Institute for Research into Organisations, Work and Employment (iROWE)
The Institute for Research into Organisations, Work and Employment (iROWE) aims to engage with stakeholders to help build a fair and equitable future of work.
Our institute conducts and disseminates high quality research and engages with key organisations such as the TUC, ISBE, CIPD, ACAS, the RSA and local Government to inform the development of effective workplace practice and employment policy.
Current iROWE projects
This project explores how workplace cultures, behaviours and activities impact on the retention and wellbeing of the over 50’s workforce. It also considers the impact of interventions aimed at supporting health and wellbeing in organisations.
Working closely with the TUC and trade unions, iROWE, alongside colleagues from Sheffield Hallam University, has been researching the impact of domestic abuse in the workplace. Our research found that trade union representatives and officers were a key source of support for both victims and survivors and organisations in helping them better handle workplace issues relating to domestic abuse; through, for instance, negotiating changes in work patterns and signposting victims and survivors to external support groups. However, the research also highlighted that much more needs to be understood about domestic abuse in a workplace context, and that there is an urgent need to raise awareness within all organisations.
iROWE has been researching issues surrounding gender and employment in Lancashire. Responding to calls to address regional inequalities in employment our research explores the challenges of individuals hoping to return to work and understand the HR issues surrounding returning to work. This research predominantly, but not exclusively, focuses on women returning to work after taking time out of employment due to caring responsibilities.
We are always interested in researching new workplace settings; recent iROWE projects explore work, social relationships and community in Coworking spaces.
From a position of relative obscurity, Coworking is a growing phenomenon. Emerging from the changing social, technological and cultural shifts in work, Coworking has been positioned as a new economic engine composed of collaboration and community, providing soft infrastructure for economic development by offering support for entrepreneurship and innovation. However, an alternative interpretation describes how Coworking responds to the isolation and insecurity of self-employment by the formation of a new workplace ‘community’. Informed by working for 3 months in a Coworking space, our ethnographic research explores the benefits and unintended consequences of social support and community for self-employed workers. It considers how social relationships are formed and maintained, how informal economies emerge from Coworkers’ relationships and how Coworking spaces can be a site for collective action.
Working with colleagues in the UCLan Research Centre for Business, Management and Enterprise, this project assesses the impact and contribution that the Preston Model has on Lancashire’s Creative Industries.
This ongoing project examines the role of anchor institutions, including universities, in leveraging the development of the creative industries, thus utilising networks and ecosystems to support the creative economy. More specifically, iROWE researchers are examining how community wealth building can lead to increased employment opportunities and help in securing good and sustainable work for creative workers in Lancashire.
This project embraces the diversity of creative clusters by examining a creative sector outside the context of larger cities. It provides research into an initiative to support regional ecosystems, thus raising attention to policymakers and key stakeholders.
Working alongside the Centre of SME Development, this longitudinal research project explores the experiences of SMEs during the Covid pandemic. Qualitative research has revisited SME owners and employees to understand how they have reacted and reshaped their work during the Covid Pandemic. This also led to irowe developing Remote and Hybrid working principles to assist SME managers manage their workforce during the pandemic and beyond.
Latest news and blogs
iROWE is interested in research relating to work and employment but crosses academic silos. These include, but are not limited to, Enterprise and entrepreneurialism, Workplace conflict and Mediation, Lean Management, Wellbeing, Domestic Violence and the workplace, Employment relations and performance, Quality of work life, Mental and physical health at work, Trade unions, Employment relations, Creative and technology work, Business and Management research. Please get in touch if you are interested in discussing potential projects with us.
Our research is organised around two research themes:
Equality and work
This theme explores the worker’s personal characteristics and circumstances and the impact they have upon their working life including recruitment, progression, retention and exit. This theme considers differing experiences of work dependent on factors such as a worker’s caring responsibilities, gender, occupation, employment status and interactions in-between.
Good and sustainable work
This theme focuses on the quality of work and employment. It considers the impact of the changing world of work in the context of tensions around innovation, productivity and technological and organisational change . Our key areas of interest include, but are not limited to, working practices, are enhancing employee voice, work in new and emerging spaces and health and wellbeing.
We also conduct evaluative research projects. Currently we are researching a number of evaluative project including EDRF and ESF programmes. To find out more or how we help evaluate your work or to find out more email email@example.com
- Dr Adrian Wright – iROWE Director
- Dr Gemma Wibberley – iROWE Research Fellow
- Mary Lawler – iROWE Research Assistant
- Cheryl Gordon
- Dorota Marsh
- Dr Douglas Martin
- Louise McArdle
- Dr Barbara Menara
- Cath Toase
- Dr Steve Willcocks
- Marcus Simmons
- Dr Julian Manley
- Prof. Mick McKeown
- Dr. Anna Maria Sherrington
- Wendy Auchterlounie
- Dr Jenni Barrett
- Dr Sarah Ann Kennedy-Parr
- William Douglas Mitchell Martin
- Dorota Marsh <School of Management>;
- George Ellison
- Stephen George Willcocks
- Louise Mc Ardle
- Claire Ashworth
- Oluseyi Kuti
- Tony Proctor
- Cheryl Gordon
- Mark Stephen Peter Rees
- Marcus Simmons
- Zemin Chen
- Barbara Menara
- Richard Fisher
- Maxine Rawlings
- Michael Mckeown
- Anna Maria Sherrington
- Wendy Auchterlounie
- Dawn M Harrison
- Jennifer Eve Barrett
- Sarah Ann Kennedy
- Irina Lokhtina
- Catherine Maria Toase
- Bennett, Tony, Wibberley, Gemma and Jones, Carol (2019) The Legal, Moral and Business Implications of Domestic Abuse and its Impact in the Workplace. ISSN 0305-9332Industrial Law Journal.
