Professor Siggi Gudergan
Newcastle Business School (International Business)
- Phone:+612 4921 5045
Professor Gudergan is a chaired Professor in Strategy within Newcastle Business School.
His research can be categorised into three areas: Business Strategy & Strategic Management (including entrepreneurship, innovation, organisational change & performance; and international business & management); Services & Customer Decision Making; and Partial Least Squares Structural Equation Modelling (PLS-SEM).
He has the equivalents of a Bachelor and Master degree, respectively, in business administration and economics from the RWTH-Aachen (Aachen University of Technology in Germany). In his Master he specialized in Economics, Finance and Production & Operations Management. He has gained a PhD in Management from the former Australian Graduate School of Management (the degree was awarded by both the University of Sydney and UNSW) with a thesis that addresses the Performance and Governance of Strategic Alliances.
He has published, or accepted for publication, a substantial number of studies including two research books, various chapters and other contributions in research books, numerous papers in double-blind refereed journals (including papers in top-level journals), and papers in double-blind refereed conference proceedings; the total number of papers exceeds 100. He has also received Distinguished/Best Paper Awards for both journal and conference publications.
He has been successful in gaining significant research funding from national competitive bodies as well as industry. For example, within the last couple of years, he has been awarded one Australian Research Council (ARC) Discovery grant and five ARC Linkage grants as well as other support from industry totaling about AU$3.8mil from the Australian Research Council and industry partners as well as additional in-kind contributions from industry.
He has also supervised successfully PhD students and has been the sole or primary advisor for doctoral students who have been awarded an Honorable Mention as finalist for the AoM Dissertation Award of the Business Policy & Strategy Division within the Academy of Management, the ASU CSL/Liam Glynn Dissertation Award by the AMA SERVSIG of the American Marketing Association, the Best PhD Paper Award by the Strategic Management Society, and the Inaugural Doctoral Dissertation Award of ANZMAC. Some of his former PhD students have now positions at universities including UNSW, University of Queensland and University of Melbourne as well as at international universities such as the University of Maastricht. He has also been an invited Faculty Member or Presenter at Doctoral Colloquia at ANZMAC and the Doctoral Colloquium of the Business Strategy & Policy Division at the Academy of Management Annual Meeting.
He reviews on a regular basis for international journals, edits special issues for journals and is an invited grant assessor for both the Social Sciences & Humanities Research Council of Canada and the Australian Research Council where he is an Oz Reader. He has also been the Chair-Elect for the Knowledge & Innovation Interest Group within the Strategic Management Society; and been an invited speaker at both academic and industry conferences including the Carnegie Bosch Institute Conference on Mergers, Acquisitions, Alliances and Networks.
Professor Gudergan has substantial expertise in the design and execution of research and consulting projects that concern issues of strategic performance, innovation and governance in contexts such as alliance-, project- and service-based enterprises.
Professor Gudergan has taught at undergraduate and postgraduate levels as well as doctoral levels. His has taught across various marketing, management and strategy topics as well as in consulting practice and research methods.
Professor Gudergan has had academic positions such as Head of Discipline Group, Head of School, A/Dean Research Training and Director of an Interdisciplinary Research Centre as well as been offered the position of Pro Vice-Chancellor (Research & International); also, he has had professional positions such as Invited Interregional Coordinator of the Steering Group of the International Special Interest Research Group on Strategic Alliances & Networks within the IMS Network of Excellence Program (European Union Funded - 2003-2005); Co-founder and Past Director of the Alliancing Association of Australasia; and Chair of the Governance Interest Group within the International Centre for Complex Project Management.
- Doctor of Philosophy, University of Sydney
- English (Fluent)
- German (Mother)
Fields of Research
|150312||Organisational Planning and Management||50|
|150503||Marketing Management (incl. Strategy and Customer Relations)||35|
|Title||Organisation / Department|
|Professor||University of Newcastle
Newcastle Business School
|Dates||Title||Organisation / Department|
|1/01/2011 -||Adjunct Professor||University of the South Pacific
Graduate School of Business
|1/01/2008 - 31/12/2010||Head of School||University of Technology Sydney
|1/01/2007 - 31/12/2010||Executive Director||University of Technology Sydney
Manangement & Organisation Studies
For publications that are currently unpublished or in-press, details are shown in italics.
