitions: A retrospective

Birkinshaw J M; Bresman H; Nobel R

Journal of International Business Research

Organizational ambidexterity: Balancing exploitation and exploration for sustained performance

Raisch S; Birkinshaw J; Probst G; Tushman M L

Organization Science

Too big to manage?

Birkinshaw J M; Heywood S

Wall Street Journal

Transferability of the venture capital model to the corporate context: Implications for the performance of corporate venture units

Hill S A; Maula M M V J; Birkinshaw J M; Murray G C

Strategic Entrepreneurship Journal

What is your management model?

Birkinshaw J; Goddard J

Sloan Management Review

2008

Dancing with gorillas

Birkinshaw J; Prasantham S

California Management Review

Giant steps in management

Mol M; Birkinshaw J M

Management innovation

Birkinshaw J M; Hamel G; Mol M

Academy of Management Review

Organizational ambidexterity: Antecedents, outcomes, and moderators

Birkinshaw J M; Raisch S

Journal of Management

When does university research get commercialised? Creating ambidexterity in research institutions

Makela T K; Cuikerman P D'este; Birkinshaw J M

Journal of Management Studies

2007

Finding, forming and performing: creating new networks for discontinuous innovation

Birkinshaw J; Bessant J; Delbridge R

California Management Review

Finding, forming and performing: Creating new networks for discontinuous innovation

Birkinshaw J M; Bessant J; Delbridge R

California Management Review

Innovation value chain

Birkinshaw J; Hansen M T

Harvard Business Review

Managing executive attention in the global company

Birkinshaw J; Bouquet C; Chini T

MIT Sloan Management Review

Special report: management innovation

Birkinshaw J; Crainer S; Mol M

Business Strategy Review

Strategic archetypes in corporate venture. Units.

Birkinshaw J M; Hill S

Journal of Business Venturing

2006

Against the flow: reaping the rewards of management innovation

Mol M; Birkinshaw J

European Business Forum

How management innovation happens

Birkinshaw J; Mol M J

MIT Sloan Management Review

Inter-Organizational fit in global account management relationships

Birkinshaw J M; Toulan O; Arnold D

International Studies of Management and Organization

Role of inter-organizational fit in global account management

Toulan O; Birkinshaw J; Arnold D

International Studies of Management and Organization

Why do some multinational corporations relocate their headquarters overseas?

Birkinshaw J; et al.

Strategic Management Journal

Why Management Innovation Matters

Birkinshaw J M; Mol M

European Business Forum

Intrafirm competition and charter evolution in the multibusiness firm

Birkinshaw J; Lingblad M

Organization Science

Secret diary of corporate venturing

Birkinshaw J

Business Strategy Review

2004

Antecedents, consequences, and mediating role of organizational ambidexterity

Gibson C; Birkinshaw J

Academy of Management Journal

Building ambidexterity into the organization

Birkinshaw J; Gibson C

Sloan Management Review

Contextual determinants of organizational ambidexterity

Birkinshaw J M; Gibson C

Academy of Management Journal

Managing global customers

Toulan O; Arnold D; Birkinshaw J

Multinational strategy and structure: a review and research agenda

Brock D M; Birkinshaw J

Management International Review

New Perspectives on Offshoring - Optimising your Support Functions

Birkinshaw J M; Evison A; Barden R; Terjesen S

European Business Forum

Shifting strategic focus

Evison A; Birkinshaw J; et al.

European Business Forum

Strategic management

Birkinshaw J ed.

Corporate venturing: choosing the right business model

Campbell A; Birkinshaw J et al.

Sloan Management Review

Future of corporate venturing

Birkinshaw J; Betenburg R; Murray G

Business Strategy Review

Future of the multinational company

Birkinshaw J; Ghoshal S; Markides C; Stopford J M; Yip G eds.

Inventuring: why big companies must think small

Buckland W L; Hatcher A; Birkinshaw J

Organization of research and development in large multinational firms

Birkinshaw J; Fey C

Management International Review

Paradox of corporate entrepreneurship

Birkinshaw J

Strategy and Business

Resource allocation in R & D organisations: an internal market perspective

Birkinshaw J; Fey C

Management International Review

The future of Corporate Venturing

Birkinshaw J M; Batenburg R; Murray G

Business Strategy Review

The paradox of corporate entrepreneurship

Birkinshaw J M

Strategy and Business

Transnational management. 4th ed.

Bartlett C A; Ghoshal S; Birkinshaw J

2002

Art of Swedish management

Birkinshaw J

Business Strategy Review

Centres of excellence in multinational corporations

Frost T; Birkinshaw J; Ensign P C

Strategic Management Journal

Leadership the Sven Goran Eriksson way

Birkinshaw J; Crainer S

Managing the knowledge life-cycle

Birkinshaw J; Sheehan T

MIT Sloan Management Review

Venturing to succeed

Birkinshaw J; Batenburg R; Murray G

Business Strategy Review

2001

Global account management in multinational corporations: theory and evidence

Birkinshaw J; Toulan O; Arnold D

Journal of International Business Studies

Making sense of knowledge management

Birkinshaw J

Ivey Business Journal

Seller beware: the pitfalls of global account management

Arnold D; Birkinshaw J; Toulan O

California Management Review

Strategies for managing internal competition

Birkinshaw J

California Management Review

Unleash innovation in foreign subsidiaries

Birkinshaw J; Hood N

Harvard Business Review

Why is knowledge management so difficult?