- Wibberley, Gemma, Bennett, Tony, Jones, Carol and Hollinrake, Alison (2018) . Industrial Relations Journal, 49 (1). pp. 69-85.The role of trade unions in supporting victims of domestic violence in the workplace
- Martin, D. (2018) ‘Lean in a cold fiscal climate: the public sector in an age of reduced resources’ in Public Money and Management, 38:1, pp.29-38
- Steve Willcocks (2017) Exploring team working and shared leadership in multi-disciplinary cancer care” in Leadership in Health Services
- Martin, D., (2017), “Making tax and social security decisions: lean and deskilling in the UK Civil Service” New Technology, Work and Employment
- Martin, D., (2017), “Lean in a cold fiscal climate: the public sector in an age of reduced resources” Public Money and Management
- Welch,M., Ruck, K. and Menara, B. (forthcoming), ‘Employee voice: An antecedent to organisational engagement’, Public Relations Review
- Marsh, D. & Thomas, P. (2017) ‘Governance of Welfare and Expropriation of the Common: Polish tales of entrepreneurship’, in Essers, C., Dey, P., & Tedmanson, D. (Eds.).Critical Perspectives on Entrepreneurship: Challenging Dominant Discourses, London: Routledge.
- Wright, A. (2017), Understanding Self-Exploitation in the Digital Games Sector. in (eds.) Briken, K, Chillas, S, Krzywdzinski, M and Marks, A. The new digital workplace. How new technologies revolutionise work: Critical Perspectives on Work and Employment Series, Palgrave: Basingstoke,
- Martin, D., (2017),’ ‘Lean’ in the UK Civil Service: from a theory of improvement to the varied realities of costs cutting’, La Nouvelle Revue du travail
- Saundry, R., Bennett. T and Wibberley, G. (2016) ‘Inside the Mediation Room - Efficiency, Voice and Equity in Workplace Mediation’, The International Journal of Human Resource Management. [online before print] DOI: 10.1080/09585192.2016.1180314
- Wibberley, G. , Jones, C., Bennett, T. and Hollinrake, A. (2016) ‘Domestic Violence–a management challenge: how trade unions can help’, in Gender Equality as a Challenge for Business and Management Education, (eds.) Flynn, P., Haynes, K., and Kilgour, M., Greenleaf Publishing: Sheffield, pp.124-138
- Saundry, R., Latreille, P. and Ashman, I. (eds.) (2016) Reframing Resolution - Innovation and Change in the Management of Workplace Conflict, Palgrave Macmillan: London
- Included chapters from Carol Jones, Louise McArdle, Gemma Wibberley, Virginia Branney
- Willcocks, Stephen George (2016) . British Journal of Healthcare Management Vol 22, 9, pp 455-460The Leadership Role of Psychiatrists in the NHS
- Richard Saundry, Valerie Antcliff and Alison Hollinrake(2016) ‘Union learning representatives in the UK: activity, impact and organization’, Work Employment & Society. Published online before print doi: 10.1177/0950017016630247
- Willcocks, Stephen George (2016) . Leadership in Health Services, 29 (2).Exploring leadership in the context of dentistry in the UK
- Saundry, R., Adam, D., Ashman, I., Forde, C., Wibberley, G. and Wright, S. (2016) ‘Managing individual conflict in the contemporary British workplace‘ Acas Research Paper, Ref: 02/16
- Judi Morgan and Pete Thomas ‘Special Ones, Zombies, and Tissue Rejection: An Exploration of the Experience of a Leadership Development Programme and its Impact on Participant Identity’ Callahan, J. L., Stewart, J., Trehan, K., Sambrook, S., & Rigg, C. (Eds.) (2015). Realising Critical HRD: Stories of Reflecting, Voicing, and Enacting Critical Practice. Cambridge, UK: Cambridge Scholars Publishing.
- Academy of Human Resource Development R. Wayne Pace Outstanding Book of the Year Award.
- Willcocks, S. and Wibberley, G (2015), ‘Exploring a shared leadership perspective for NHS doctors’ Leadership in Health Services, Vol. 28 Iss: 4, pp.345 – 355.