Book (2 outputs)
Chapter (9 outputs)
Johnston J, Gudergan S, 'Ethical leadership in public-private partnerships: Learning from an Australian 'great controversy'?', Public Sector Leadership: International Challenges and Perspectives 276-293 (2009) [B1]
|2008||Gudergan SP, Schweitzer J, 'Resource-based view of the firm', International Encyclopedia of Organization Studies, SAGE, Thousand Oaks, California, United States of America 1379-1382 (2008) [B1]|
|2008||Gudergan SP, Schweitzer J, 'Alliances', International Encyclopedia of Organization Studies, SAGE, Thousand Oaks, California, United States of America 50-54 (2008) [B1]|
Lyles MA, Gudergan SP, 'Learning and knowledge development in alliances', Handbook of Strategic Alliances 241-254 (2006) [B1]
|Show 6 more chapters|
Journal article (51 outputs)
Wilden R, Gudergan S, 'Service-dominant orientation, dynamic capabilities and firm performance', Journal of Service Theory and Practice, 27 808-832 (2017) [C1]
Â© 2017, Â© Emerald Publishing Limited. Purpose: The purpose of this paper is to investigate the effects of a firmÂ¿s service-dominant orientation on marketing and technological c... [more]
Â© 2017, Â© Emerald Publishing Limited. Purpose: The purpose of this paper is to investigate the effects of a firmÂ¿s service-dominant orientation on marketing and technological capabilities, and its performance. It outlines how a service-dominant orientation offers guidance for the development and deployment of ordinary capabilities, and indirectly affects performance. Additionally, it delineates how dynamic capabilities affect the impact of a service-dominant orientation on ordinary capabilities. Design/methodology/approach: Partial least squares structural equation modeling drawing on data from 228 firms serves to assess hypotheses relating service-dominant orientation and dynamic capabilities with firm performance. Findings: The results indicate that marketing and technological capabilities fully mediate the relationship between a firmÂ¿s service-dominant orientation and firm performance. Furthermore, the positive marginal effect of a firmÂ¿s service-dominant orientation on its marketing capabilities increases with the firm displaying a stronger service-dominant orientation. In addition, the positive effect of service-dominant orientation on marketing capabilities reduces the more the firm deploys dynamic capabilities. Research limitations/implications: Because of the cross-sectional sample, future studies could adopt longitudinal research designs to explore the impact of a service-dominant orientation on ordinary capabilities and performance, or investigate the applicability of the findings in other contexts. Practical implications: The findings imply that implementing a service-dominant orientation can be beneficial for firms. However, because the impact of such an orientation weakens the greater a firmÂ¿s dynamic capabilities, managers need to be mindful of this trade-off. Originality/value: The study is the first to establish a link between the dynamic capability view, originating from strategy research, and service-dominant logic, stemming from marketing thinking.
Lai PH, Lyons KD, Gudergan SP, Grimstad S, 'Understanding the psychological impact of unconventional gas developments in affected communities', Energy Policy, 101 492-501 (2017) [C1]
Ahrholdt DC, Gudergan SP, Ringle CM, 'Enhancing Service Loyalty: The Roles of Delight, Satisfaction, and Service Quality', Journal of Travel Research, 56 436-450 (2017) [C1]
Kleinaltenkamp M, Plewa C, Karpen I, Gudergan S, Chen T, 'Usage Center Â¿ Value cocreation in multi-actor usage processes', Journal of Service Theory and Practice, 27 721-737 (2017) [C1]
Ratzmann M, Gudergan SP, Bouncken R, 'Capturing heterogeneity and PLS-SEM prediction ability: Alliance governance and innovation', Journal of Business Research, 69 4593-4603 (2016) [C1]
Gudergan SP, Devinney TM, Susan Ellis R, 'Cooperation and compliance in non-equity alliances', Journal of Business Research, 69 1759-1764 (2016) [C1]
Â© 2015 Elsevier Inc. This study clarifies cooperation and compliance in non-equity alliances. Partial least squares structural equation modeling findings show how social interact... [more]
Â© 2015 Elsevier Inc. This study clarifies cooperation and compliance in non-equity alliances. Partial least squares structural equation modeling findings show how social interaction and risk-based reasoning are both facets of interorganizational decision making. In line with the notion that behaviors follow intentions, partners' risk-taking tendencies (i.e., intentions to cooperate) and compliance tendencies both explain the effort that partners devote to an alliance.
