Think at London Business School
Changemakers: Allen Zhang
20 years from now, most consumption could be virtual, says WeChat’s founder
By Julian Birkinshaw, Dickie Liang-Hong Ke
Julian Birkinshaw
Vice-Dean; Professor of Strategy and Entrepreneurship
BSc (Durham) MBA PhD (Western Ontario)
Professor Birkinshaw has a PhD from Western University, Canada. He is a Fellow of the British Academy, Strategic Management Society and the (American) Academy of Management. He has honorary doctorates from Copenhagen Business School and Stockholm School of Economics
Professor Birkinshaw is an internationally-renowned academic who has made important contributions to the research on innovation, digital transformation and agility of large multinational firms. He believes strongly in the practical application of academic knowledge to business issues. He is committed to helping students and alumni of LBS become agents of positive change in the business world.
- jbirkinshaw@london.edu
- +44 (0)20 7000 8718
- Julian Birkinshaw CV
Research Awards
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Winner of the HBR Prize honouring the best Harvard Business Review article of the year, How Incumbents Survive and Thrive, 2022
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Honorary Doctoral Degree , Copenhagen Business School, 2018
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Fellow of the Academy of Social Scientists, 2015.
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Ranked #39 in “Thinkers Fifty”2013, #42 in 2015, #45 2017.
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Fellow of the British Academy, 2012.
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Honorary Doctoral Degree, Stockholm School of Economics, September 2009.
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Winner of JIBS “Decade Award” 2009, for the most influential article in Journal of International Business Studies in 1999.
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Winner of Academy of Management Review best paper award 2008 for the article, “Management Innovation.”
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Fellow of the Academy of International Business, 2008.
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Senior Fellow of the Advanced Institute of Management (AIM), 2003-2006.
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Finalist for 2004 best paper award in Academy of Management Journal
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Finalist for 2004 best paper award in Sloan Management Review.
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Finalist for best paper award in Academy of Management Executive in 1998.
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Winner of the Barry Richman best doctoral dissertation award, 1996.
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Finalist, Richard Farmer best doctoral dissertation in international business award, 1995.
- Strategic management (corporate entrepreneurship, corporate strategy, knowledge management)
- Innovation (especially management innovation)
- International management (foreign direct investment, global strategy).
2024
Too Little, Too Late? How Policymakers and Regulators Respond to the Business Model Innovations of Digital Firms
Birkinshaw J; Wood G
Academy of Management Perspectives 2024 In Press
2023
Business Agility: Key Themes and Future Directions
Girod S; Birkinshaw J; Prange C
California Management Review 2023 Vol 65:4 p 5-21
Complexity and multinationals
Larsen M; Birkinshaw J; Zhou Y; Benito G
Global Strategy Journal 2023 Vol 13:3 p 535-551
How Incumbent Firms Respond to Emerging Technologies: Supply-side versus Demand-side Dynamics
Birkinshaw J
California Management Review 2023 In Press
How Professional Services Firms Dodged Disruption
Birkinshaw J; Lancefield D
MIT Sloan Management Review 2023
Searching for Significance: The Case for Reimagining Management Research
Hamel G; Birkinshaw J
Strategic Management Review 2023 Vol 4:1 p 107-126
Why Do Firms Launch Corporate Change Programs? A Contingency Perspective on Strategic Change
Kunisch S; Birkinshaw J; Boppel M; Choi K
Scandinavian Journal of Management 2023 Vol 39:4 p 101297
2022
How Incumbents Survive and Thrive
Birkinshaw J
Harvard Business Review 2022 Vol 100:1-2 p 36-42
Leadership development through experimentation: a theoretical framework and empirical test
Birkinshaw J; Gudka M
Journal of Management Development 2022 Vol 41:2 p 70-93
Move fast and break things: Reassessing IB research in the light of the digital revolution
Birkinshaw J
Global Strategy Journal 2022 Vol 12:4 p 619-631
Rethinking executive education for the virtual world
Birkinshaw J
In: Iniguez, S., Lorange, P. (eds) Executive Education after the Pandemic. Palgrave Macmillan, Cham.
The future of multinational enterprises: an optimist's view
Birkinshaw J
In Merchant, H (eds), The New Frontiers of International Business: Contributions to management science, pp299-305
The local roots of global entrepreneurship: Insights from Stephen Young
Prashantham S; Birkinshaw J
Journal of International Business Studies 2022 In Press
When Gradual Change Beats Radical Transformation
Visnjic I; Birkinshaw J; Linz C
Sloan Management Review 2022 Vol 63:3 p 74-78
2021
Corporate Strategy and the Theory of the Firm in the Digital Age
Menz M; Kunisch S; Birkinshaw J; Collis D J; Foss N J; Hoskisson R E; Prescott J E
Journal of Management Studies 2021 Vol 58:7
Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms
Volberda H W; Khanagha S; Baden-Fuller C; Michalache O R; Birkinshaw J
Long Range Planning 2021 Vol 54:5
The Blinkered Boss: How Has Managerial Behavior Changed with the Shift to Virtual Working?