- Awarded ‘Outstanding Paper in the 2016 Emerald Literati Network
- Awards for Excellence’
Thirkell, E. and Ashman, I. (2015) ‘Lean towards learning: connecting Lean Thinking and human resource management in UK higher education’, The International Journal of Human Resource Management
Featured in an article collection focussing on lean management.
Waterworth, C, Willcocks, S G, Roddam, H and Self, J (2015) Implementing Care Aims in an Integrated Team: the Impact of Culture, British Journal of Healthcare Management
Wright, A. (2015), ‘It's all about games: enterprise and entrepreneurialism in digital games’. New Technology, Work and Employment, 30: 32–46
Tony Bennett, (2014) "The role of workplace mediation: A critical assessment", Personnel Review, Vol. 43 Iss: 5
Saundry , R., Latreille. P., Dickens, L., Irvine, C. , Teague, P., Urwin, P. and Wibberley , G. (2014) Reframing Resolution - Managing Conflict and Resolving Individual Employment Disputes in the Contemporary Workplace, London, Acas.
Saundry, R. and Wibberley, G. (2014) Workplace Dispute Resolution and the Management of Individual Conflict —A Thematic Analysis of Five Case Studies Acas: 06/14,http://www.acas.org.uk/media/pdf/q/a/0614-Workplace-Dispute-Resolution-Thematic-Review.pdf
Saundry, R., Bennett. T and Wibberley, G. (2013) Workplace mediation: the participant experience, London, Acas. ref 2/13
Bennett, Anthony Joseph William (2013) Workplace mediation and the empowerment of disputants: rhetoric or reality? Industrial Relations Journal, 44 (2). pp. 189-209.
Bennett, Anthony Joseph William (2013) Do learning partnerships reduce conflict in the workplace? Joint report for the University Forum for HRD and TUC Unionlearnhttp://www.ufhrd.co.uk/wordpress/category/research-archives/
Bennett, Anthony Joseph William (2013) The learning and conflict project: A tutor’s guide. Joint teaching resource for the University Forum for HRD and TUC Unionlearnhttp://www.ufhrd.co.uk/wordpress/teaching-learning/
Bennett, Anthony Joseph William (2013) Do union-management learning partnerships reduce workplace conflict? Accepted for publication in Employee Relations Journal.
Bennett, A. (2012) A review of ‘From Argument to Agreement: Resolving Disputes through Mediation’ By John Crawley Industrial Relations JournalVol. 43 Iss. 6
Bennett, A. (forthcoming) ‘The role of mediation: A critical analysis of the changing nature of dispute resolution in the workplace’ Accepted for publication by the Industrial Law Journal Saundry, R. and Wibberley, G. (2012) Managing individual conflict in the private sector – a case study, London, Acas. 05/12 Saundry, R. and Wibberley, G. (2012) ‘Mediation and Early Resolution A Case Study in Conflict Management’, Acas. 12/12 Bennett, A. and Ridley-Duff, R. (2011) Mediation: Developing a theoretical framework for understanding alternative dispute resolution, Industrial Relations Journal Vol. 42 Issue 2. Carol Jones & Richard Saundry (2012), ‘The practice of discipline: evaluating the roles and relationships between managers and HR professionals’, Human Resource Management Journal, Saundry, R., Jones, C. and Antcliff, V. (2011) ‘Discipline, representation and dispute resolution – exploring the role of companions in workplace discipline’, Industrial Relations Journal. 42: 195–211 Saundry, R., McArdle, L. and Thomas, P. (2011) Transforming Conflict Management in the Public Sector? Mediation, Trade Unions and Partnerships in a Primary Care Trust, ACAS Research paper, Ref: 01/11. Lisa Banks and Richard Saundry (2010) 'A comprehensive review of the literature examining workplace mediation', iROWE Research Paper No. 1.
Jones, C. & Appleby, Y. (2009) Domestic violence and its impact on women's experiences of employment and work-based learning in the UK: Results of a pilot study. Antcliff, V. and Saundry R (2009) ‘Accompaniment, Workplace Representation and Disciplinary Outcomes in British Workplaces – Just a Formality?, British Journal of Industrial Relations, 47:1, 100-121. Saundry, R, Antcliff, V. and Jones, C (2008) “Accompaniment and Representation in Workplace Discipline and Grievance”, Acas research papers, London: ACAS. Saundry, R. and Antcliff, V. (2006) “Employee Representation in Grievance and Disciplinary Matters – Making a Difference?”, DTI Employment Relations Research Series, No. 69, London: DTI
Jones, C. (2006), ‘Drawing boundaries: Exploring the relationship between sexual harassment, gender and bullying’, Women’s Studies International Forum, Vol. 29, pp147-58.
