Portrait of Professor Paula Jarzabkowski

Professor Paula Jarzabkowski

Professor of Strategic Management

Bayes Business School, Faculty of Management

Contact

Visit Paula Jarzabkowski

Room BR4086, Bunhill Row

Postal address

Bayes Business School
106 Bunhill Row
London
EC1Y 8TZ
United Kingdom

About

Overview

Paula Jarzabkowski is a Professor of Strategic Management. Her research focuses on strategy-as-practice in complex contexts, such as regulated firms, third sector organizations and financial services, particularly insurance and reinsurance. Her research in this regard has been foundational in the establishment of the field of strategy-as-practice. She is experienced in qualitative methods, having used a range of research designs, including cross-sectional and longitudinal case studies, and drawing on multiple qualitative data sources including interviews, observation, audio and video ethnographic techniques and archival sources to study private and public sector organizations. In particular, this includes the first global ethnography – a programme of research that included the use of video methods - of the reinsurance industry.

Professor Jarzabkowski’s career has been marked by a series of prestigious fellowships that have enabled her to conduct detailed ethnographic studies of business problems. For example, in 2006-2007, funded by an AIM Ghoshal Fellowship, she conducted an audio-ethnographic longitudinal study of the paradoxical tensions involved in implementing a major strategic shift in a regulated telecommunications firm. From 2009-2012, she held the inaugural Insurance Intellectual Capital Initiative (IICI) fellowship, under which she conducted a 3-year audio and video ethnography of the global reinsurance market, which extended her skills from organisational to industry-level ethnography. From 2012-2014 she held an EC Marie Curie International Outgoing Fellowship at Cornell University.

Her work has appeared in a number of leading journals including Academy of Management Journal, Organization Science, Strategic Management Journal, Journal of Management Studies and Organization Studies and in 2005, she published the first book on strategy-as-practice, Strategy as Practice: An Activity-Based Approach (Sage).

In addition, her engagement with industry has made Professor Jarzabkowski skilled in turning academic research into applied outputs, including collaborating with industry in developing research questions, and presenting here research at industry venues and conferences. The relevance of her work was recognised recently with the prestigious 2013 ESRC Outstanding Impact on Business Award.

Professor Jarzabkowski has just released a new book with Oxford University Press, entitled 'Making a Market for Acts of God: The Practice of Risk-Trading in the Global Reinsurance Industry' based on her 3-year ethnographic study of the industry.

Fellowships

  • Marie Curie International Outgoing Fellow, Science & Technology Studies, Cornell, Mar 2012 – Mar 2015

Memberships of professional organisations

  • Elected Board member, European Group for Organization Studies, Jul 2014 – present

Award

  • Economic and Social Research Council (2013) Outstanding Impact on Business Prize

Expertise

Primary topics

  • Insurance
  • Non-life Insurance
  • Reinsurance
  • Strategic Management

Industries

  • financial services
  • insurance
  • professional services
  • telecommunications

Geographic Areas

  • Americas - North
  • Asia
  • Australia & Oceania
  • Europe

Research

Paula Jarzabkowski is a Professor of Strategic Management at City University and, from 2012-2014, holds an EU Marie Curie Fellowship at Cornell University. Paula’s research focuses on strategy-as-practice in complex and pluralistic contexts, such as regulated infrastructure firms, third sector organizations and financial services, particularly insurance and reinsurance. She focuses primarily on qualitative and ethnographic research methods as a means of studying business problems. In this endeavour, she has been fortunate in winning a series of prestigious fellowships that have enabled her to conduct detailed ethnographic studies in different industries. For example, in 2006-2007, funded by an AIM Ghoshal Fellowship, she conducted an audio-ethnographic longitudinal study of the paradoxical tensions involved in implementing a major strategic shift in a regulated telecommunications firm. From 2009-2012, she held the inaugural Insurance Intellectual Capital Initiative (IICI) fellowship, under which she conducted a 3-year audio and video ethnography of the global reinsurance market, which extended her skills from organisational to industry-level ethnography. She 'enjoys' the challenge of publishing such work in leading journals. Her work has appeared in a number of such journals including Academy of Management Journal, Organization Science, Journal of Management Studies and Organization Studies and in 2005, she published the first book on strategy-as-practice, Strategy as Practice: An Activity-Based Approach (Sage).

Research topics

Interdisciplinary advances on behavioural theories of financial risk-taking: Innovative insights from a video-ethnography of live trading

This project involves fine-grained ethnographic study of reinsurance agents during the live trading of financial risks. The ongoing financial crisis highlights the need to better understand the behaviour of financial actors and, in particular, those factors that shape their attitude to risk. Existing behavioural models have been criticised for failing to address the complexity of risk management and being overly narrow in their disciplinary focus. This Marie Curie fellowship addresses calls for interdisciplinary approaches that go beyond existing economic and financial models in order to better understand risk-trading behaviour. The overarching research aim of this Fellowship is to develop a fine-grained, interdisciplinary and methodologically innovative approach to understanding how people interact with tools and technologies in the reinsurance-trading process, and the implications of those interactions for evaluating and making decisions on risks. These are laid out in four central objectives focused on 1) conducting fine grained comparative analysis of a global ethnographic dataset; 2) produce research outputs based on this analysis to disseminate in top-tier journals focused around social and material variation in risk-trading behaviours; 3) develop inter-disciplinary frameworks to contribute to two main inter-disciplinary theoretical areas; 4) provide a methodological contribution through extending ethnographic method beyond traditional preoccupations through the use of novel technologies (such as video data). For this project I am spending 2 year in an interdisciplinary social studies of science centre, the Science & Technology Studies department at Cornell University, followed by a third year of dissemination in Europe.

Charting New Territory: Positioning the UK (Lloyd's) in a changing global reinsurance landscape

Despite its history as a main financial centre for buying and selling reinsurance, Lloyd’s of London and the UK market now face major challenges arising from changes in the global landscape. These changes include technological advances in information distribution, regulatory demands for capital transparency, growing competition from other mature markets, consolidation in the insurance and reinsurance markets and increasing global demand (and associated losses) from emerging markets. As a result, many UK companies are not only accessing global reinsurance business from London but also establishing subsidiaries in other markets, seeking business in emerging markets, and striving to develop relationships with an emerging group of global cedents that are changing the way that reinsurance is bought. However, they have few frameworks or evidence-based insights to inform them about the scope of global change or its potential implications for their own business models. The primary aim of this project is to co-produce and implement a series of 10 Masterclasses with UK insurers, reinsurers and brokers that will support them in developing greater competitiveness.
http://www.esrc.ac.uk/news-and-events/events/celebrating-impact-prize/prize-winners-2013.aspx

Trading risks. The role of Europe & the Asia Pacific reinsurers in the global market

This grant is part of a programme of research studies into the global reinsurance industry on the implications of profound change arising from shifts in regulation, consolidation, and increasing competition both within the reinsurance industry and from alternative capital providers. Findings have been generated for insurers, reinsurers and brokers. First, consolidation in the primary insurance market has led to: i) centralised retention of risk, which reduces the amount insurers spend on reinsurance and lowers the overall amount of premium ceded to the reinsurance industry; ii) global purchasing of large, complex multi-territory products that are not well suited to the way that most reinsurers diversify capital allocation to manage risk exposures. These changes are thus changing the nature of underwriting. Second, increasing competition amongst reinsurers is leading to searches for new opportunities. We identify six distinct strategic types of reinsurer that compete from different technical bases, with different strategic appetites and perceptions of profitability. Structural tensions abound as these reinsurers expand internationally, increasing the costs and complexity of their underwriting processes, and altering the focus of underwriting judgement. Third, brokers have increased penetration due to their consolidation into three main firms that have the critical mass and international reach to offer global services to global clients. However, brokers need to generate clearer value-propositions that differentiate the services needed by cedents and match these with different reinsurer types. Additionally, the traditional distribution channel and placement services on which they receive brokerage no longer yield the highest rents, necessitating alternative forms of remuneration for their other services.

