Professor of Strategy and Entrepreneurship
BA (Dublin City) MBA (Hitotsubashi) PhD (INSEAD) PhD (UCL)
Professor Donal Crilly’s research interests include stakeholder theory, managerial cognition, and intertemporal choice. His work has been published in journals such as the Academy of Management Journal, the Strategic Management Journal, Organization Science, and the Journal of International Business Studies.
Currently Professor of Strategy and Entrepreneurship at London Business School, Donal Crilly is Associate Editor at the Strategic Management Journal, and an editorial board member of the Academy of Management Journal, the Academy of Management Review, the Journal of International Business Studies, and Strategic Organization.
Professor Crilly holds a BA (Dublin) MBA (Hitotsubashi) PhD (INSEAD) (UCL).
Finalist for Temple Best Paper Prize, Academy of International Business 2011 (and winner of best paper in governance and institutions track)
Winner, Newman Award for best paper based on recent dissertation, Academy of Management, 2010
Finalist for Best Paper Prize, Strategic Management Society, Cologne, 2008
Mohliver A; Crilly D; Kaul A
Strategic Management Journal 2022 Online first
Qian C; Crilly D; Lin Y; Zhang K; Zhang R
Organization Science 2022 In Press
Furnari S; Crilly D; Misangyi V F; Greckhamer T; Fiss P C; Aguilera R
Academy of Management Review 2021 Vol 46:4 p 778-799
Slager R; Gond J-P; Crilly D
Business Ethics Quarterly 2021 Vol 31:2 p 275-307
Qian C; Crilly D; Wang K; Wang Z
Organization Science 2021 Vol 32:3 p 605-624
Gupta K; Crilly D; Greckhamer T
Strategic Management Journal 2020 Vol 41:10 p 1869-1900
in Harrison J S; Barney J B; Freeman R E and Phillips R A (eds.), The Cambridge handbook of stakeholder theory, Cambridge University Press, 2019.
Zheng W; Ni N; Crilly D
Strategic Management Journal 2019 Vol 40:4 p 685-684
Misangyi V; Greckhamer T; Furnari S; Fiss P; Crilly D; Aguilera R
Journal of Management 2017 Vol 43:1 p 255-282
Strategic Management Journal 2017 Vol 38:12 p 2370-2389
Crilly D; Ni N; Jiang Y
Strategic Management Journal 2016 July Vol 37:7 p 1316-1329
Crilly D; Zollo M; Hansen M
Academy of Management Journal 2016 Vol 59:2 p 705-729
Birkinshaw J M; Bouquet C; Crilly D; Lee S
Academy of Management Discoveries 2016 Vol 2:1 p 51-78
Crilly D; Sloan P
Organization Science 2014 Vol 25:2 p 339-355
Ni N; Qian C; Crilly D
Strategic Organization 2014 Vol 12:1 p 38-61
Research in the Sociology of Organizations 2013 Vol 38 p 181-204
Journal of Management Studies 2013 Vol 50:8 p 1427-1447
Crilly D; Sloan P
Strategic Management Journal 2012 Vol 33:10 p 1174-1193
Crilly D; Zollo M; Hansen M T
Academy of Management Journal 2012 Vol 55:6 p 1429-1448
Business and Society 2011 Vol 50:3 p 518-530
Journal of International Business Studies 2011 Vol 42:5 p 694-717
Crilly D; Schneider S C; Zollo M
European Management Review 2008 Vol 5:3 p 175-190
Crilly D; Ioannou I
Social Sciences Research Network
Mohliver A; Crilly D; Chang S
Our teaching offering is updated annually. Faculty and programme material are subject to change.
A key part of our Masters programmes curriculum.View courses Show less
Optional courses providing a deep dive into specialist areas.View electives Show less
National borders matter for how firms develop and conduct their strategy. The point of departure for Global Strategy is that differences exist between countries and that these differences have implications for how firms strategize when they operate across borders.
Learn to identify these differences, how to measure them, and what they mean for fundamental decisions such as entering new markets and designing the global footprint of a firm's operations. Gain familiarity with some major public databases (e.g. POLYCON, Economic Freedom of the World Index, CAGE).
This course is relevant for anyone who intends to pursue a managerial career in a multinational corporation as well as anyone who will have to assess the strategies of multinational corporations in consulting and finance.
Short programmes offering academic excellence, global focus and exceptional diversity of perspective.View programmes Show less