Birkinshaw J; Gudka M; D'Amato V
California Management Review 2021 Vol 63:4 p 5-26
2020
MNE-SME cooperation: an integrative framework
Prashantham S; J M Birkinshaw
Journal of International Business Studies 2020 Vol 51:7 p 1165-1175
What is the value of firms in an AI world?
Birkinshaw J M
In The Future of Management in an AI World: Redefining Purpose and Strategy in the Fourth Industrial Revolution (ed. Canals and Heukamp, Palgrave MacMillan, 2020)
2019
6 trends to look out for in 2019
Erickson T; Cable D; Birkinshaw J; Savva N; Yueh L; Jolly R
London Business School Review 2019 January
Complements or substitutes? A microfoundations perspective on the interplay between drivers of ambidexterity in SMEs
Zimmermann A; Hill S A; Birkinshaw J; Jaeckel M
Long Range Planning 2019 Vol 53:6 p 101927
Older and wiser? How management style varies with age
Birkinshaw J; Posner B
MIT Sloan Management Review 2019 Summer Vol 60:4 p 75-83
Spatially dispersed corporate headquarters: a historical analysis of their prevalence, antecedents, and consequences
Kunisch S; Menz M; Birkinshaw J
International Business Review 2019 Vol 28:1 p 148-161
The hierarchical erosion effect: a new perspective on perceptual differences and business performance
Gibson C; Sumpter T; Ambos J; Birkinshaw J M
Journal of Management Studies 2019 Vol 56:8 p 1713-1747
The kind of creative thinking that fueled WeChat's success
Birkinshaw J M; Ke D L-H; de Diego E
Harvard Business Review Digital Articles 2019 October 29
2018
How is technological change affecting the nature of the corporation?
Birkinshaw J
Journal of the British Academy 2018 Vol 6:S1 p 185-214
Responding to a potentially disruptive technology: how big pharma embraced biotechnology
Birkinshaw J; Visnjic I; Best S
California Management Review 2018 Vol 60:4 p 74-100
The system of management ideas: origins, micro-foundations and dynamics
Mol M J; Foss N; Birkinshaw J M
in Sturdy A, Heusinkveld S, Reay T and Strang D (eds.), Oxford handbook of management ideas, Oxford University Press, 2018.
2017
Boundary spanning activities of corporate HQ executives : insights from a longitudinal study
Birkinshaw J; Ambos T C; Bouquet C
Journal of Management Studies 2017 Vol 54:4 p 422-454
Ready to be open? Explaining the firm level barriers to benefiting from openness to external knowledge.
Monteiro F; Mol M; Birkinshaw J M
Long Range Planning 2017 Vol 50:2 p 282-295
Structural versus experienced complexity : a new perspective on the relationship between organizational complexity and innovation
Cara M; Birkinshaw J
in Jeffrey Furman , Annabelle Gawer , Brian S. Silverman , Scott Stern (ed.) Entrepreneurship, Innovation, and Platforms (Advances in Strategic Management, Volume 37) Emerald Publishing Limited, pp.115 - 150
2016
Business schools at the crossroads: a trip back from Sparta to Athens
Marcia MJ; Rocha H; Birkinshaw J
Journal of Business Ethics 2016 Vol 150:2 p 579-591
External knowledge sourcing process in multinational corporations
Monteiro F; Birkinshaw J
Strategic Management Journal 2016 Vol 38:2 p 342-362
How do firms adapt to discontinuous change? Bridging the dynamic capabilities and ambidexterity perspectives
Birkinshaw J; Zimmerman A; Raisch S
California Management Review 2016 Summer Vol 58:4 p 36-58
How do firms manage strategic dualities? A process perspective
Birkinshaw J M; Bouquet C; Crilly D; Lee S
Academy of Management Discoveries 2016 Vol 2:1 p 51-78
Increase your return on failure
Birkinshaw J M; Haas M
Harvard Business Review 2016 Vol 94:5 p 88-93
Relevance gap in business school research: which academic papers are cited in managerial bridge journals?
Birkinshaw J M; Lecuona R; Barwise P
Academy of Management Learning and Education 2016 Vol 15:4 p 686-702
Choose your friends carefully
Prashantham S; J M Birkinshaw
Management International Review 2015 Vol 55:2 p 207-234
Fighting the headquarters knows best syndrome
Bouquet C; Birkinshaw J M; Barsoux J-L
MIT Sloan Management Review 2015 Vol 57:2 p 58-66
How is ambidexterity initiated? Emergent versus designed processes
Zimmerman A; Raisch S; Birkinshaw J
Organization Science 2015 Vol 26:4 p 1119-1139
Reconciling capabilities and ambidexterity theories: a multi-level perspective
Zimmerman A; Birkinshaw J M
in Teece, David J & Leih, Sohvi (eds.) The Oxford handbook of dynamic capabilities:,Oxford University Press
Understanding management models: going beyond what and why to how work gets done in organizations
Birkinshaw J M ; Ansari S
In Foss N J and Saebi T (eds.), Business model innovation: the organisational dimension, Oxford University Press, 2015.