London compared with Bermuda: an ethnographic comparison of the basis of reinsurance trading and the implications for future evolution

This ESRC/Industry-funded study compared the Lloyd’s and Bermuda reinsurance trading markets, on the basis of face-to-face and electronic forms of communication. For over 300 years, Lloyd’s of London has primarily relied on face-to-face interaction between reinsurance brokers and underwriters in the assessment and placement of reinsurance risks. Traditionally, great emphasis has been placed on these personal relationships as the basis for expert judgement on appraising risks. In newer reinsurance marketplaces, such as Bermuda, an alternative approach emerged that relies more on electronic communication between parties and the use of mathematical models to support underwriting decisions. Phase 1 evaluated the implications of face-to-face, expert-based judgement and electronic scientifically modelled judgement for high-risk, high value commercial reinsurance placement decisions. The results are in an industry report: “Trading Risk: The value of relationships, models and face-to-face interaction in a global reinsurance market”.

Conflicting regulatory and market objectives: A problem for strategy implementation

This project, funded by the Economic and Social Research Council of the UK, (Amount £139,302) extends existing strategy theory by examining the problem of implementing contradictory strategies inside organizations. Longitudinal qualitative data, including observation, interviews and documents, were collected over a 2-year period in 2006-07 in a Financial Times Stock Exchange (FTSE) 100 company undergoing a major regulatory shift to functional separation that exacerbated tensions between strategic actions targeted at fulfilling regulatory objectives and those directed at market objectives. Results show variation in the work practices and legitimating accounts that balance conflicting objectives, enabling strategy implementation, and those that polarize conflict and obstruct strategy implementation. I develop process models that explain how specific structural configurations, relative power, scale of organizational interdependence and importance accorded to market or regulatory objectives, lead to these different strategy implementation outcomes. The study explained implementation of contradictory regulatory and market goals in the context of functional separation but also raised questions about the strategic implications of different organizational configurations in response to state and market demands, indicating grounds for future research.

Strategic Management Education in Practice: Patterns and Drivers of Adoption in Domestic and International UK Business School Alumni

Based on a survey of 12 UK business school alumni, the project has investigated the main drivers to tool adoption amongst alumni who are involved in the strategy process. First we investigated what tools are most commonly adopted and identified the main reasons why the most popular tools are used. The analysis of interaction effects between variables enabled us to identify moderating factors that influence the expected selection and combination of tools, such as function, organizational processes and perceptions of value. In order to explain the pattern of adoption of strategy tools we examined the effect of educational, social, political and tool-design factors on tool adoption. Also, in order to identify additional reasons why alumni use tools, we analysed the relationship between frequency of use and perceived value of different tools in decision-making or ability to deliver superior outcomes We also examined the main reasons for non-adoption, which was found to be influenced by a range of moderating variables including perceptions of value. Finally, we developed a statistical framework to measure the propensity of individual with different characteristics (education, job function, sector of activity) to adopt different strategy tools.

Research students

1st supervisor

  • Mustafa Kavas, Research Student

Qian Li

Attendance: Sep 2016 – present, full-time

Thesis title: Practices and Institutional Logics in FinTech companies

Role: 1st Supervisor

Edwin Lee

Attendance: Sep 2015 – present, full-time

Thesis title: Innovation processes in professional service firms

Role: 2nd Supervisor

Mustafa Kavas

Attendance: Sep 2014 – present, full-time

Thesis title: Spirituality in Strategizing Practices: The Case of the Anatolian Tigers

Role: 1st Supervisor

Attendance: 2008 – 2013, full-time

Thesis title: Management Education as an Applied Science: The Use of Strategy Tools

Role: 1st Supervisor

Attendance: 2005 – 2010, full-time

Thesis title: Strategy formation as a communication process

Role: 1st Supervisor

Attendance: 2004 – 2009, full-time

Thesis title: Institutional change in the Java application server field: A case-study of institutional entrepreneurship

Role: 1st Supervisor

Attendance: 2003 – 2009, part-time

Thesis title: Enacting Regulated Strategic Environments

Role: 1st Supervisor

Publications

Books (4)

  1. Jarzabkowski, P., Chalkias, K., Cacciatori, E. and Bednarek, R. (2023). Disaster Insurance Reimagined Protection in a Time of Increasing Risk. Oxford University Press. ISBN 978-0-19-286516-8.
  2. Smith, W.K., Lewis, M.W. and Jarzabkowski, P. (2017). The Oxford Handbook of Organizational Paradox. Oxford University Press. ISBN 978-0-19-875442-8.
  3. Jarzabkowski, P., Bednarek, R. and Spee, P. (2015). Making a Market for Acts of God. Oxford University Press. ISBN 978-0-19-966476-4.
  4. Jarzabkowski, P. (2005). Strategy as Practice: An Activity-Based Approach. SAGE Publications Ltd. ISBN 978-0-7619-4438-6.

Chapters (9)

  1. Spee, P., Kho, J., Jenkins, A. and Jarzabkowski, P. (2024). Routine Formation as a Layered Process. Research in the Sociology of Organizations (pp. 203–220). Emerald Publishing Limited. ISBN 978-1-83549-553-7.
  2. In Smith, W.K., Lewis, M.W., Jarzabkowski, P. and Langley, A. (Eds.), (2017). The Oxford Handbook of Organizational Paradox. In Oxford University Press. ISBN 978-0-19-875442-8.
  3. Jarzabkowski, P. and Wolf, C. (2015). An activity theory approach to strategy as practice. Cambridge Handbook of Strategy as Practice, Second Edition (pp. 165–183).
  4. Jarzabkowski, P., Smets, M., Bednarek, R., Burke, G. and Spee, P. (2013). Institutional ambidexterity: Leveraging institutional complexity in practice. Research in the Sociology of Organizations (pp. 37–61).
  5. In Rathbone, C.L.H. (Ed.), (2012). Ready for Change? In Palgrave Macmillan UK. ISBN 978-1-349-34448-2.
  6. Jarzabkowski, P., Matthiesen, J. and Van de Ven, A.H. (2009). Doing which work? A practice approach to institutional pluralism. Institutional Work (pp. 284–316). Cambridge University Press. ISBN 978-0-521-51855-0.
  7. Jarzabkowski, P. (2008). Strategy-as-Practice. The SAGE Handbook of New Approaches in Management and Organization (pp. 364–378). SAGE Publications Ltd.
  8. In Bartunek, J.M. and McKenzie, J. (Eds.), Academic–Practitioner Relationships. In Routledge.
  9. In Gephart, R.P., Miller, C.C. and Helgesson, K.S. (Eds.), The Routledge Companion to Risk, Crisis and Emergency Management. In Routledge.