Ashman, I. (2013) The Face-to-Face Delivery of Downsizing Decisions in UK Public Sector Organizations, Public Management Review, Taylor and Francis Early Online,http://dx.doi.org/10.1080/14719037.2013.785583
Ashman, I. (2012) ‘The nature of bad news infects the teller’: the experiences of envoys in the face to face delivery of downsizing initiatives in UK public sector organisations, London, Acas. Ashman, I. (2012) ‘Downsizing envoys: A public/private sector comparison’, London, Acas. 11/12 Ashman, I. (2012) ‘A new role emerges in downsizing: Special envoys’ People Management
Rhetoric, discourse and its importance for managers
Thomas P. and Hewitt J (2011) Managerial organization and professional autonomy: a discourse-based conceptualization. Organization Studies,, Vol.32, No. 10, pp 1373-1393 Thomas, P. (forthcoming) Strategy Talk - A Critical Discourse Analysis of Strategic Management, London, Routledge Thomas, P., Hewitt, J. and Wilson, J. (2010) ‘The discursive construction of professionalism in British management’, International Journal of Critical Accounting 2(3): 319—336. Thomas, P. and Fairclough, N. (2004) ‘Globalization : the discourse of globalization and the globalization of discourse’ in Grant D. et al (eds) The Sage Handbook of Organisational Discourse. London : Sage. Thomas, P. (2003) ‘The recontextualization of management : a discourse based approach to analysing the development of management thinking’, Journal of Management Studies 40(4): 775-801.
Public sector research
Waterworth, C, Willcocks, S G, Roddam, H and Self, J 2015 Implementing Care Aims in an Integrated Team: the Impact of Culture, British Journal of Healthcare Management
Willcocks S G 2015 Exploring the use of Strategic Frameworks in Dental Practice, British Dental Journal,
Willcocks S G 2012 Exploring leadership Effectiveness: nurses as clinical leaders in the NHS Leadership in Health Services. Thirkhill, E. (2012) ‘Spotlight: Emma Thirkell, Lecturer in Human Resource Management, University of Central Lancashire.’ ProcessFix, Spring Newsletter, S G Willcocks (2012) The entrepreneurial role in primary care dentistry, British Dental Journal Willcocks S G 2011 Understanding strategy, change and leadership in health and social care in the UK, Journal of Integrated Care. Willcocks S G 2011 Identifying Clinical Leadership Functions in the NHS British Journal of Health Care Management, March. Willcocks SG 2011 Leadership theory: Implications for developing dental surgeons in primary care? British Dental Journal. Bennett, A. (2011) Learning to be job ready: Strategies for greater social inclusion in public sector employment, Journal of Business Ethics Vol. 103 No. 4 Bennett, A. Employee voice initiatives in the public sector: Views from the workplace (2010) International Journal of Public Sector Management Vol. 23 Issue 5. pp. 444-455. Willcocks S G 2002 Adopting a Multi-Perspective Approach to the Study of Public Sector Managerial Effectiveness, International Journal of Public Sector Management. Willcocks S G 2001 “Diversity, Change and The Professional Manager,” in Baxter C, (Ed) Managing Diversity And Inequality In Health Care, Baillere, Tindal London. Elmer P (2000) Beyond professionalism: exploring a government model Corporate Communications; an international journal, December 2000http://www.processfix.com ews-and-events/quarterly-newsletter.aspx
Conway, A. Willcocks, S, G. 1993, A Local Authority Management Development Programme: Some Practical Considerations, Local Government Studies, Vol 19.1
Learning and Development
Fox, S and Vickers, D (2014) ‘Innovation, learning, communities and actor-networks of practice’, Chapter 2 in Soliman, F. (ed.) “From Knowledge Management to Learning Organization to Innovation: The way ahead!” Cambridge Mass., IGI Global Publishing.
Saundry, R., Hollinrake, A. and Antcliff V. (2011) Union Learning Representatives – Activity, Impact and Organisation - Results of the 2009 survey of ULRs and managers, Unionlearn, Research paper 12, TUC: London. Vickers, D.; Morgan, E. and Moore, A. (2010), ‘Theoretically Driven Training: from Design to Evaluation’, ch.3 in Ireland, C. A. and Fisher, M (eds.) “Consultancy and Advising in Forensic Practice: Empirical and Practical Guidelines”, BPS-Blackwell. Saundry, R. Hollinrake, A. Antcliff, V. (2010), Learning Works, Report of the 2009 survey of union learning representatives and their managers, unionlearn with the TUC Hollinrake, A. Antcliff, V. and Saundry, R. (2008), Explaining activity and exploring experience—findings from a survey of union learning representatives, Industrial Relations Journal 39:5, 392–410. Hollinrake, A, Antcliff, V and Saundry R. (2008) “Explaining activity and exploring experience – findings from a survey of union learning representatives”, Industrial Relations Journal, 39:5, 392-410. Hollinrake, A. (2006), Union Learning Representative Research Report 2004-05 2006, unionlearn with the North West TUC. Willcocks S G and Milne, P 2006 Work Based Learning for Practice Managers in Primary Care, Work Based Learning in Primary Care. Elmer P and Ferguson S (2005) ‘Blurred Boundaries, Sharp Focus: Learning how to be a consultant’ International Journal of Knowledge, Culture and Change Management. Woodall, J. Alker (nee Hollinrake), A. MacNeil, C. and Shaw, S. Convergence and Divergence in HRD Research and Practice across Europe in McGoldrick, J. Stewart, J. and Watson, S. (2001), Understanding Human Resource Development A research-based approach, Routledge.