2014
Advancing interdisciplinary research: Insights from the JIBS special issue
Cheng JLC; Birkinshaw J; Lessard DR; Thomas DC
Journal of International Business Studies 2014 Vol 45 p 643-648
Ambidexterity and survival in corporate venture units
Hill S A; Birkinshaw J
Journal of Management 2014 Vol 40:7 p 1899-1931
Combining purpose with profits: How to make your pro-social goals pay
Birkinshaw JM; Foss NJ; Lindenberg S
Sloan Management Review 2014 April Vol 55:3 p 49-56
Debating the future of management research
Birkinshaw JM; Healey M; Suddaby R; Webber K
Journal of Management Studies 2014 Vol 51:1 p 38-55
Role of external involvement in the creation of management innovations
Mol M; Birkinshaw J M
Organization Studies 2014 Vol 35:9 p 1287-1312
Subsidiary initiative in the modern multinational corporation
Birkinshaw J M
In Boddewyn J, International business essays, AIB Fellows, 2014
Understanding management models: going beyond what and why, to how work gets done in organizations
Birkinshaw J M; Ansari S
in Saebi T and Foss N (eds.), Business model innovation: the organizational dimension, Oxford University Press, Oxford, pp. 85-103.
2013
Clarifying the distinctive contributions of ambidexterity to the field of organization studies
Birkinshaw J M; Gupta K
Academy of Management Perspectives 2013 Vol 27:4 p 287-298
Make time for the work that matters
Birkinshaw J M; Cohen J
Harvard Business Review 2013 Vol 91:9 p 115-118
2012
Bringing out the best in employees
Birkinshaw J; Rollins V; Turconi S
Business Strategy Review 2012 Vol 23:1 p 39-43
Subsidiary initiatives
Birkinshaw J M; Prasantham S
In Verbeke, A, Merchant H eds., International Business Handbook, 2012
Uncommon sense: how to turn distinctive beliefs into action
Goddard J; Birkinshaw J; Eccles T
MIT Sloan Management Review 2012 Vol 53:3 p 33-39
2011
From a distance and generalizable to up close and grounded: Reclaiming a place for qualitative methods in international business research
Birkinshaw J M; Brannen M Y; Tung R
Journal of International Business Studies 2011:42 p 573-581
How global strategies emerge: an attention perspective
Bouquet C; Birkinshaw J
Global Strategy Journal 2011:1 p 243-262
2010
Getting a return on judgement
Birkinshaw J M; Jenkins H
Strategy and Business 2010 February 12th
Headquarters attention and its effect on subsidiary performance
Ambos T C ; Birkinshaw J M
Management International Review 2010 July Vol 50:4 p 449-469
How do new ventures evolve? An inductive study of charter change in new technology ventures
Ambos T; Birkinshaw J
Organization Science 2010 Vol 21:6 p 1125-1140
Idea sets: conceptualising and measuring a new unit of analysis in entrepreneurship research
Birkinshaw J; Hill S
Organizational Research Methods 2010 Vol 13:1 p 85-113
Putting organizational complexity in its place
Birkinshaw J M; Heywood S
McKinsey Quarterly 2010:May
What are the consequences of initiative-taking in multinational subsidiaries?
Ambos T; Andersson U; Birkinshaw J M
Journal of International Business Studies 2010 Vol 41:7 p 1099-1118
2009
International attention and multinational enterprise performance
Bouquet C; Morrison A; Birkinshaw J
Journal of International Business Studies 2009 Vol 40:1 p 108-131
Knowledge transfer in international aquisitions: A retrospective
Birkinshaw J M; Bresman H; Nobel R
Journal of International Business Research 2009 Vol 41 p 21-26
Organizational ambidexterity: Balancing exploitation and exploration for sustained performance
Raisch S; Birkinshaw J; Probst G; Tushman M L
Organization Science 2009 Vol 20:4 p 685-695
The dynamics of attention markets in multinational enterprises
Bouquet C; J M Birkinshaw
In Cheng J, Maitland E, Nicholas S, eds., Managing subsidiary dynamics: headquarters role, capability development, and China strategy (Advances in International Management, Volume 22) Emerald Group Publishing Limited
The sources of management innovation; When firms introduce new management practices
Mol M J; Birkinshaw J
Journal of Business Research 2009 Vol 62:12 p 1269-1280
Transferability of the venture capital model to the corporate context: Implications for the performance of corporate venture units
Hill S A; Maula M M V J; Birkinshaw J M; Murray G C
Strategic Entrepreneurship Journal 2009 Vol 3:1 p 3-27
What is your management model?