Conference papers and proceedings (16)

  1. Langenmayr, T., Seidl, D.N. and Jarzabkowski, P. (2023). Participatory Strategy Making as Dual Sensemaking Process. doi:10.5465/amproc.2023.116bp
  2. Kilminster, W., Giudici, A. and Jarzabkowski, P. (2021). The Active Persistence of Shared Characteristics in an Organized Market. doi:10.5465/ambpp.2021.135
  3. Li, and Jarzabkowski, P. (2019). Unpacking business incubators: Sensemaking, resource enacting practices, and emerging ventures. The 79th Annual Meeting of the Academy of Management 8-14 August, Boston, MA.
  4. Li, , Jarzabkowski, P. and Furnari, S. (2019). Actualizing the potentiality: A process study on how emerging organizations realize the resource(s) in a corporate-run accelerating program. The 11th International Symposium on Process Organization Studies 19-22 June, Chania, Crete.
  5. Cacciatori, E., Jarzabkowski, P., Bednarek, R. and Chalkias, K. (2019). What's in a model? Computer simulations and the management of ignorance. doi:10.5465/AMBPP2019.250
  6. Li, Q., Jarzabkowski, P. and Furnari, S. (2018). Strategy-as-practice, identity, and capability to perform in a pluralist context: A case study. 78th Annual Meeting of the Academy of Management 10 August, Chicago.
  7. Li, Q., Furnari, S. and Jarzabkowski, P. (2018). Start-up programs as a constraint to innovative disruption: Preliminary evidence from InsurTech start-ups. 34th EGOS Colloquium 10 July, Tallinn.
  8. Li, , Jarzabkowski, P. and Furnari, S. (2017). Co-construction of strategy and identity: The emergence of a Fintech start-up. FinTech Annual Conference 15 September, Toronto.
  9. Li, , Jarzabkowski, and Furnari, (2017). Strategizing into becoming through organization identity as a resource: A case study of a Fintech start-up. 33rd EGOS Colloquium 5-8 July, Copenhagen.
  10. Bednarek, R. and Cabantous, L. (2017). Timing practices and material markers in coordinating collective market patterns. doi:10.5465/ambpp.2017.126
  11. Kavas, M., Jarzabkowski, P. and Nigam, A. (2017). Islamic Family Business: The Constitutive Role of Religion on Business. doi:10.5465/ambpp.2017.267
  12. Jarzabkowski, P. and Wolf, C. (2014). The Role of Practical Coping in Strategy Making. doi:10.5465/ambpp.2014.259
  13. Jarzabkowski, P., Bednarek, R., Cabantous, L. and Smets, M. (2013). Markets as Meta-Intepretive Systems. doi:10.5465/ambpp.2013.174
  14. Smets, M., Burke, G.T., Jarzabkowski, P. and Spee, A.P. (2012). Reinsurance Trading in Lloyd's of London: Balancing conflicting-yet-complementary logics in practice. doi:10.5465/ambpp.2012.246
  15. Spee, A.P., Jarzabkowski, P. and Smets, M. (2012). Keeping it real: Bringing sociomateriality into strategy-as-practice. doi:10.5465/ambpp.2012.250
  16. JARZABKOWSKI, P. and KAPLAN, S. (2008). USING STRATEGY TOOLS IN PRACTICE: AN EXPLORATION OF "TECHNOLOGIES OF RATIONALITY" IN USE. doi:10.5465/ambpp.2008.33724572

Journal articles (83)

  1. Hamdali, Y., Skade, L., Jarzabkowski, P., Nicolini, D., Reinecke, J., Vaara, E. … Zietsma, C. (2024). Practicing Impact and Impacting Practice? Creating Impact Through Practice-Based Scholarship. Journal of Management Inquiry, 33(3), pp. 230–243. doi:10.1177/10564926231219621.

    [publisher’s website]

  2. Knight, E., Lok, J., Jarzabkowski, P. and Wenzel, M. (2024). Sensing the Room: The Role of Atmosphere in Collective Sensemaking. Academy of Management Journal. doi:10.5465/amj.2021.1389.

    [publisher’s website]

  3. Jarzabkowski, P., Lê, J., Seidl, D. and Vaara, E. (2024). Two decades of revolutionizing strategy research: how strategy-as-practice illuminates the complex, dynamic and consequential ways of doing strategy. Academy of Management Collections.
  4. Bednarek, R., Cacciatori, E., Chalkias, K., Gallagher Rodgers, R., Jarzabkowski, P., Kavas, M. … Krull, E. (2024). Delivering impact via the ebb-and-flow of a research team: Reflection on a long-term program of research into a global societal challenge*. The Journal of Applied Behavioral Science, 60(1), pp. 194–214. doi:10.1177/00218863231207873.

    [publisher’s website]

  5. Kilminster, W., Jarzabkowski, P. and Giudici, A. (2024). Organizing long duration interdependence in Lloyd’s of London:
    Persistence in a part-whole paradox of organizing.     Business History pp. 1–35. doi:10.1080/00076791.2023.2289580.

    [publisher’s website]

  6. Jarzabkowski, P., Bednarek, R., Chalkias, K., Cacciatori, E., Kavas, M., Krull, E. … Gallagher Rodgers, R. (2024). Translating, co-creating, and performing: Reflections on a 15-year journey for impact into the grand challenge of disaster insurance. Strategic Organization. doi:10.1177/14761270231218094.

    [publisher’s website]

  7. Couture, F., Jarzabkowski, P. and Lê, J.K. (2023). Triggers, Traps, and Disconnect: How Governance Obstacles Hinder Progress on Grand Challenges. Academy of Management Journal, 66(6), pp. 1651–1680. doi:10.5465/amj.2020.1716.

    [publisher’s website]

  8. Splitter, V., Jarzabkowski, P. and Seidl, D. (2023). Middle Managers' Struggle Over Their Subject Position in Open Strategy Processes. Journal of Management Studies, 60(7), pp. 1884–1923. doi:10.1111/joms.12776.

    [publisher’s website]

  9. Knight, E. and Jarzabkowski, P. (2023). Presenting as a chief strategy officer: A discourse-analytical study of elite subjectivities and vulnerabilities. Human Relations, 76(9), pp. 1414–1440. doi:10.1177/00187267221099773.

    [publisher’s website]

  10. Alexy, O., Berchicci, L. and Jarzabkowski, P. (2023). The buzzing, blooming, (potentially) confusing field of theory development in entrepreneurship research. Strategic Organization, 21(2), pp. 400–402. doi:10.1177/14761270231167005.
  11. Jarzabkowski, P., Bednarek, R., Kilminster, W. and Spee, P. (2023). An integrative approach to investigating longstanding organisational phenomena; opportunities for practice theorists and historians. Business History, 65(3), pp. 414–422. doi:10.1080/00076791.2021.1906227.

    [publisher’s website]

  12. Alexy, O., Berchicci, L., Dowell, G., Jarzabkowski, P., Langley, A., Moschieri, C. … Nigam, A. (2022). SO! Far, SO! Good: Strategic Organization at 20. Strategic Organization, 20(4), pp. 677–682. doi:10.1177/14761270221137160.
  13. Jarzabkowski, P., Bednarek, R., Chalkias, K. and Cacciatori, E. (2022). Enabling Rapid Financial Response to Disasters: Knotting and Reknotting Multiple Paradoxes in Interorganizational Systems. Academy of Management Journal, 65(5), pp. 1477–1506. doi:10.5465/amj.2019.0745.

