Dr Daisy Chung
Senior Lecturer in Management
- +44 (0)20 7040 0138
106 Bunhill Row
Dr Daisy Chung is a Senior Lecturer in Management at Bayes Business School, City, University of London. Prior to joining Bayes Business School, she completed a PhD in Management Science and Engineering at Stanford University, where she was a member of the Center for Work, Technology and Organization.
Dr Chung uses qualitative methods to conduct inductive research on technical work situated in specific sociopolitical contexts. Her dissertation examined the American biodiesel field to understand how members managed an uncertain regulatory and political environment and engaged in strategic collective action. In other research with co-authors, she studies occupational communities, examining processes such as coordination, organizational control, and jurisdictional change. In recent work, she is examining how technology firms are shaping the recruitment, interviewing, and hiring process in organizations.
Dr Chung teaches Introduction to Management for first-year Business Management students, the "Managing Strategic Change" elective on the modular and full-time MBA programs, and seminars in the PhD program. In 2016, she received a Staff Recognition Award for excellence in teaching.
Dr Chung is a member of the Centre for Professional Service Firms, co-leads the Academic Women's group, and serves as the admissions tutor for the Executive PhD programme.
She is an ad hoc reviewer for journals including Organization Science and Administrative Science Quarterly, and serves as an editorial board member for Strategic Organization.
- PhD, Stanford University, United States, Aug 2014
- BA, Stanford University, United States
- Senior Lecturer, Bayes Business School (formerly Cass), Aug 2019 – present
- Lecturer, Bayes Business School (formerly Cass), Aug 2014 – Jul 2019
- Organization Theory
- Organizational Behaviour
- Change Management
- Organizational Culture
- Qualitative Research Methods
- Dokko, G., Nigam, A. and Chung, D. (2019). Chapter 8 Mentoring Institutional Change: Intergenerational Construction of Meso-structure and the Emergence of New Logics in American Healthcare. Agents, Actors, Actorhood: Institutional Perspectives on the Nature of Agency, Action, and Authority (pp. 163–186). Emerald Publishing Limited.
Journal articles (3)
- Benjamin, C. and Chung, D. (2022). Leadership practices and behaviours that enable and inhibit a continuous improvement culture in an NHS trust. BMJ Leader. doi:10.1136/leader-2022-000624.
- Sandholtz, K., Chung, D. and Waisberg, I. (2019). The Double-Edged Sword of Jurisdictional Entrenchment: Explaining Human Resources Professionals’ Failed Strategic Repositioning. Organization Science, 30(6), pp. 1349–1367. doi:10.1287/orsc.2019.1282.
- Bechky, B.A. and Chung, D.E. (2018). Latitude or Latent Control? How Occupational Embeddedness and Control Shape Emergent Coordination. Administrative Science Quarterly, 63(3), pp. 607–636. doi:10.1177/0001839217726545.