Birkinshaw J; Goddard J
Sloan Management Review 2009 Winter Vol 50:2 p 81-90
2008
Dancing with gorillas
Birkinshaw J; Prasantham S
California Management Review 2008 Vol 51:1 p 6-23
Knowledge flows in multinational corporations: explaining subsidiary isolation and its performance implications
Monteiro F; Arvidsson N; Birkinshaw J
Organization Science 2008 Jan-Feb Vol 19:1 p 90-107
Management innovation
Birkinshaw J M; Hamel G; Mol M
Academy of Management Review 2008 Vol 33:4 p 825-845
Managing power in the multinational corporation: How low-power actors gain influence
Bouquet C; Birkinshaw J M
Journal of Management 2008 Vol 34:3 p 477-508
Organizational ambidexterity: Antecedents, outcomes, and moderators
Birkinshaw J M; Raisch S
Journal of Management 2008 Vol 34:3 p 375-409
Strategy-organization configurations in corporate venture units: Impact on performance and survival
Birkinshaw J; Hill S A
Journal of Business Venturing 2008 July Vol 23:4 p 423-444
Weight versus voice: how foreign subsidaries gain attention from corporate headquarters
Bouquet C; Birkinshaw J
Academy of Management Journal 2008 Jun Vol 51:3 p 577-601
When does university research get commercialised? Creating ambidexterity in research institutions
Makela T K; Cuikerman P D'este; Birkinshaw J M
Journal of Management Studies 2008 Vol 45:8 p 1424-1447
2007
Entrepreneurship safari: a phenomenon-driven search for meaning
Rocha M; Birkinshaw J M
Foundations and Trends in Entrepreneurship 2007 Vol 3:3 p 205-255
Finding, forming and performing: creating new networks for discontinuous innovation
Birkinshaw J; Bessant J; Delbridge R
California Management Review 2007 Spring Vol 49:3 p 67-84
Innovation value chain
Birkinshaw J; Hansen M T
Harvard Business Review 2007 June Vol 85:6 p 121-130
Managing executive attention in the global company
Birkinshaw J; Bouquet C; Chini T
MIT Sloan Management Review 2007 Summer Vol 48:4 p 39-45
Special report: management innovation
Birkinshaw J; Crainer S; Mol M
Business Strategy Review 2007 Spring Vol 18:1 p 62-87
Strategic archetypes in corporate venture. Units.
Birkinshaw J M; Hill S
Journal of Business Venturing 2007 Vol 23:4 p 423-444
2006
Against the flow: reaping the rewards of management innovation
Mol M; Birkinshaw J
European Business Forum 2006 Winter:27 p 24-29
How management innovation happens
Birkinshaw J; Mol M J
MIT Sloan Management Review 2006 Summer Vol 47:4 p 81-88
Inter-organizational fit in global account management relationships
Birkinshaw J M; Toulan O; Arnold D
International Studies of Management and Organization 2006 Vol 36:4 p 62-82
Introduction to the Research Policy 20th anniversary special issue of the publication of “Profiting from Innovation” by David J. Teece
Chesbrough H; Birkinshaw J; Teubal M
Research Policy 2006 October Vol 35:8 p 1091-1099
Role of inter-organizational fit in global account management
Toulan O; Birkinshaw J; Arnold D
International Studies of Management and Organization 2006 Vol 36:4 p 62-82
Why do some multinational corporations relocate their headquarters overseas?
Birkinshaw J; et al.
Strategic Management Journal 2006 Jul Vol 27:7 p 681-700
2005
Brains matter: the global market for highly-skilled workers
Birkinshaw J
chapter in "What's next?: trends in foreign direct investment", Invest in Sweden Agency, 2005
Corporate venturing units as vehicles for strategic success in the new Europe
Birkinshaw J; Hill S
Organizational Dynamics 2005 Vol 34:3 p 247-256
External sources of knowledge, governance mode, and R&D performance
Birkinshaw J; Fey C
Journal of Management 2005 Vol 34:4 p 597-621
Intrafirm competition and charter evolution in the multibusiness firm
Birkinshaw J; Lingblad M
Organization Science 2005 Nov/Dec Vol 16:6 p 674-686
Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance
Birkinshaw J; Young S; Hood N
International Business Review 2005 Apr Vol 14:2 p 227-248
2004
Antecedents, consequences, and mediating role of organizational ambidexterity
Gibson C; Birkinshaw J
Academy of Management Journal 2004 Apr Vol 47:2 p 209-226
Building ambidexterity into the organization
Birkinshaw J; Gibson C
Sloan Management Review 2004 Vol 45:4 p 47-55
Contextual determinants of organizational ambidexterity
Birkinshaw J M; Gibson C
Academy of Management Journal 2004 Vol 47:2 p 209-226
Entrepreneurial mindset in multinational corporations
Birkinshaw J
in Chowdhury S ed., Next generation business handbook, p 775-792, Wiley, 2004
External sourcing of knowledge in the international firm
Birkinshaw J
in Lane H et al., Handbook of global management, p 289-300, Blackwell, 2004
Identifying leading edge market knowledge in multinational corporations
Arvidsson N; Birkinshaw J
in Pedersen T and Mahne V eds., Knowledge governance, MacMillan, 2004
Making sense of the metanational
Birkinshaw J
in Cheng J and Hitt M eds., Advances in international management. Vol. 16, p 31-43, Elsevier Press, 2004
Managing global customers
Toulan O; Arnold D; Birkinshaw J
in Chowdhury S ed., Next generation business handbook, p 630-644, Wiley, 2004
Multinational strategy and structure: a review and research agenda
Brock D M; Birkinshaw J
Management International Review 2004 Vol 44:1 p 5-14
New perspectives on offshoring - optimising your support functions
Birkinshaw J M; Evison A; Barden R; Terjesen S
European Business Forum 2004 Vol 19 p 38-40
Publishing qualitative research
Birkinshaw J
in Marschan-Piekkari R and Welch C eds., Handbook of qualitative research methods for international business, Elgar, 2004
Shifting strategic focus
Evison A; Birkinshaw J; et al.