    [publisher’s website]

  14. Jarzabkowski, P., Seidl, D. and Balogun, J. (2022). From germination to propagation: Two decades of Strategy-as-Practice research and potential future directions. Human Relations, 75(8), pp. 1533–1559. doi:10.1177/00187267221089473.

    [publisher’s website]

  15. Jarzabkowski, P., Dowell, G.W.S. and Berchicci, L. (2021). Strategy and organization scholarship through a radical sustainability lens: A call for 5.0. Strategic Organization, 19(3), pp. 449–455. doi:10.1177/14761270211033093.

    [publisher’s website]

  16. Seidl, D., Lê, J. and Jarzabkowski, P. (2021). The Generative Potential of Luhmann’s Theorizing for Paradox Research: Decision Paradox and Deparadoxization. pp. 49–64. doi:10.1108/s0733-558x2021000073b004.

    [publisher’s website]

  17. Jarzabkowski, P., Kavas, M. and Krull, E. (2021). It’s Practice. But is it Strategy? Reinvigorating strategy-as-practice by rethinking consequentiality. Organization Theory, 2(3), pp. 263178772110296–263178772110296. doi:10.1177/26317877211029665.

    [publisher’s website]

  18. Keller, J., Carmine, S., Jarzabkowski, P., Lewis, M.W., Pradies, C., Sharma, G. … Vince, R. (2021). Our Collective Tensions: Paradox Research Community’s Response to COVID-19. Journal of Management Inquiry, 30(2), pp. 168–176. doi:10.1177/1056492620986859.

    [publisher’s website]

  19. Jarzabkowski, P., Langley, A. and Nigam, A. (2021). Navigating the tensions of quality in qualitative research. Strategic Organization, 19(1), pp. 70–80. doi:10.1177/1476127020985094.

    [publisher’s website]

  20. Bednarek, R., Chalkias, K. and Jarzabkowski, P. (2021). Managing Risk as a Duality of Harm and Benefit: A Study of Organizational Risk Objects in the Global Insurance Industry. British Journal of Management, 32(1), pp. 235–254. doi:10.1111/1467-8551.12389.

    [publisher’s website]

  21. Weiser, A.-.K., Jarzabkowski, P. and Laamanen, T. (2020). Completing the Adaptive Turn: An Integrative View of Strategy Implementation. Academy of Management Annals, 14(2), pp. 969–1031. doi:10.5465/annals.2018.0137.

    [publisher’s website]

  22. Kavas, M., Jarzabkowski, P. and Nigam, A. (2020). Islamic Family Business: The Constitutive Role of Religion in Business. Journal of Business Ethics, 163(4), pp. 689–700. doi:10.1007/s10551-019-04384-5.

    [publisher’s website]

  23. Hengst, A., Jarzabkowski, P., Hoegl, M. and Muethel, M. (2020). Toward a Process Theory of Making Sustainability Strategies Legitimate in Action. Academy of Management Journal, 63(1), pp. 246–271. doi:10.5465/amj.2016.0960.
  24. Anesa, M., Chalkias, K., Jarzabkowski, P. and Spee, A.P. (2019). Practicing Capitals Across Fields: Extending Bourdieu to Study Inter-Field Dynamics. pp. 129–142. doi:10.1108/s0733-558x2019000065b010.

    [publisher’s website]

  25. Cacciatori, E., Jarzabkowski, P., Bednarek, R. and Chalkias, K. (2019). What's in a Model? Computer Simulations and the Management of Ignorance. Academy of Management Proceedings, 2019(1), pp. 18102–18102. doi:10.5465/ambpp.2019.250.

    [publisher’s website]

  26. Jarzabkowski, P., Lê, J. and Balogun, J. (2019). The Social Practice of Coevolving Strategy and Structure to Realize Mandated Radical Change. Academy of Management Journal, 62(3), pp. 850–882. doi:10.5465/amj.2016.0689.

    [publisher’s website]

  27. Feldman, M.S., D’Adderio, L., Dittrich, K. and Jarzabkowski, P. (2019). Introduction: Routine Dynamics in Action. pp. 1–10. doi:10.1108/s0733-558x20190000061001.

    [publisher’s website]

  28. Jarzabkowski, P., Bednarek, R., Chalkias, K. and Cacciatori, E. (2019). Exploring inter-organizational paradoxes: Methodological lessons from a study of a grand challenge. Strategic Organization, 17(1), pp. 120–132. doi:10.1177/1476127018805345.

    [publisher’s website]

  29. LeBaron, C., Jarzabkowski, P., Pratt, M.G. and Fetzer, G. (2018). An Introduction to Video Methods in Organizational Research. Organizational Research Methods, 21(2), pp. 239–260. doi:10.1177/1094428117745649.

    [publisher’s website]

  30. Jarzabkowski, P. and Bednarek, R. (2018). Toward a social practice theory of relational competing. Strategic Management Journal, 39(3), pp. 794–829. doi:10.1002/smj.2724.

    [publisher’s website]

  31. Jarzabkowski, P.A. and Lê, J.K. (2017). We Have To Do ThisandThat? You Must be Joking: Constructing and Responding to Paradox Through Humor. Organization Studies, 38(3-4), pp. 433–462. doi:10.1177/0170840616640846.

    [publisher’s website]

  32. Spee, P. and Jarzabkowski, P. (2017). Agreeing on What? Creating Joint Accounts of Strategic Change. Organization Science, 28(1), pp. 152–176. doi:10.1287/orsc.2016.1105.

    [publisher’s website]

  33. Jarzabkowski, P., Kaplan, S., Seidl, D. and Whittington, R. (2016). If you aren’t talking about practices, don’t call it a practice-based view: Rejoinder to Bromiley and Rau inStrategic Organization. Strategic Organization, 14(3), pp. 270–274. doi:10.1177/1476127016655998.

    [publisher’s website]

  34. Spee, P., Jarzabkowski, P. and Smets, M. (2016). The Influence of Routine Interdependence and Skillful Accomplishment on the Coordination of Standardizing and Customizing. Organization Science, 27(3), pp. 759–781. doi:10.1287/orsc.2016.1050.

    [publisher’s website]

  35. (2016). Making a Market for Acts of God: The Practice of Risk‐Trading in the Global Reinsurance Industry, by P.Jarzabkowski, R.Bednarek, and P.Spee, 2015, Oxford: Oxford University Press, 231 pp. ISBN: 978‐0‐19‐966476‐4. Journal of Risk and Insurance, 83(2), pp. 501–504. doi:10.1111/jori.12160.

    [publisher’s website]

  36. Bednarek, R., Burke, G., Jarzabkowski, P. and Smets, M. (2016). Dynamic Client Portfolios as Sources of Ambidexterity: Exploration and Exploitation Within and Across Client Relationships. Long Range Planning, 49(3), pp. 324–341. doi:10.1016/j.lrp.2015.12.003.