Gelhard C, von Delft S, Gudergan SP, 'Heterogeneity in dynamic capability configurations: Equifinality and strategic performance', Journal of Business Research, 69 5272-5279 (2016) [C1]
Sarstedt M, Ringle CM, Gudergan SP, 'Guidelines for treating unobserved heterogeneity in tourism research: A comment on Marques and Reis (2015)', Annals of Tourism Research, 57 279-284 (2016) [C1]
Richter NF, Hauff S, Schlaegel C, Gudergan S, Ringle CM, Gunkel M, 'Using Cultural Archetypes in Cross-cultural Management Studies', Journal of International Management, 22 63-83 (2016) [C1]
Sarstedt M, Hair JF, Ringle CM, Thiele KO, Gudergan SP, 'Estimation issues with PLS and CBSEM: Where the bias lies!', Journal of Business Research, 69 3998-4010 (2016) [C1]
Schirmer N, Ringle CM, Gudergan SP, Feistel MSG, 'The link between customer satisfaction and loyalty: the moderating role of customer characteristics', Journal of Strategic Marketing, 1-20 (2016)
Â© 2016 Informa UK Limited, trading as Taylor & Francis Group This research examines whether trust and commitment mediate the extent to which satisfaction influences loyalty, an... [more]
Â© 2016 Informa UK Limited, trading as Taylor & Francis Group This research examines whether trust and commitment mediate the extent to which satisfaction influences loyalty, and whether such mediation is conditional on certain demographic or situational customer characteristics. The findings suggest that assuming homogeneity supports the general notion that trust and commitment partially mediate the extent to which satisfaction influences loyalty. FIMIX-PLS and PLS-MGA analyses substantiate that this mediation differs between two distinct customer segments. The two segments reveal heterogeneity in how trust and commitment partially mediate the link between satisfaction and loyalty. That is, the effect of satisfaction on loyalty is fully mediated by trust and commitment in the segment of customers with high education, whereas satisfaction is partially mediated by trust, but not by commitment, in the other segment of customers with less education.
Wilden R, Gudergan SP, 'The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence', Journal of the Academy of Marketing Science, 43 181-199 (2015) [C1]
Bouncken RB, Pesch R, Gudergan SP, 'Strategic embeddedness of modularity in alliances: Innovation and performance implications', Journal of Business Research, 68 1388-1394 (2015) [C1]
Â© 2015 Elsevier Inc. This paper examines modular product structures in alliances. Results from a survey of 225 alliances show that modular product structures within alliances aff... [more]
Â© 2015 Elsevier Inc. This paper examines modular product structures in alliances. Results from a survey of 225 alliances show that modular product structures within alliances affect alliance firms' competitive performance. Product innovation performance, assessed as both speed to market and radical innovations and contingent on the employed innovation strategy, partially mediates this effect. Modular product structures exert curvilinear effects on product innovation performance and linear effects on competitive performance. Although the interaction of modular product structures with an innovation strategy increases product innovation performance, this contingency also reduces the positive effect of the innovation strategy on competitive performance.
Sarstedt M, Ringle CM, Raithel S, Gudergan SP, 'In pursuit of understanding what drives fan satisfaction', Journal of Leisure Research, 46 419-447 (2014) [C1]
Gajendran T, Brewer G, Gudergan S, Sankaran S, 'Deconstructing dynamic capabilities: The role of cognitive and organizational routines in the innovation process', Construction Management and Economics, 32 246-261 (2014) [C1]
A better understanding of innovation processes might lead to productivity improvements. By focusing on a specific, economically relevant sector (construction) and on a specific ty... [more]
A better understanding of innovation processes might lead to productivity improvements. By focusing on a specific, economically relevant sector (construction) and on a specific type of firm (small to medium-sized enterprises, SMEs), the dynamic capabilities framework is extended by clarifying the roles of cognitive and organizational routines in organizational innovation processes. Insights generated from an in-depth case study of a medium-sized construction firm reveal that dynamic capabilities might diminish the relevance of an explicit innovation focus, because such capabilities have the potential to trigger emergent, incremental innovations. Accordingly, for construction SMEs, a development, rather than research, mode of innovation appears relatively more critical, as manifested in conscious cognitive routines and functional/integrative organizational routines. Â© 2013 Taylor & Francis.