European Business Forum 2004 Autumn Vol 19 p 38-42
2003
Corporate venturing performance: an investigation into the applicability of venture capital models
Birkinshaw J; Hill S
in Academy of Management Annual Meeting Proceedings, Seattle, 2003
Corporate venturing: choosing the right business model
Campbell A; Birkinshaw J et al.
Sloan Management Review 2003 Aug Vol 45:1 p 30-38
Customer-focused multinational: revisiting the Stopford and Wells model in an era of global customers
Birkinshaw J; Terjesen S
in Birkinshaw J, Ghoshal S, Markides C, Stopford J M and Yip G eds., Future of the multinational company, John Wiley, 2003
Future directions in international business research: the MNC, subsidiary and host country agendas
Birkinshaw J
in Hood N ed., Multinational subsidiary: management, economic development and public policy, Palgrave Macmillan, 2003
Future of corporate venturing
Birkinshaw J; Betenburg R; Murray G
Business Strategy Review 2003 Vol 13:4 p 10-19
Global account management: new structures, new tasks
Birkinshaw J; DiStefano J
in Lan H et al. eds., Handbook of global management, p 322-341, Blackwell, 2004
Organization of research and development in large multinational firms
Birkinshaw J; Fey C
Management International Review 2003 Special issue:3 p 27-46
Resource allocation in R & D organisations: an internal market perspective
Birkinshaw J; Fey C
Management International Review 2003:3 p 27-46
The future of corporate venturing
Birkinshaw J M; Batenburg R; Murray G
Business Strategy Review 2003 Vol 13:4 p 10-19
Centres of excellence in multinational corporations
Frost T; Birkinshaw J; Ensign P C
Strategic Management Journal 2002 Nov Vol 23:11 p 997-1015
Knowledge as a contingency variable: do the characteristics of knowledge predict organization structure?
Birkinshaw J; Nobel R; Ridderstrale J
Organization Science 2002 May/Jun Vol 13:3 p 274-289
Managing internal R&D networks in global firms: what sort of knowledge is involved?
Birkinshaw J
Long Range Planning 2002 Jun Vol 35:3 p 245-267
Managing the knowledge life-cycle
Birkinshaw J; Sheehan T
MIT Sloan Management Review 2002 Vol 44:1 p 75-84
Venturing to succeed
Birkinshaw J; Batenburg R; Murray G
Business Strategy Review 2002 Vol 13:4 p 10-17
2001
Global account management in multinational corporations: theory and evidence
Birkinshaw J; Toulan O; Arnold D
Journal of International Business Studies 2001 Vol 32:2 p 231-248
Making sense of knowledge management
Birkinshaw J
Ivey Business Journal 2001 Mar/Apr Vol 65:4 p 32-36
Seller beware: the pitfalls of global account management
Arnold D; Birkinshaw J; Toulan O
California Management Review 2001 Vol 44:1 p 8-20
Strategies for managing internal competition
Birkinshaw J
California Management Review 2001 Vol 44:1 p 24-38
Strategy and management in MNE subsidiaries
Birkinshaw J
in Rugman A and Brewer T eds., Oxford handbook of international business, Oxford University Press, 2001
Unleash innovation in foreign subsidiaries
Birkinshaw J; Hood N
Harvard Business Review 2001 May/Jun Vol 79:3 p 131-138
Why is knowledge management so difficult?
Birkinshaw J
Business Strategy Review 2001 Vol 12:1 p 11-18
2000
Building an internal market system: insights from five R&D organisations
Birkinshaw J; Fey C
in Birkinshaw J and Hagstrom P eds., Flexible firm: capability management in network organizations, Oxford University Press, 2000
Characteristics of foreign subsidiaries in industry clusters
Birkinshaw J M; Hood N
Journal of International Business Studies 2000 Vol 31:1 p 141-154
Consequences of perception gaps in the headquarters-subsidiary relationship
Birkinshaw J et al.