    [publisher’s website]

  37. Jarzabkowski, P., Kaplan, S., Seidl, D. and Whittington, R. (2015). On the risk of studying practices in isolation: Linking what, who and how in strategy research. Strategic Organization, 14(3), pp. 248–259. doi:10.1177/1476127015604125.
  38. Lê, J.K. and Jarzabkowski, P.A. (2015). The Role of Task and Process Conflict in Strategizing. British Journal of Management, 26(3), pp. 439–462. doi:10.1111/1467-8551.12076.

    [publisher’s website]

  39. Smets, M., Jarzabkowski, P., Burke, G.T. and Spee, P. (2015). Reinsurance Trading in Lloyd’s of London: Balancing Conflicting-yet-Complementary Logics in Practice. Academy of Management Journal, 58(3), pp. 932–970. doi:10.5465/amj.2012.0638.

    [publisher’s website]

  40. Jarzabkowski, P. and Kaplan, S. (2015). Strategy tools‐in‐use: A framework for understanding “technologies of rationality” in practice. Strategic Management Journal, 36(4), pp. 537–558. doi:10.1002/smj.2270.

    [publisher’s website]

  41. Jarzabkowski, P., Bednarek, R. and Cabantous, L. (2015). Conducting global team-based ethnography: Methodological challenges and practical methods. Human Relations, 68(1), pp. 3–33. doi:10.1177/0018726714535449.

    [publisher’s website]

  42. Jarzabkowski, P., Burke, G. and Spee, P. (2015). Constructing Spaces for Strategic Work: A Multimodal Perspective. British Journal of Management, 26(S1). doi:10.1111/1467-8551.12082.

    [publisher’s website]

  43. Jarzabkowski, P. and Bednarek, R. (2015). Towards a Social-Practice Theory of Competition. Academy of Management Proceedings, 2015(1), pp. 14454–14454. doi:10.5465/ambpp.2015.102.

    [publisher’s website]

  44. Jarzabkowski, P., Bednarek, R. and Lê, J.K. (2014). Producing persuasive findings: Demystifying ethnographic textwork in strategy and organization research. Strategic Organization, 12(4), pp. 274–287. doi:10.1177/1476127014554575.

    [publisher’s website]

  45. Smets, M., Burke, G., Jarzabkowski, P. and Spee, P. (2014). Charting new territory for organizational ethnography. Journal of Organizational Ethnography, 3(1), pp. 10–26. doi:10.1108/joe-12-2012-0056.

    [publisher’s website]

  46. Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S. and Vaara, E. (2014). Placing Strategy Discourse in Context: Sociomateriality, Sensemaking, and Power. Journal of Management Studies, 51(2), pp. 175–201. doi:10.1111/joms.12059.

    [publisher’s website]

  47. Jarzabkowski, P., Bednarek, R. and Cabantous, L. (2014). Changing competitive dynamics in the reinsurance industry: implications of changes in buyer behavior for reinsurance executives. The Journal of Financial Perspectives, 2(1), pp. 27–38.
  48. Jarzabkowski, P., Bednarek, R. and Cabantous, L. (2014). Conducting Global Team-based Ethnography: Methodological Challenges and Reflections. Academy of Management Proceedings, 2014(1), pp. 16809–16809. doi:10.5465/AMBPP.2014.16809abstract.
  49. Smets, M. and Jarzabkowski, P. (2013). Reconstructing institutional complexity in practice: A relational model of institutional work and complexity. Human Relations, 66(10), pp. 1279–1309. doi:10.1177/0018726712471407.

    [publisher’s website]

  50. Jarzabkowski, P., Lê, J.K. and Van de Ven, A.H. (2013). Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve. Strategic Organization, 11(3), pp. 245–280. doi:10.1177/1476127013481016.

    [publisher’s website]

  51. Jarzabkowski, P., Paul Spee, A. and Smets, M. (2013). Material artifacts: Practices for doing strategy with ‘stuff’. European Management Journal, 31(1), pp. 41–54. doi:10.1016/j.emj.2012.09.001.

    [publisher’s website]

  52. Jarzabkowski, P. and Pinch, T. (2013). Sociomateriality is ‘the New Black’: accomplishing repurposing, reinscripting and repairing in context. M@n@gement, 16(5), pp. 579–579. doi:10.3917/mana.165.0579.

    [publisher’s website]

  53. Jarzabkowski, P., Giulietti, M., Oliveira, B. and Amoo, N. (2013). “We Don’t Need No Education”—Or Do We? Management Education and Alumni Adoption of Strategy Tools. Journal of Management Inquiry, 22(1), pp. 4–24. doi:10.1177/1056492612460588.

    [publisher’s website]

  54. Jarzabkowski, P.A., Lê, J.K. and Feldman, M.S. (2012). Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice. Organization Science, 23(4), pp. 907–927. doi:10.1287/orsc.1110.0693.

    [publisher’s website]

  55. Sillince, J., Jarzabkowski, P. and Shaw, D. (2012). Shaping Strategic Action Through the Rhetorical Construction and Exploitation of Ambiguity. Organization Science, 23(3), pp. 630–650. doi:10.1287/orsc.1110.0670.

    [publisher’s website]

  56. Spee, A.P. and Jarzabkowski, P. (2011). Strategic planning as communicative process. Organization Studies, 32(9), pp. 1217–1245. doi:10.1177/0170840611411387.

    [publisher’s website]

  57. Balogun, J., Jarzabkowski, P. and Vaara, E. (2011). Selling, resistance and reconciliation: A critical discursive approach to subsidiary role evolution in MNEs. Journal of International Business Studies, 42(6), pp. 765–786. doi:10.1057/jibs.2011.13.

    [publisher’s website]

  58. Jarzabkowski, P., Mohrman, S.A. and Scherer, A.G. (2010). Organization Studies as Applied Science: The Generation and Use of Academic Knowledge about Organizations Introduction to the Special Issue. Organization Studies, 31(9-10), pp. 1189–1207. doi:10.1177/0170840610374394.

    [publisher’s website]

  59. Jarzabkowski, P. and Kaplan, S. (2010). Taking “strategy-as-practice” across the Atlantic. pp. 51–71. doi:10.1108/s0742-3322(2010)0000027006.

    [publisher’s website]

  60. Jarzabkowski, P., Sillince, J.A.A. and Shaw, D. (2010). Strategic ambiguity as a rhetorical resource for enabling multiple interests. Human Relations, 63(2), pp. 219–248. doi:10.1177/0018726709337040.

    [publisher’s website]

  61. Jarzabkowski, P. and Balogun, J. (2009). The Practice and Process of Delivering Integration through Strategic Planning. Journal of Management Studies, 46(8), pp. 1255–1288. doi:10.1111/j.1467-6486.2009.00853.x.

    [publisher’s website]

  62. Spee, A.P. and Jarzabkowski, P. (2009). Strategy tools as boundary objects. Strategic Organization, 7(2), pp. 223–232. doi:10.1177/1476127009102674.

    [publisher’s website]

  63. Jarzabkowski, P. and Paul Spee, A. (2009). Strategy‐as‐practice: A review and future directions for the field. International Journal of Management Reviews, 11(1), pp. 69–95. doi:10.1111/j.1468-2370.2008.00250.x.