Birkinshaw J

Business Strategy Review

Characteristics of foreign subsidiaries in industry clusters

Birkinshaw J M; Hood N

Journal of International Business Studies

Consequences of perception gaps in the headquarters-subsidiary relationship

Birkinshaw J et al.

International Business Review

Leading edge multinationals and leading edge clusters

Birkinshaw J; Solvell O

International Studies of Management and Organization

Roles of foreign subsidiaries in industry clusters

Birkinshaw J; Hood N

Journal of International Business Studies

Upgrading of industry clusters and foreign investment

Birkinshaw J

International Studies of Management and Organization

Knowledge transfer in acquisitions

Bresman H; Birkinshaw J; Nobel R

Journal of International Business Studies

Knowledge transfer in international acquisitions

Bresman H; Birkinshaw J M; Nobel R

Journal of International Business Studies

R&D centres of excellence in Canada

Ensign S; Birkinshaw J; Frost T

1998

Building firm-specific advantages in multinational corporations: the role of subsidiary initiative

Birkinshaw J; Hood N; Jonsson S

Strategic Management Journal

Managing knowledge in global service firms: centers of excellence

Moore K; Birkinshaw J

Academy of Management Executive

How subsidiary mandates are gained and lost

Birkinshaw J

Journal of International Business Studies

1995

Configurations of strategy and structure in subsidiaries of multinational corporations

Birkinshaw J; Morrison A J

Journal of International Business Studies

Examination of fit between structural and competitive determinants

Birkinshaw J; Morrison A J; Hulland J

Strategic Management Journal

Is the country manager an endangered species?

Birkinshaw J

International Executive

Structural and competitive determinants of a global integration strategy

Birkinshaw J; Morrison A J; Hulland J

Strategic Management Journal

International joint ventures and performance: an interorganizational perspective

Inkpen A; Birkinshaw J

International Business Review

1993

Balancing the global portfolio

Birkinshaw J; Ritchie W

Business Quarterly

Management competency development: an empirical test

Birkinshaw J; Rush J C; Evers F T

Current



Previous


MBA and EMBA


  • Developing Entrepreneurial Opportunities (core course), 2010-12.
  • Executive MBA core course, Integrative Simulation (mid part 2 block)
  • Capstone (core course), 2011-12.
  • Strategic Management, World Economic Forum Fellows, 2009, 2010.
  • Adventures in Management Innovation (elective), London Business School, 2005-2006.
  • Strategy in an E-World (elective), London Business School, 2000-2003.
  • Management of the Knowledge Enterprise (elective), London Business School, 2001-2.
  • Corporate-level Strategy (elective), London Business School, 1999-2003. 
  • Global Strategic Management (elective), London Business School, 1999.
  • International Business (elective), Stockholm School of Economics. 1995-1998.
  • Business Policy (core course), University of Toronto. 1994, 1995. 


Executive Education


  • Academic Director for IBM Strategy programmes, 2011-.
  • Programme Director for Rio Tinto Senior Leadership Programme 2004-2010.
  • Programme Director for Sara Lee Douwe Egberts Strategy Programme 2001-2003.
  • Core member of faculty on London Business School executive programmes for Arla, Arup, Deutsche Bank, Diageo, DTEK, Ericsson, Exxon Mobil, GBC, HSBC,IBM, If, Kone, KPMG,Lloyd’s, Lufthansa, Oman Oil, Petrofac, RBS, Rio Tinto, Roche, Spirent, Solvay, Swedbank, Telenor, Toshiba,WITS, WPP and others.
  • Core member of faculty on London Business School open-enrolment programmes, Developing Strategy for Value Creation, 2006-2011; and Accelerated Development Programme, 1999-2002. 
  • Executive education and consulting work for private clients, including ABB, Akzo Nobel, Novo Nordisk, Ernst and Young, Tamro, Thyssen Krupp, Merck Frost Dohme, Coloplast, GSK, SAP, ABN AMRO, UBS, Guardian News and Media, ALK Abello, TrygVesta, Vestas, Ericsson, Assa Abloy, Mars, Pepsico, IPC Media, Rio Tinto, Direct Wines, Diageo, Robson Rhodes, Industry Canada, Conference Board of Canada, Bank of Montreal, Telenor, Invest in Sweden Agency.

  • Ranked #39 in “Thinkers Fifty” 2013.
  • Fellow of the British Academy, 2012.
  • Honorary Doctoral Degree, Stockholm School of Economics, September 2009.
  • Winner of JIBS “Decade Award” 2009, for the most influential article in Journal of International Business Studies in 1999.
  • Winner of Academy of Management Review best paper award 2008 for the article, “Management Innovation.”
  • Fellow of the Academy of International Business, 2008.
  • Senior Fellow of the Advanced Institute of Management (AIM), 2003-2006.
  • Finalist for 2004 best paper award in Academy of Management Journal
  • Finalist for 2004 best paper award in Sloan Management Review.
  • Finalist for best paper award in Academy of Management Executive in 1998.
  • Winner of the Barry Richman best doctoral dissertation award, 1996.
  • Finalist, Richard Farmer best doctoral dissertation in international business award, 1995.

Research Interests


  • Strategic management (corporate entrepreneurship, corporate strategy, knowledge management)
  • Innovation (especially management innovation)
  • International management (foreign direct investment, global strategy).

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