Willcocks, S,G. & Conway, A. 1995, A Local Authority management development programme: Behavioural versus cognitive development; Journal of Executive Development.
Willcocks, S, G. Conway, A. 1993, In Search of Competence: A Management Development Programme for the NHS, Journal of Training and Development
Working with the trade unions
Richard Saundry, Valerie Antcliff and Alison Hollinrake(2016) ‘Union learning representatives in the UK: activity, impact and organization’, Work Employment & Society. Published online before print doi: 10.1177/0950017016630247
Saundry, R. and Wibberley, G. (2013) Contemporary union organizing in the UK – back to the future? Labor Studies Journal, Vol. 38 No. 4, pp. 281-299
Saundry, R., Stuart, M. and Antcliff, V. (2011), ‘Social Capital and Union Revitalization: A Study of Worker Networks in the UK Audio-Visual Industries’. British Journal of Industrial Relations. doi: 10.1111/j.1467-8543.2011.00850.x
Bennett, A. Exploring the potential of the union equality representative (2010) Employee Relations Journal Vol. 32, Issue 5. pp. 509-525.
New ways of promoting equality and diversity in the workplace: The role of the union equality representative (2009) Equal Opportunities International Vol. 28 Issue 5
Martin D,(2010)The removal of workplace partnership in the UK Civil Service: a trade union perspective” in the Industrial Relations Journal 41:3, pp.218-232
J.A.H. Hine and I. Ashman (2010) ‘Iceland’s Banking Sector and the Political Economy of Crisis’ in R.W. Kolb, (ed.) Lessons from the Financial Crisis: Causes, Consequences, and Our Economic Future, Hoboken, NJ: John Wiley & Sons, Inc. Ashman, I. & Winstanley, D. (2007) ‘For or Against Corporate Identity? Personification and the Problem of Moral Agency’, Journal of Business Ethics, Vol. 76, 83-95. Ashman, I. & Winstanley, D. (2006) ‘Business ethics and existentialism’, Business Ethics: A European Review, Vol. 15, No. 3, 218-233. This article was selected as one of the fifty best articles published in 2006 in management and winner of an Emerald Management Reviews Citation of Excellence. Ashman, I. & Winstanley, D. (2006) ‘The ethics of organizational commitment’, Business Ethics: A European Review, Vol. 15, No. 2, 142-153.
Elmer P (2012, in press) PR in a digital age in Tench R and Yeomans L (eds) Exploring Public Relations (3rd ed), Harlow, Pearson Elmer P (in press) Public Relations People: the social construction of PR work and workers Elmer P (2011) Public relations and storytelling in Edwards L and Hodges C (eds) Public Relations: Society and Culture, Abingdon, Routledge Elmer, P. (2010). Re-encountering the PR man. PRism 7(4) Elmer P (2008) Exploring embodied practices: public relations education and the problem of complex social performance, CIM 08, Vol 2, pp 783-798, Istanbul University Press ISBN 978-975-404-834-6 Elmer P (2007) Unmanaging public relations, PR Review, Fall 2007 Welch, M. (2006) Rethinking relationship management: exploring the dimension of trust. Journal of Communication Management. Vol. 10 No.2 pp. 138-155. Elmer P (2005) Constructing the public relations role, Journal of Media Practice, Autumn 2005 Elmer P (2001) Accounting for public relations: exploring radical approaches, Corporate Communications; an international journal March 2001
Steve Willcocks (forthcoming) ‘Exploring leadership in the context of dentistry , S, G. and Milne, P. 2011, Pilot Study: Implementing the Medical Leadership Competency Framework in General Practice, Report for East Lancashire Primary Care Trust
Ashman (2010) ‘Ethical Leadership’ in C. Fisher (ed) Business Ethics, The Marketing & Management Collection, Henry Stewart Talks Ltd, London (online at ) Willcocks SG 2010 Marketing and Clinical Leadership, E. Hospital: Journal of the European Association of Hospital Managers, Vol. 12.1* Willcocks S G 2010 Leadership Effectiveness, Health Service Journal (Online: hsj.co.uk, 19/5)* Willcocks S G 2010 Leadership: the challenge for GPs, British Journal of Health Care Management, October. Ashman, I. and Lawler, J. (2008) ‘Existential Communication and Leadership’, Leadership, Vol. 4, No. 3, 253-269. Willcocks SG 2008 Clinical Leadership in UK Healthcare: Exploring a Marketing Perspective, Leadership in Health Services. Ashman, I. (2007) ‘Existentialism and Leadership: A Response to John Lawler with Some Further Thoughts’, Leadership, Vol.3, No. 1, 91-106. Willcocks S G 2005 Doctors and Leadership in the UK NHS, Clinician in Management.http://www.hstalks.com/go
Mary Welch (2015) Internal communication education: A historical study. Journal of Communication Management. Vol. 19 No. 4 pp. 388-405.http://dx.doi.org/10.1108/JCOM-09-2014-0053
Welch, M. (2015) Dimensions of internal communication and implications for employee engagement. In Ruck, K. (Ed.) (2015) Exploring internal communication: Towards informed employee voice (pp. 25-36). Farnham. Gower.