    [publisher’s website]

  64. Jarzabkowski, P. and Kaplan, S. (2008). Using strategy tools in practice: An exploration of "technologies of rationality" in use. Academy of Management 2008 Annual Meeting: The Questions We Ask, AOM 2008.
  65. Jarzabkowski, P. and Whittington, R. (2008). A Strategy-as-Practice Approach to Strategy Research and Education. Journal of Management Inquiry, 17(4), pp. 282–286. doi:10.1177/1056492608318150.

    [publisher’s website]

  66. Jarzabkowski, P. and Whittington, R. (2008). Directions for a Troubled Discipline. Journal of Management Inquiry, 17(4), pp. 266–268. doi:10.1177/1056492608318148.

    [publisher’s website]

  67. Jarzabkowski, P. and Seidl, D. (2008). The Role of Meetings in the Social Practice of Strategy. Organization Studies, 29(11), pp. 1391–1426. doi:10.1177/0170840608096388.

    [publisher’s website]

  68. JARZABKOWSKI, P. (2008). SHAPING STRATEGY AS A STRUCTURATION PROCESS. Academy of Management Journal, 51(4), pp. 621–650. doi:10.5465/amj.2008.33664922.

    [publisher’s website]

  69. Jarzabkowski, P. (2008). Shaping Strategy as a Structuration Process. Academy of Management Journal, 51(4), pp. 621–650. doi:10.5465/amr.2008.33664922.

    [publisher’s website]

  70. Jarzabkowski, P. and Whittington, R. (2008). Hard to disagree, mostly. Strategic Organization, 6(1), pp. 101–106. doi:10.1177/1476127007087155.

    [publisher’s website]

  71. Jarzabkowski, P. and Sillince, J. (2007). A Rhetoric-in-Context Approach to Building Commitment to Multiple Strategic Goals. Organization Studies, 28(11), pp. 1639–1665. doi:10.1177/0170840607075266.

    [publisher’s website]

  72. Jarzabkowski, P., Balogun, J. and Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60(1), pp. 5–27. doi:10.1177/0018726707075703.

    [publisher’s website]

  73. Jarzabkowski, P. and Fenton, E. (2006). Strategizing and Organizing in Pluralistic Contexts. Long Range Planning, 39(6), pp. 631–648. doi:10.1016/j.lrp.2006.11.002.

    [publisher’s website]

  74. Jarzabkowski, P. and Wilson, D.C. (2006). Actionable Strategy Knowledge:. European Management Journal, 24(5), pp. 348–367. doi:10.1016/j.emj.2006.05.009.

    [publisher’s website]

  75. (2006). ‘Organization Studies as Applied Science: The Generation and Use of Academic Knowledge about Organizations’. Organization Studies, 27(9), pp. 1411–1413. doi:10.1177/0170840606070945.

    [publisher’s website]

  76. Jarzabkowski, P. and Searle, R.H. (2004). Harnessing Diversity and Collective Action in the Top Management Team. Long Range Planning, 37(5), pp. 385–385. doi:10.1016/j.lrp.2004.07.006.

    [publisher’s website]

  77. Jarzabkowski, P. and Searle, R.H. (2004). Harnessing Diversity and Collective Action in the Top Management Team. Long Range Planning, 37(5), pp. 399–419. doi:10.1016/j.lrp.2004.07.007.

    [publisher’s website]

  78. Jarzabkowski, P. (2004). Strategy as Practice: Recursiveness, Adaptation, and Practices-in-Use. Organization Studies, 25(4), pp. 529–560. doi:10.1177/0170840604040675.

    [publisher’s website]

  79. Whittington, R., Jarzabkowski, P., Mayer, M., Mounoud, E., Nahapiet, J. and Rouleau, L. (2003). Taking Strategy Seriously. Journal of Management Inquiry, 12(4), pp. 396–409. doi:10.1177/1056492603258968.

    [publisher’s website]

  80. Jarzabkowski, P. (2003). Strategic Practices: An Activity Theory Perspective on Continuity and Change. Journal of Management Studies, 40(1), pp. 23–55. doi:10.1111/1467-6486.t01-1-00003.

    [publisher’s website]

  81. Jarzabkowski, P. and Wilson, D.C. (2002). Top Teams and Strategy in a UK University. Journal of Management Studies, 39(3), pp. 355–381. doi:10.1111/1467-6486.00296.

    [publisher’s website]

  82. Jarzabkowski, P. (2002). Centralised or Decentralised? Strategic Implications of Resource Allocation Models. Higher Education Quarterly, 56(1), pp. 5–32. doi:10.1111/1468-2273.00200.

    [publisher’s website]

  83. Jarzabkowski, P. and Bone, Z. (1998). A ‘How‐To’ Guide and Checklist for Peer Appraisal of Teaching. Innovations in Education & Training International, 35(2), pp. 177–182. doi:10.1080/1355800980350212.

    [publisher’s website]

Reports (5)

  1. Jarzabkowski, P., Chalkias, K., Cacciatori, E. and Bednarek, R. (2018). Between State and Market: Protection Gap Entities and Catastrophic Risk..
  2. Chalkias, K.C., Jarzabkowski, P., Burke, G., Cabantous, L. and Tapinos, E. (2014). Imagining the future: How to stay ahead in the reinsurance game though scenario planning. Cass Business School.
  3. Chalkias, K.C., Jarzabkowski, P., Bednarek, P. and Cabantous, L. (2013). Reinsurance 2020: Strategic think tank for industry leaders. Cass Business School.
  4. Jarzabkowski, P., Bednarek, G., Burke, G. and Cabantous, L. (2012). Beyond Borders: Charting the Changing Global Reinsurance Landscape. London: Cass Business School, City Unioversity London.
  5. Jarzabkowski, P., Smets, M. and Spee, A.P. (2010). Trading risks: The value of relationships, models and face-to-face interaction in the global reinsurance market. London: Aston University.

Professional activities

Collaboration (academic)

Editorial activity (8)

  1. Discourse and Strategic Management: The Potential, Challenges and Future Direction. Special Issue of Journal of Management Studies, Special Editor, 2014 – present.
  2. Academy of Management Review, Member of Editorial Board, 2011 – present.
  3. Strategic Management Journal, Member of Editorial Board, 2009 – present.
  4. Academy of Management Journal, Member of Editorial Board, 2007 – 2013.
  5. Journal of Management Studies, Member of Editorial Board, 2007 – 2012.
  6. Organization Science, Member of Editorial Board, 2007 – 2010.
  7. Scandinavian Journal of Management, Member of Editorial Board, 2007 – present.
  8. Organization Studies, Member of Editorial Board, 2005 – 2013.