International Business Review 2000 Jun Vol 9:3 p 321-344
Determinants and consequences of subsidiary initiative in multinational corporations
Birkinshaw J
Entrepreneurship Theory and Practice 2000 Vol 24:1 p 9-35
Global account management: linking external demands with internal abilities
Birkinshaw J; Toulan O; Arnold D
in Birkinshaw J and Hagstrom P eds., Flexible firm: capability management in network organizations, Oxford University Press, 2000
Impact of perception gaps on control and cooperation in HQ-subsidiary relationship
Birkinshaw J M; Holm U; Thilennius P; Arvidsson N
International Business Review 2000
Knowledge dissemination in global R&D operations: an empirical study of multinationals in the high technology electronics industry
Teigland R; Fey C; Birkinshaw J
Management International Review 2000 Vol 40:1 p 49-78
Leading edge multinationals and leading edge clusters
Birkinshaw J; Solvell O
International Studies of Management and Organization 2000 Summer Vol 30:2 p 3-9
Managing the post-acquisition integration process: how the human integration and task integration processes interact to foster value creation
Birkinshaw J; Bresman H; Hakanson L
Journal of Management Studies 2000 Vol 37:3 p 395-426
Multinational enterprise and the knowledge economy: leveraging global practices
Birkinshaw J; Solvell O
in Dunning J H ed., Multinational enterprises and the knowledge economy, Oxford University Press, 2000
Network relationships inside and outside the firm, and the development of capabilities
Birkinshaw J
in Birkinshaw J and Hagstrom P eds., Flexible firm: capability management in network organizations, Oxford University Press, 2000
Roles of foreign subsidiaries in industry clusters
Birkinshaw J; Hood N
Journal of International Business Studies 2000 Vol 30:1 p 141-154
Upgrading of industry clusters and foreign investment
Birkinshaw J
International Studies of Management and Organization 2000 Summer Vol 30:2 p 93-113
1999
Acquiring intellect: managing the integration of knowledge-intensive acquisitions
Birkinshaw J
Business Horizons 1999 Vol 42:3 p 33-40
Fighting the corporate immune system: a process study of peripheral initiatives in large, complex organisations
Birkinshaw J; Ridderstrale J
International Business Review 1999 Apr Vol 8:2 p 149-180
Globalization and multinational corporate strategy: an internal market perspective
Birkinshaw J
in Hood N and Young S eds., Globalization of multinational enterprise activity and economic development, Macmillan, 1999
Implementing global account management in multinational corporations
Arnold D; Birkinshaw J; Toulan O
Thexis 1999 Vol 4 p 14-17
Knowledge transfer in acquisitions
Bresman H; Birkinshaw J; Nobel R
Journal of International Business Studies 1999 Vol 30:4 p 439-462
Knowledge transfer in international acquisitions
Bresman H; Birkinshaw J M; Nobel R
Journal of International Business Studies 1999 Vol 30:3 p 439-462
R&D centres of excellence in Canada
Ensign S; Birkinshaw J; Frost T
in Pedersen T and Holm U eds., Centres of excellence in multinational enterprises, Macmillan, 1999
1998
Building firm-specific advantages in multinational corporations: the role of subsidiary initiative
Birkinshaw J; Hood N; Jonsson S
Strategic Management Journal 1998 Mar Vol 19:3 p 221-242
Contingency theory and the characteristics of knowledge: strategic, environmental and knowledge predictors of international R&D organization
Birkinshaw J; Nobel R
in Academy of Management Annual Meeting Proceedings, San Diego, 1998
Corporate entrepreneurship in network organizations: how initiatives drive internal market efficiency
Birkinshaw J
European Management Journal 1998 May Vol 16:3 p 355-364
Entrepreneurship in multinational corporations: the characteristics of subsidiary initiatives
Birkinshaw J
in Egelhoff W G ed., Transforming international organizations, Edward Elgar, 1998
Fighting the corporate immune system: initiative strategies for subsidiary managers
Birkinshaw J; Fry J N
Sloan Management Review 1998 Apr Vol 39:3 p 51-62
Foreign-owned subsidiaries and regional development: the case of Sweden
Birkinshaw J
in Birkinshaw J and Hood N eds., Multinational corporate evolution and subsidiary development, Macmillan, 1998
How subsidiary mandates are gained and lost
Birkinshaw J
in Egelhoff W G ed., Transforming international organizations, Edward Elgar, 1998
Innovation in multinational corporations: control and communication patterns in international R&D operations
Nobel R; Birkinshaw J
Strategic Management Journal 1998 May Vol 19:5 p 479-498
Managing knowledge in global service firms: centers of excellence
Moore K; Birkinshaw J
Academy of Management Executive 1998 Nov Vol 12:4 p 81-92
Multinational corporate evolution and subsidiary development
Birkinshaw JM; Hood N
Oxford: MacMillan
Multinational subsidiary development: capability evolution and charter change in foreign-owned subsidiary companies
Birkinshaw J; Hood N
Academy of Management Review 1998 Vol 23:4 p 773-795
Patterns of control and communication in international research and development units
Birkinshaw J M; Nobel R
Strategic Management Journal 1998 Vol 19:5 p 221-242
1997
Determinants of subsidiary mandates and subsidiary initiative: a three-country study
Birkinshaw J; Hood N
in Loveridge R ed., Internationalization: process, context and markets, Macmillan, 1997