Welch, Mary (2013) Public Relations Review, 39 (5) Pages 615–617. ISSN 03638111Mastering internal communication: Knowledge foundations and postgraduate education.http://dx.doi.org/10.1016/j.pubrev.2013.04.003
Ruck, K. Welch, M. (2012) Valuing internal communication: management and employee perspectives. Book chapter in Ruck, K. (Ed.) Exploring internal communication. Harlow. Pearson Education.
Welch, M., Jackson, P.R. (2012) Rethinking internal communication. Book chapter in Ruck, K. (Ed.) Exploring internal communication. Harlow. Pearson Education. Ruck, K. Welch, M. (2012) Valuing internal communication; management and employee perspectives. Public Relations Review. Vol. 38 No. 2 pp. 294-302. DOI:http://dx.doi.org/10.1016/j.pubrev.2011.12.016
Welch, M. (2012) Appropriateness and acceptability: Employee perspectives of internal communication. Public Relations Review. Vol. 38 No. 2 pp. 246-254. DOI: Welch, M. (2011) The evolution of the employee engagement concept: communication implications. Corporate Communications: An International Journal. Vol. 16 No. 4 pp. 328-346. DOI:10.1108/13563281111186968 Welch, M., Jackson, P.R. (2010) Rethinking internal communication. In Ruck, K (Ed.) Exploring internal communication. Harlow. Pearson Education. Welch, M., Jackson, P.R. (2007) Rethinking internal communication: a stakeholder approach. Corporate Communications: An International Journal. Vol. 12 No. 2 pp. 177-198.http://dx.doi.org/10.1016/j.pubrev.2011.12.017
Marsh, D. & Thomas, P. (2017) ‘Governance of Welfare and Expropriation of : An Exploration of the Experience of a Leadership Development Programme and its Impact on Participant Identity’ Callahan, J. L., Stewart, J., Trehan, K., Sambrook, S., & Rigg, C. (Eds.) (2015). Realising Critical HRD: Stories of Reflecting, Voicing, and Enacting Critical Practice. Cambridge, UK: Cambridge Scholars Publishing. (Academy of Human Resource Development R. Wayne Pace Outstanding Book of the Year Award).
McClelland, G. P., Leach, D. J., Clegg, C. W. and McGowan, I. (2014), Collaborative crafting in call centre teams. Journal of Occupational and Organizational Psychology, 87: 464–486.
Louise McArdle, Pete Thomas, (2012) "Fair enough? Women and Fair Trade", Critical perspectives on international business, Vol. 8 Iss: 4, pp.277 – 294. Vickers, D and Fox, S (2010) ‘Towards practice-based studies of HRM: An Actor-Network and Communities of Practice informed approach’, International Journal of Human Resource Management, 21, 6, May 899-914. Bolton, S. and Wibberley, G.(2007) ‘Best Companies, Best Practice and Dignity at Work’ in Bolton, S. (ed) Dimensions of Dignity at Work, London: Butterworth Heinemann, pp. 134- Thomas, P. (2006) ‘Strategizing is organizing: does practice add anything to strategy and does strategy add anything to organizing?’ Sub-theme: Strategizing and Organizing Activity and Practice, 22nd EGOS Colloquium, Bergen.
Vickers, D; (2008) ‘Beyond the Hegemonic Narrative - A Study of managers’, Journal of Organizational Change Management, 21, 5, 560-573.
Causer, G. & Jones, C. (1993), “Responding to ‘Skill Shortages: Recruitment and Retention in a High Technology Labour Market”, Human Resource Management Journal vol. 3 no. 3 Spring, pp 1-20. Ashman, I. (2007) ‘An Investigation of the British Organizational Commitment Questionnaire: A Qualitative approach to Evaluating Construct Validity’, Management Research News, Vol.30, No.1, 5-24.