Events/conferences (65)

  1. Special Interest Group on Strategy-as-Practice of the Academy of Management, 2010 - 2014. (2014). Chair and Organising Committee.
  2. EGOS SWG subtheme: Strategizing Activity and Practie: Connecting the Material to the Social. (Conference) Montreal (2013). Chair.
  3. National research presentations. (Seminar) London School of Economics, UK, March; Edinburgh University, UK, May (2013). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P
  4. International Research Presentations. (Seminar) Cornell University (Marie Curie Fellowship); Ross School of Business, Michigan U., USA; HEC geneva, Switzerland; HEC Montreal, Isenberg School of Management, Massachusetts U., USA (2013). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  5. Worshipful Company of Insurers, Annual Lunch. (Public lecture) London (2013). Invited speaker.
    Paper: It Rained for 40 Days and Nights: Reinsurance and the Art of Pricing Noah’s Ark
    Author: Jarzabkowski P
  6. Intermediaries and Reinsurance Underwriters Association Conference. Bermuda (2013). Invited speaker.
    Paper: Trends to Bundle Risk: The Impact of Super-Cedents and Mega-Risks on Reinsurance Buying and Reinsurance Products
    Author: Jarzabkowski P.
  7. Insurance Institute of London. (Public lecture) Lloyd’s Old Library, London (2013). Invited speaker.
    Paper: Does Size Matter? The Impact of Super-Cedents and Mega-Risks on Reinsurance Buying and Reinsurance Products.
    Author: Jarzabkowski P.
  8. EGOS Colloquium and Academy of Management Meeting. (Conference) Montreal & Orlando (2013).
    Paper: Various; Award: Academy of Management Best Paper Proceedings
    Author: Jarzabkowski P.
  9. European Group for Organization Studies (EGOS) Standing Working Group on ‘Strategizing: A Practice Perspective’, 2005 - 2013. (2013). Chair and Organising Committee.
  10. National research presentations. (Seminar) Bath School of Management (2012). Invited speaker.
    Paper: Reinsurance Projects
    Author: Jarzabkowski P.
  11. International Research Presentations. (Seminar) Science & Technology Studies, Cornell University, New York, USA. (2012). Invited speaker.
    Paper: Reinsurance Study
    Author: Jarzabkowski P.
  12. Report release and press briefing for Insurance Intellectual Capital Initiative. (Public lecture) London (2012). Invited speaker.
    Paper: Beyond Borders: Charting the Changing Global Reinsurance Landscape.
    Author: Jarzabkowski P.
  13. Changing times, changing types: Positioning reinsurers in their global landscape. (Public lecture) London (2012). Invited speaker.
    Paper: Insurance Day Summit
    Author: Jarzabkowski P.
  14. AoM Meeting, EGOS Colloquium, BAM Meeting. (Conference) Helsinki, Boston and Cardiff (2012).
    Paper: convened and/or presented on 3 x PDWs and 3 papers at the Academy of Management (AoM) - 2 shortlisted for Best Paper awards; 3 papers at the EGOS – 1 of which won a best paper award; 1 paper at BAM
    Author: Jarzabkowski P.
  15. National research presentations. (Seminar) Imperial College, March; Insurance Economists Association, Nottingham University, April; Novak Druce Centre, Said Business School (2012). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P
  16. Strategy-as-Practice workshop: Strategizing for the Community Future. (Workshop) Aston University, Birmingham, UK (2011). Chair and Organising Committee.
  17. Intermediaries and Reinsurance Underwriters Association Conference. (Conference) Bermuda (2011). Invited speaker.
    Paper: Executive panel discussion on the implications of the study on trust, information and reinsurance relationships in the wake of the Japanese earthquake and tsunami
    Author: Jarzabkowski P
  18. Insurance Institute of London (IIL). (Public lecture) Lloyd’s Old Library, London (2011). Invited speaker.
    Paper: Presentation of results on Phase 2 of Reinsurance Project
    Author: Lloyd’s Old Library, London
  19. AoM Meeting, EGOS Colloquium, PROS. (Conference) Various (2011).
    Paper: Presented at: AoM – 2 papers, 1 symposium and 3 professional development workshops; EGOS – 4 papers; PROS 1 paper
    Author: Jarzabkowski P.
  20. International Research Presentations. (Seminar) BI Norwegian School of Management, Norway, January; Free University of Berlin, Germany, April; University of Naples/Catanzaro, Italy, May; Sydney University, Australia (2011). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  21. Intermediaries and Reinsurance Underwriters Association Conference. (Conference) Bermuda (2011). Invited speaker.
    Paper: Dinner lecture: ‘A Tale of Two Cities: Trading Risks in Lloyd’s and Bermuda’
    Author: Jarzabkowski P.
  22. National research presentations. (Seminar) Advanced Institute of Management Workshop, June; Lancaster University, October (2010). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  23. International research presentations. (Seminar) Free University of Berlin, Germany, February; Stockholm University School of Business, Sweden, June (2010). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  24. Monte Carlo Reinsurance Rendezvous. (Public lecture) Monte Carlo (2010). Invited speaker.
    Paper: Aon Benfield breakfast briefing, Keynote speaker
    Author: Jarzabkowski P.
  25. Meeting of the top 100 London market insurance executives. (Public lecture) London (2010). Invited speaker.
    Paper: London 100 Breakfast presentation
    Author: Jarzabkowski P.
  26. Insurance Institute of London. (Public lecture) London (2010). Invited speaker.
    Author: Jarzabkowski P.
  27. Bermuda Reinsurance market. (Public lecture) Bermuda (2010). Invited speaker.
    Paper: Invited research presentation
    Author: Jarzabkowski P.
  28. AoM; EGOS; Strategic Management Society. (Conference) Various: United States and Europe (2010).
    Paper: Academy of Management (AoM) – 3 papers and 2 professional development workshops; European Group for Organizations Studies (EGOS) – 2 papers; Strategic Management Society, 2 papers
    Author: Jarzabkowski P.
  29. National research presentations. (Seminar) Cardiff University, February; Imperial College, March; The Freeman Centre, Universities of Brighton and Sussex, May; Bath University, October (2009). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  30. International Research Presentations. (Seminar) Institute of Organization and Administrative Science, University of Zurich, January; Stockholm School of Economics, May; Jönköping International Business School, May; Australian School of Business, NSW University, June, Rouen Business School, Dec. (2009). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  31. Industry workshop for senior managers in network industries. (Public lecture) Aston Business School (2009).
    Paper: Lead convener and plenary speaker: "Network Industry Policy: Who decides?"
    Author: Jarzabkowski P.
  32. AoM Meeting; EGOS Colloquium; BAM Meeting. (Conference) Various: UK, Europe and United States (2009).
    Paper: AoM – presented on 1 papers, 2 symposia and 2 professional development workshops; EGOS – presented on 1 paper; BAM, presented on 1 paper
    Author: Jarzabkowski P.
  33. Annual Workshop, International Centre for Research on Discourse, Strategy and Change (ICRODSC). (Conference) Melbourne University (2009). Invited speaker.
    Paper: Plenary speaker
    Author: Jarzabkowski P.
  34. International AIM workshop: ‘Actions, Practices and Institutions’. (Workshop) Aston University, Birmingham, UK (2008). Chair and Organising Committee.
  35. Strategy-as-Practice Symposium: ‘Studying Workshops and Meetings as Organizational Phenomena’. (Conference) Aston University, Birmingham, UK (2008). Chair and Organising Committee.