Empirical study of development processes in foreign-owned subsidiaries in Canada and Scotland
Birkinshaw J; Hood N
Management International Review 1997 Vol 37:4 p 339-364
Entrepreneurship in multinational corporations: the characteristics of subsidiary initiatives
Birkinshaw J
Strategic Management Journal 1997 Mar Vol 18:3 p 207-229
Foreign investment and industry cluster development
Birkinshaw J; Hood N
in Proceedings of the European International Business Association, Stuttgart, 1997
1996
Fighting the corporate immune system: peripheral initiatives in large and complex organizations
Birkinshaw J; Ridderstrale J
in Proceedings of the European International Business Association, Stockholm, 1996
How subsidiary mandates are gained and lost
Birkinshaw J
Journal of International Business Studies 1996 Vol 27:3 p 467-496
Patterns of control and communication in international research and development units
Nobel R; Birkinshaw J
in Academy of Management Best Paper Proceedings, 1996
1995
Configurations of strategy and structure in subsidiaries of multinational corporations
Birkinshaw J; Morrison A J
Journal of International Business Studies 1995 Vol 26:4 p 729-754
Empirical study of development processes in foreign-owned subsidiaries in Canada and Scotland
Birkinshaw J; Hood N
in Proceedings of the European International Business Association, Urbino, 1995
Encouraging entrepreneurial activity in multinational corporations
Birkinshaw J
Business Horizons 1995 May/Jun Vol 38:3 p 32-38
Examination of fit between structural and competitive determinants
Birkinshaw J; Morrison A J; Hulland J
Strategic Management Journal 1995 Vol 16:8 p 637-655
Is the country manager an endangered species?
Birkinshaw J
International Executive 1995 Vol 37:3 p 279-301
Structural and competitive determinants of a global integration strategy
Birkinshaw J; Morrison A J; Hulland J
Strategic Management Journal 1995 Nov Vol 16:8 p 637-655
Taking the initiative: value-added strategies for Canadian subsidiaries
Birkinshaw J
Business Quarterly 1995 Vol 59:4 p 97-102
1994
Approaching heterarchy: a review of the literature on multinational strategy and structure
Birkinshaw J
Advances in International Comparative Management 1994 Vol 9 p 111-144
Business development initiatives in Canadian subsidiaries
Birkinshaw J
Industry Canada Occasional Paper 1994
Entrepreneurial subsidiary manager: a critical role in the multinational corporation
Birkinshaw J
in Proceedings of the 24th International Management Symposium, Switzerland, 1994
International joint ventures and performance: an interorganizational perspective
Inkpen A; Birkinshaw J
International Business Review 1994 Vol 3:3 p 201-218
World mandates: more a means than an end
Birkinshaw J
in Proceedings of ASAC Conference International Business Division, Halifax, 1994
1993
Balancing the global portfolio
Birkinshaw J; Ritchie W
Business Quarterly 1993 Summer Vol 57:4 p 40-47
International business domain: managerial implications of a new conceptualization
Birkinshaw J
in Proceedings of the ASAC Conference International Business Division, Lake Louise, 1993
Management competency development: an empirical test
Birkinshaw J; Rush J C; Evers F T
in Proceedings of the ASAC Conference Management Education Division, Lake Louise, 1993
Theoretical model of structure and environmental context for the multinational subsidiary
Birkinshaw J
in Proceedings of the 1st Organizational Studies Doctoral Conference, Albany, 1993
Wellington insurance: designing the adaptive organization
Birkinshaw J
in Proceedings of the ASAC Conference Organization Theory Division, Lake Louise, 1993
1992
MNE-host government relationships: a resource-dependence perspective
Birkinshaw J
in Proceedings of the Academy of International Business North-East USA, Baltimore, 1992
Multiple facets of global competition
Birkinshaw J
in Proceedings of the ASAC Conference International Division, Quebec City, 1992
2016
Corporate programs: analysis of a major structural choice in strategy implementation
Boppel M; Kunisch S; Birkinshaw J M
Working Paper
Managing the knowledge lifecycle
Birkinshaw J; Sheehan T
Strategic and International Management Working Paper
When corporate entrepreneurship goes too far
Birkinshaw J
Strategic and International Management Working Paper
Tata Sky: Responding to a disruptive technology (A)
Spungin J; Birkinshaw J; Nagpal H
TrueLayer: Innovation, regulation and the future of financial services
Birkinshaw J; Mark K; Lalji F
2021
Building an Agile Organisation at ING Bank Netherlands - Compact Case Study
Birkinshaw J; Mark K
Costa Coffee: Project Marlow - Compact Case Study
Birkinshaw J; Mark K
Enel SpA: A Traditional Utility Embraces the Digital Revolution
Birkinshaw J; Mark K
Sofar Sounds: Charting the next stage of growth
Birkinshaw J; Mather D; Stroube B; Mohliver A C
Zensar Technologies
Birkinshaw J; Deshpande T
Innovation and Agility at Tencent’s WeChat
Birkinshaw J; de Diego E; Liang-Hong Ke D
Yulife: Redefining Life Insurance
Birkinshaw J; Mark K
2018
Bayer’s Innovation Agenda: Igniting Innovation in a 100,000-person company
Birkinshaw J; De Diego E; Trill H
The UK Government Digital Service (GDS)
Birkinshaw J; Duncan S
Fast/forward: make your company fit for the future
Birkinshaw J M; Ridderstrale J
Stanford University Press, 2017. ISBN 9780804799539.