Health and social care research
Waterworth, C, Willcocks, S G, Roddam, H and Self, J (2015) Implementing Care Aims in an Integrated Team: the Impact of Culture, British Journal of Healthcare Management
Willcocks S G (2015) Exploring the use of Strategic Frameworks in Dental Practice, British Dental Journal
Ashman, Ian; Willcocks, Steve (2014) Engaging with clinical commissioning: the attitudes of general practitioners in East Lancashire, Quality in Primary Care, Volume 22, Number 2,pp. 91-99
Bolton, S. and Wibberley, G. (2014) Domiciliary care: the formal and informal labour process, Sociology, Vol. 48, No.4 , pp.682–697
Ashman, I. and Willcocks, S, G. 2013, Engaging with Clinical Commissioning: the Attitudes of GPs in East Lancashire, Report for East Lancashire CCG
Wibberley, G. (2013) The problems of a ‘dirty workplace’ in domiciliary care, Health and Place, Vol 21, Pages 156-162
Wibberley, G. (2013) ‘Getting the bodies of the workers to the bodies of the clients - the role of the rota in domiciliary care’ in (eds.) Wolkowitz C., Cohen,R., Sanders, T. and Hardy,K. Body/Sex/Work – intimate, embodied and sexualised labour :Critical Perspectives on Work and Employment Series, Palgrave: Basingstoke, pp223-238
S G Willcocks (2012) The entrepreneurial role in primary care dentistry, British Dental Journal
Willcocks, S, G. 2012, Strategy and the strategic role of GPs in the NHS, British Journal of Health Care Management, September
Willcocks S G 2004 Clinician Managers and the Cultural Context: comparisons in Secondary andm Primary Care, Health Services Management Research. Willcocks S G 2003 Developing the effectiveness of Primary care organisations: A Case Study, Journalof Health Organisation and Management, Vol 17. Willcocks S G Conway A 2002 Managing the Seamless Service: the Case of the Primary Care Group, Health Services Management Research.
Willcocks, S, G. & Conway, A. 2000, Responding to Diversity: the Primary Care Group in the NHS; International Journal of Health Care Quality Assurance.
Conway, A. & Willcocks, S, G. 2000, Relationship-based services marketing: the case of the new Primary Care Groups in the NHS; International Journal of Public Sector Management.
Willcocks, S, G. 1999, Clinical management and cultural diversity: the cultural context of doctor involvement in the managerial process; Health Services Management Research; 12, 1-8.
Willcocks, S, G. 1999, The use of expectation enactment as a conceptual framework for assessing managerial effectiveness: an NHS Hospital Trust example; Health Services Management Research; 12, 1-8.
Willcocks, S,G. 1998, Managerial Effectiveness in an NHS Hospital Trust: Some Observations based on contrasting organisational perspectives; International Journal of Public Sector Management; Vol 11, nos 2 and 3.
Willcocks, S,G. 1998, The development of Clinical Management at an NHS Trust Hospital: A Case Study Example; Journal of Management in Medicine; Vol 12, No 2/3
Willcocks, S,G. & Conway, A. 1998, Strategic Marketing and Clinical Management in Health Care: A possible way forward; Journal of Management in Medicine; Vol 12, No 2 and 3.
Conway, A. & Willcocks, S, G. 1997, The role of expectations in the perceptions of health care quality: developing a conceptual model; International Journal of Health Care Quality Assurance.
Willcocks, S,G. 1995, Managerial Effectiveness in the NHS: A Cognitive Perspective; Journal of Managerial Psychology; Vol 10 No 1.
Willcocks, S,G. & Rees, C. July, 1995, A Psychoanalytic Perspective on Organisational Change; Leadership and Organisation Development Journal.
Willcocks, S, G. 1994, The Role of the Clinical Director in the NHS: A Role theory Perspective, Journal of Management in Medicine
Rees, C. Willcocks, S, G. 1994, The Decisions are yours Bob, but whose Criteria, Public Finance and Accountancy*
Willcocks, S, G. 1994, Organisational Analysis: An NHS Commentary, Leadership and Organisational Development Journal
Willcocks, S, G. 1992, The Role of the Clinical Director In the NHS: Some Observations, Journal of Management in Medicine
Willcocks, S, G. 1992, Managerial Effectiveness in the Public Sector: An NHS Example, International Journal of Public Sector Management, Autumn
Martin, D. (2017), Making tax and social security decisions: lean and deskilling in the UK Civil Service. New Technology, Work and Employment, 32: 146–159. doi:10.1111 twe.12092
Martin, D. (2017) . La nouvelle revue du travail, 10. Online DOI : 10.4000 rt.3110 Emma Thirkell & Ian Ashman (2014) Lean towards learning: connecting Lean Thinking and human resource management in UK higher education, The International Journal of Human Resource Management, (online before print) DOI:10.1080/09585192.2014.948901‘Lean’ in the UK Civil Service: from the theory of improvement to the varied realities of costs cutting
Martin,D,“Can Lean make managers mean?” in Public Sector Executive (2009) September/October edition, pp33 & 41. Martin,D,“Leaner does not always mean fitter” in Public and Commercial Services Union’s Activate magazine (2009) June edition, p16
Working in the media
J. Singer and I. Ashman (2009) ‘User-Generated Content and Journalistic Values’ in S. Allan and E. Thorsen (eds) Citizen Journalism: Global Perspectives, New York, Peter Lang. Singer, J. and Ashman, I. (2009) ‘“Comment Is Free, But Facts Are Sacred”: User-generated content and ethical constructs at the Guardian’, The Journal of Mass Media Ethics, Vol. 24, No. 1, 3-21 Ashman, I. (2008) ‘Deep Acting and Bad Faith: A Sartrean Treatment of Emotion Work’, The International Journal of Work, Organization and Emotion, Vol.2, No.3, 288-304. Antcliff, V., Saundry, R. and Stuart, M. (2007) “The Weakness of Weak Ties – Networks and Social Capital in UK Television”, Human Relations, 60:2, 371-393 Saundry, R., Stuart, M. and Antcliff, V. (2007) “Broadcasting Discontent: Freelancers, trade unions and the internet”, New Technology, Work and Employment, 22:2. Saundry, R., Stuart, M. and Antcliff, V. (2006) “It’s More Than Who You Know’ - Networks and Trade Unions in the Audio-Visual Industries”, Human Resource Management Journal, 16:4, 376-392. Saundry, R (2001) “Employee Relations in British Television – Regulation, Fragmentation and Flexibility”, Industrial Relations Journal, March 2001, vol. 32, no. 1, pp. 22-36. Saundry, R (1998) "The Limits of Flexibility - The Case of UK Television", British Journal of Management, Vol. 9.