  36. National research presentations. (Seminar) Edinburgh University, San Ei Gen Lecture, October; Manchester Metropolitan, February (2008). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  37. International research presentations. (Seminar) Ecole Polytechnique, Paris, March; Carlson School, Minnesota University, USA, April; Netherlands School for Public Administration, Netherlands, July (2008). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  38. Industry workshop for senior managers in network industries. (Public lecture) Aston Business School (2008).
    Paper: Lead convener and plenary speaker: ‘Network Industries: Economic Regulation in Practice
    Author: Jarzabkowski P.
  39. AoM Meeting; EGOS Colloquium; JMS Workshop. (Conference) Various (2008).
    Paper: AoM – presented on 2 papers, 1 symposium and 3 professional development workshops; EGOS – presented on 2 papers; Journal of Management Studies Workshop, coauthor on 2 papers
    Author: Jarzabkowski P.
  40. Summer Workshop: ‘Organization Studies as an Applied Science: The Generation and Use of Academic Knowledge’. (Workshop) Crete, Greece (2007). Chair and Organising Committee.
  41. AIM Capacity Building Workshop: ‘Routines Within and Across Organizational Boundaries’. (Workshop) London Business School (2007). Chair and Organising Committee.
  42. ESRC/EPSRC Festival of Science week workshop ‘Engaging with Practice: Doing Strategy-as-Practice Research’. (Workshop) Aston University, Birmingham, UK (2007). Organising Committee and Chair.
  43. International Research Presentations. (Seminar) Faculty of Economics and Business, Sydney University, Dec.; Australian School of Business, University of New South Wales, Dec.; HEC Montreal, Sept.; Alberta University, May; Carlson School, Minnesota University, April. (2007). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  44. Foundation for Management Education (FME) Fellows Day. (Public lecture) Aston University (2007).
    Paper: Using Strategic Management Tools in Practice
    Author: Jarzabkowski P.
  45. Workshop on ‘Doing Institutional Work. (Workshop) Fraser University, Canada (2007). Invited speaker.
    Paper: Invited Speaker
    Author: Jarzabkowski P.
  46. AoM Meeting; EGOS Colloquium; Organization Studies Summer Workshop. (Conference) Various (2007). Invited speaker.
    Paper: AoM – presented at 2 papers, 1 symposium and 2 professional development workshops; EGOS – co-authored 2 papers; Convened the Organization Studies Summer Workshop, presented 1 paper
    Author: Jarzabkowski P.
  47. BAM Special Interest Group on Strategy as Practice, 2005 - 2007. (2007). Organising Committee and Chair.
  48. AIM Capacity Building Workshop ‘Discourse research methods’. (Workshop) Cardiff University (2006). Organising Committee and Chair.
  49. AIM Capacity Building Workshop: ‘Researching Organizations as Pluralistic Contexts’. (Workshop) Aston University, Birmingham, UK (2006). Organising Committee and Chair.
  50. AIM Capacity Building Workshop for ESRC Social Science week: ‘Studying Practices Empirically’. (Workshop) Aston University, Birmingham, UK (2006). Chair and Organising Committee.
  51. National Research Presentations. (Seminar) Lancaster Univ. Management School: St Andrews Univ.; London School of Economics; Open Univ. Business School; GNOSIS research centre, Liverpool Univ.; Queen Mary School of Business and Management, Univ. of London; Strathclyde Grad School of Business (2006). Invited speaker.
    Paper: Various
  52. British Academy of Management (BAM) Special Interest Group on Performance Measurement. (Public lecture) Cranfield University (2006). Invited speaker.
    Paper: Invited Speaker
    Author: Jarzabkowski P.
  53. ESRC Workshop on Leadership. (Workshop) Cardiff/Bristol Universities (2006). Invited speaker.
    Paper: Developing Organisation Leaders as Change Agents in the Public Services
    Author: Jarzabkowski P.
  54. AIM Practitioner Workshop ‘Discourse for practicing managers. (Workshop) Cardiff University (2006). Organising Committee.
    Author: Jarzabkowski P.
  55. AoM Meeting; EGOS Colloquium; BAM Meeting; Strategic Management Society. (Conference) Various (2006).
    Paper: AoM 2 papers, 1 symposium and 1 professional development workshop; EGOS - convened sub-theme and presented 3 papers; BAM - convened a track, presented on 3 papers, 1 symposium; SMS presented 2 papers
    Author: Jarzabkowski P.
  56. International Research Presentations. (Seminar) ISCTE Business School, Lisbon, Portugal, May; Helsinki University of Technology, January (2005). Invited speaker.
    Paper: Various
    Author: Jarzabkowski P.
  57. EGOS Colloquium, Strategic Management Society; British Academy of Management. (Conference) Various (2005).
    Paper: EGOS, convened a track and presented 2 papers; BAM, convened a track and presented on 2 papers and 1 symposium; SMS, 2 papers; Organization Studies Summer Workshop, 2 papers
    Author: Jarzabkowski P.
  58. Plenary speaker British Psychological Society Division of Occupational Psychology Professional Practice Conference. (Conference) (2004). Invited speaker.
    Paper: Plenary speaker
    Author: Jarzabkowski P
  59. AoM Meeting; EGOS Colloquium, Strategic Management Society. (Conference) Various (2004).
    Paper: AoM, co-convened a symposium and presented 1 paper, which was accepted into the Best Paper Proceedings; SMS, 2 papers; EGOS, 1 paper
    Author: Jarzabkowski P.
  60. AoM Meeting; EGOS Colloquium. (Conference) Various (2003).
    Paper: 1 paper at AoM; 1 paper at EGOS
    Author: Jarzabkowski P.
  61. SMS; EGOS; EURAM. (Conference) Various (2002).
    Paper: I presented 1 paper at SMS, which was short listed for a Best Paper Prize; 1 paper at EGOS and 1 paper at European Academy of Management (EURAM)
    Author: Jarzabkowski P.
  62. SMS Strategy Process Conference; EGOS Colloquium. (Conference) Various (2001).
    Paper: 1 paper at the SMS Strategy Process Conference and 1 paper at EGOS
    Author: Jarzabkowski P.
  63. Society for Research in Higher Education; SMS; ESRC Critical Management Seminar Series. (Conference) Various (2000).
    Paper: 1 symposium at the Society for Research in Higher Education (SRHE) conference, 1 paper at SMS and 1 paper at the ESRC Critical Management Seminar Series
    Author: Jarzabkowski P.
  64. European Association for Institutional Research; EGOS Meeting. Various (1999).
    Paper: Various, 1 paper at each conference
    Author: Jarzabkowski P.
  65. European Group for Organization Studies Colloquium. (Conference) (1998).
    Paper: 1 paper at EGOS
    Author: Jarzabkowski P.

Media appearances (14)

  1. How bosses can use humour to beat the January blues. (2016) The Conversation (website).
  2. Oxford and Cass academics explain how lessons from LloydÕs of London help organisations end tensions between profits and wider responsibilities to stakeholders. (2014) PR Web.
  3. (2014) CCR Magazine (magazine).
  4. Oxford and Cass academics explain how lessons from Lloyd's of London help organisations end tensions between profits and wider responsibilities to stakeholders. (2014) Yahoo! Finance (website).
  5. Rules alone will not stop bad behaviour. (2014) Financial Times (newspaper).
  6. Rules alone will not stop bad behaviour. (2014) Financial Times Print Edition (Europe) (newspaper).
  7. Rules alone will not stop bad behaviour. (2014) Financial Times Print Edition (USA) (newspaper).
  8. Rules alone will not stop bad behaviour. (2014) Financial Times Print Edition (Asia) (newspaper).
  9. Rules alone will not stop bad behaviour. (2014) Financial Times (newspaper).
  10. Insurer consolidations add to reinsurance pressures: EY. (2014) The Insurance Insider.
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  2. ccc. (1973). zzz bbb