Perspectives on headquarters-subsidiary relationships in the contemporary
Ambos T C; Ambos B; Birkinshaw J M
Emerald Publishing, 2016
Unilever Foundry
Birkinshaw J; Meghani S
Key MBA models: the 60+ models every manager and business student needs to know
Birkinshaw J M; Mark K
FT Publishing International
Thomson Reuters: Building a Risk-Management Business
Birkinshaw J; Turconi S
The Rise and Fall of Nokia
Birkinshaw J; Duke L
ThomsonReuters – The GRC Business
Birkinshaw J
2010
Reinventing management: Smarter choices for getting work done
Birkinshaw J M
Reinventing Management: Smarter Choices for Getting Work Done: Jossey-Bass, 2010
2005
Sumantra Ghoshal on management: a force for good
Birkinshaw J; Piramal G
Financial Times/Prentice Hall, 2005
2003
Future of the multinational company
Birkinshaw J; Ghoshal S; Markides C; Stopford J M; Yip G; eds.
John Wiley, 2003
Inventuring: why big companies must think small
Buckland W L; Hatcher A; Birkinshaw J
McGraw Hill, 2003
Lego (A)
Birkinshaw L; Birkinshaw J
Lego (B)
Birkinshaw L; Birkinshaw J
Pharma UK (A): the transdermal technology
Birkinshaw J
Roslin Biomed (A)
Tansley R; Birkinshaw J; Murray G
Spirent PLC
Lingblad M; Birkinshaw J
Volkswagen in North America
Birkinshaw J; Ritchie W; MacLellan L
Xansa (A)
Lingblad M; Birkinshaw J
Xansa (B)
Lingblad M; Birkinshaw J
2000
Capability management in network organizations
Birkinshaw J; Hagstrom P
Oxford University Press, 2000
Flexible firm: capability management in network organizations
Birkinshaw J; Hagstrom P; eds.
Oxford University Press, 2000
Teaching portfolio
Our teaching offering is updated annually. Faculty and programme material are subject to change.
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Masters Degrees electives
Optional courses providing a deep dive into specialist areas.
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Business Resilience
Covid, Brexit, financial crises, cyber-attacks, labour strikes, key employees turnover… businesses are now confronted to a vast range of possible disruptions often threatening not just their profits but also their survival. This course offers in-depth exposure to the latest knowledge, tools and frameworks relevant to business resilience, that is the capability of a business to survive and minimise costs incurred when facing disruptions. Its structure reflects the three different levels driving business resilience, namely: Strategic resilience: capability of designing or changing the business model (products offered, markets targeted) in response to actual or possible disruptions (instructor Julian Birkinshaw); Operational resilience: capability of maintaining existing core business activities when facing disruptions (Jérémie Gallien and Alex Yang); Personal resilience: capability of coping with stress-provoking events while reducing adverse experience and stress symptoms (Dan Cable). -
Managing a Digital Organisation
Seven of the top ten companies in the world by market capitalisation, and the vast majority of unlisted ‘unicorn’ companies, are players in the digital economy: they sell primarily digital products (or hardware for accessing digital products), they operate with platform-based business models that give them increasing returns to scale, they have few tangible assets and they employ relatively small numbers of people.
These features make digital organisations fundamentally different to “industrial” organisations such as food manufacturers, oil & gas companies or automobile companies, who make physical products and operate in the world of decreasing returns to scale on which traditional economic theories were built.
The purpose of this course is to help students understand the differences between industrial and digital organisations, and to provide them with frameworks and practical advice for how to manage and work in digital organisations.
PROGRAMMES WITH THIS ELECTIVE
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Business Resilience
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Executive Education
Short programmes offering academic excellence, global focus and exceptional diversity of perspective.
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Think at London Business School
Why the ecosystems revolution is happening now
Julian Birkinshaw explores why businesses built on networks and marketplaces are rewriting the strategic playbook today
By Julian Birkinshaw
Think at London Business School
AI in the workplace
What kinds of jobs will humans be left with once AI reaches its potential? Julian Birkinshaw is optimistic
By Julian Birkinshaw