Employment relations and performance
Saundry, R and Turnbull, P (1999) “Contractual (In)Security, Labour Regulation and Competitive Performance in the Port Transport Industry: A Contextual Comparison of Britain and Spain”, British Journal of Industrial Relations, June 1999, vol. 37, no. 2., pp 271-294
Thompson, P., Nickson, D., Wallace,. T., & Jones, C. (1998) ‘Internationalisation and Integration : A Comparison of Manufacturing and Service Firms’, Competition and Change : The Journal of Global Business and Political Economy, vol. 3, pp 387 – 415. Jones, C., Thompson, P., & Nickson, D. (1998), ‘Not one of the family : The limits to managing the corporate way in international hotel chains’, International Journal of Human Resource Management vol. 9 no. 6, pp 1048 – 1063. Jones, C., Taylor, G., & Nickson, D. (1997) ‘Whatever it takes? Managing ‘empowered’ employees and the service encounter in an international hotel chain’, Work, Employment and Society vol. 11 no. 1, pp 541 - 554.
Causer, G., & Jones, C. (1996), ‘One of them or one of us ?: the ambiguities of the professional as a manager’ in Robin Fincham (ed), New Relations in the Organisation Professions: Managers, Professionals and Knowledge Workers (Avebury), pp 91 - 112. Causer, G., & Jones, C. (1995), ‘Management and the Control of Technical Labour’, Work, Employment and Society, vol. 10, no. 1, pp 1 – 19 Jones, C., & Causer, G. (1995), “Men Don’t Have Families: Equality and Motherhood in Technical Employment” Gender, Work and Organisations, vol. 2, no. 1, pp 51 – 62
We regularly hold seminars to engage with our community. Our seminars offer a platform for academics, practitioners and industry experts to share knowledge and stimulate informative and provocative discussions. Alongside speakers from iROWE we have recently welcomed guest speakers from Barclays, BAE systems, Merseyside Police Crime Commission, The Women’s Organisation, the Women’s Equality Party, Unite the Union, the University of Glasgow and the University of Sheffield.
"iROWE seminar series 2021: Supporting the Return to the Workplace"
"iROWE (Institute for Research into Organisations, Work and Employment), The UCLan Centre for Business, Management & Enterprise"
Friday 14 May 12 - 1pm
‘Returners’ to work, after a career break for caring responsibilities.
Speakers: Dr Adrian Wright, Dr Gemma Wibberley and Dr Douglas Martin
iROWE (Institute for Research into Organisations, Work and Employment), UCLan
Online event: Booking is essential to receive the online invite: Book a place
"Exploring future ways of working post Covid-19"
Tuesday 6 July 12 - 1pm
Speaker: Gemma Dale, Lecturer, Business School, Liverpool John Moores University.
Online event: Booking is essential to receive the online invite: Book a place.
External Conferences and Events
Our research reaches and informs diverse audiences. We regularly present at academic conferences including the International Labour Process Conference, the Gender Work and Organisation Conference and the British Sociological Association Annual Conference. We are often invited to speak at events, training and workshops held by organisations such as the Chartered Institute of Personnel and Development (CIPD), the Advisory Conciliation and Arbitration Service (ACAS) and the Trades Union Congress (TUC). We also share our research with regional and national policymakers, including the Lancashire Enterprise Partnership and the North West Labour Party.
iROWE has expertise across a broad range of disciplines. iROWE offers a supportive and innovative environment for those wishing to pursue postgraduate research degrees and has a substantial array of expertise across the team.
- Business Adminstration, MBA
- Doctor of Business Administration, DBA
- Postgraduate Diploma in Human Resource Development
- Business & Management, BA (Hons)
- Human Resource Management/Development, MA
If you are interested in undertaking any postgraduate research degrees please contact: firstname.lastname@example.org
iROWE brings together academics, managers, HR professionals, union representatives and policy makers. If you would like to be part of this exciting institute and kept at the forefront of research then become an ASSOCIATE MEMBER. This FREE membership is open to all those with a professional interest in organisations, work or employment. Benefits include research e-newsletter, regular free seminars by key speakers in the field, consultancy opportunities for your organisation, and networking. To join or find about more about iROWE and its activities, contact: email@example.com