Professor Harry Sminia

Head Of Department

Strategy and Organisation

Personal statement

Harry Sminia is professor of strategic management and head of the Department of Strategy & Organisation.

Before joining Strathclyde in 2013, Harry held positions at the University of Groningen, the Vrije Universteit, Amsterdam and the University of Sheffield.

His research interests are in the area of processes of strategy formation, strategic change, and competitive positioning. He is eclectic in his theoretical tastes, as long as it helps to elucidate ‘how’ questions. Management reality is processual. It is not about the state of things and providing explanations why these are correlated with each other. It is about how things come into being, change or continue to be, and sometimes disappear again. It is about understanding how things happen and can be made to happen.

Harry has done research on how a top management team activity actually affects the strategic direction of a firm, how organizations change, how industries develop, but also how crucial things that take place within an industry remain unaltered over a period of time despite a strong impetus for change. He currently focuses on high value manufacturing. This is a particularly interesting problem area, not only because of its prominence in Scotland’s and the UK’s economic and innovation policy, but also because it is at the crossroads of strategy, innovation, and operations. He is also interested in process research methods and methodology. Hence his involvement in a website about process research methods.

To do and to teach strategy, Harry beliefs there is nothing so practical as a good theory (to paraphrase Kurt Lewin). Furthermore, he beliefs that learning is the most effective if you have to do what you are being taught. For those reasons he always tries to involve students in activities in which they have to use strategy theories to experience their practicality.

Harry is happy to supervise PhD students who – like him – are interested in finding out about 'how' questions in the broad area of strategic management. Yet he is particularly interested in projects that are at the crossroads of strategy, innovation, and manufacturing.

Expertise

Has expertise in:

    • Strategy process
    • Realising strategy
    • Change capability
    • High value manufacturing
    • Process research

Publications

Andrew M. Pettigrew : a groundbreaking process scholar
Sminia Harry
The Palgrave Handbook of Organizational Change ThinkersThe Palgrave Handbook of Organizational Change Thinkers, (2017)
http://dx.doi.org/10.1007/978-3-319-49820-1_53-1
Open innovation in high value manufacturing
Smith Marisa, Ates Aylin, Sminia Harry, Paton Steve
Innovation Product Development Management Conference, (2016)
Pioneering process research : Andrew Pettigrew's contribution to management scholarship, 1962-2014
Sminia Harry
International Journal of Management Reviews Vol 18, pp. 111-132, (2016)
http://dx.doi.org/10.1111/ijmr.12063
Contextualized explanation in strategy research
Sminia Harry
Research Methods for Strategic ManagementResearch Methods for Strategic Management, (2015)
The Strategic Manager
Sminia Harry
(2014)
Context and action in the transformation of strategy scholarship
Sminia Harry, de Rond Mark
Journal of Management Studies Vol 49, pp. 1329-1349, (2012)
http://dx.doi.org/10.1111/j.1467-6486.2012.01059.x

more publications

Professional activities

External Examiner Adam Smith Business School, University of Glasgow
External Examiner
2016
External Examiner Warwick Business School
External Examiner
2016
External Examiner Newcastle University Business School Joint Degrees with Rijksuniversteit Groningen in The Netherlands
External Examiner
2014

more professional activities

Projects

ERDF Atlantic Area Programme 2014-2020 IN. 4.0 Project
Ates, Aylin (Co-investigator) Sminia, Harry (Co-investigator) Walls, Lesley (Co-investigator) Quigley, John (Co-investigator)
Period 01-Sep-2017 - 31-Aug-2020
The interrelationship between strategic change and the emotional autonomy of employees: A Strategy-as-Practice view
Mittra, Pallavi (Post Grad Student) McInnes, Peter (Principal Investigator) Sminia, Harry (Academic)
We know little about how the unfolding process of strategic formulation and implementation impacts upon the individuals’ understanding of what they should, and can, do. Such questions are central to the internationally important field of strategy-as-practice. Here strategy is not seen as something organisations “have”, but as something people “do”. The focus is less, then, the techniques used to formulate business policy, and more the way individuals enact, and react to, the formulation, dissemination and implementation of strategy. While the literature suggests subjectivity is linked to the interpretation and enactment of strategy, the individual’s sense of place and value within the business has not been considered. Consequently, the recurring question in the literature concerns how ‘strategy’ reflects in the intangible embodied perceptions and practices that shape what gets done in organizations. Addressing this gap, this proposed research asks: What are the implications of strategic change on individual actors’ sense of ‘emotional autonomy’ as they formulate and respond to changes in strategy?
Period 01-Oct-2013 - 30-Sep-2016

more projects

Address

Strategy and Organisation
Stenhouse Wing

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