Pitsis TS, Sankaran S, Gudergan S, Clegg SR, 'Governing projects under complexity: theory and practice in project management', INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT, 32 1285-1290 (2014) [C3]
MÃ¼ller R, Andersen ES, Kvalnes Ã, Shao J, Sankaran S, Rodney Turner J, et al., 'The Interrelationship of Governance, Trust, and Ethics in Temporary Organizations', Project Management Journal, 44 26-44 (2013) [C1]
Wilden R, Gudergan SP, Nielsen BB, Lings I, 'Dynamic Capabilities and Performance: Strategy, Structure and Environment', LONG RANGE PLANNING, 46 72-96 (2013) [C1]
Mathies C, Gudergan SP, Wang PZ, 'The Effects of Customer-Centric Marketing and Revenue Management on Travelers' Choices', JOURNAL OF TRAVEL RESEARCH, 52 479-493 (2013) [C1]
Louviere J, Lings I, Islam T, Gudergan S, Flynn T, 'An introduction to the application of (case 1) best-worst scaling in marketing research', International Journal of Research in Marketing, 30 292-303 (2013) [C1]
Gudergan SP, Devinney T, Richter NF, Ellis RS, 'Strategic implications for (non-equity) alliance performance', Long Range Planning, 45 451-476 (2012) [C1]
Nielsen BB, Gudergan SP, 'Exploration and exploitation fit and performance in international strategic alliances', International Business Review, 21 558-574 (2012) [C1]
Mathies C, Gudergan SP, 'Do status levels in loyalty programmes change customers' willingness to pay?', Journal of Revenue and Pricing Management, 11 274-288 (2012) [C1]
|2010||Gudergan S, Lings I, 'Editorial', International Journal of Services, Technology and Management, 14 139-143 (2010)|
Johnston J, Gudergan SP, 'Governance of public-private partnerships: lessons learnt from an Australian case?', INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES, 73 569-582 (2007) [C1]
Kenney JL, Gudergan SP, 'Knowledge integration in organizations: An empirical assessment', Journal of Knowledge Management, 10 43-58 (2006) [C1]
Purpose - The purpose of this paper is to provide the results from empirically testing the effects of different combinations of organizational forms and combinative capabilities o... [more]
Purpose - The purpose of this paper is to provide the results from empirically testing the effects of different combinations of organizational forms and combinative capabilities on the efficiency, scope and flexibility of firm-level knowledge integration, given the influence of knowledge types and forms. Design/methodology/approach - The research is based on a case-study methodology employed to collect data from ten firms of low, medium and high knowledge complexity environs; manual and automated data mining techniques were employed. Findings - The findings suggest that organizational form and combinative capabilities explain the effects of efficiency, scope and flexibility on firm-level knowledge integration. In turn, differences in knowledge types and forms necessitate the use of secondary combinative capabilities. Research limitations/implications - While the study provides a coherent and detailed understanding of firm-level knowledge integration and explain the development of a firm's knowledge architecture through organizational structures and synthesize existing literature contributing to an emergent understanding of the ambiguities surrounding combinative capabilities, further research identifying the effects of and relationship with the deep knowledge in combinative capabilities on strategic capabilities and a firm's knowledge vision would be beneficial. Practical implications - Of practical relevance is the strategic and operational management implications detailing the specific organizational structures to achieve desired firm-level knowledge integration capacity and manage particular integration efficiency, scope and flexibility requirements to enhance the development of architectural knowledge and, thus, firm capabilities. Originality/value - The original contribution of this paper is reflected in providing empiric and theoretic insights, which directly address the specific combinations of organizational structures that influence integration process characteristics and thus accommodate differences in knowledge types and forms. Â© Emerald Group Publishing Limited.
Hackman DH, Gudergan SP, Wang P, Kerry D, 'A service perspective on modelling intentions of on-line purchasing', Journal of Services Marketing, 20 459-470 (2006) [C1]
Purpose - The purpose of this study is to examine the relationships between behavioural intentions and its antecedent factors in online services settings. Design/methodology/appro... [more]
Purpose - The purpose of this study is to examine the relationships between behavioural intentions and its antecedent factors in online services settings. Design/methodology/approach - Data were collected from a national survey of Australians with experience purchasing online. A conceptual model linking behavioural intentions and its key antecedents was tested using partial least squares. Findings - The results suggest that behavioural intentions are directly influenced by online service quality, online service value and online service satisfaction. Online service satisfaction, in turn, is affected by online service value and quality; whereas online service value is determined by the online service quality and related sacrifice. Research limitations/implications - These findings suggest that existing services marketing models developed in offline settings can be adapted to online settings to explain behavioural intentions. Although the sample included a wide range of people, generalisations of the findings should be made with caution. In addition, further scale development and theory building are needed to improve the proposed conceptual model. Practical implications - Managerially, results of this study suggest that online service managers do not need to reinvent their business models. Instead they should modify the way in which some of the constructs like service quality are measured. Originality/value - The study is unique in that it comprehensively addresses an extensive set of factors affecting behaviour intentions in online service contexts. Thus, it adds knowledge to the growing field of online services research.
Ellis RS, Johnson LW, Gudergan SP, 'The relationship between non-queue, pre-process waiting time and service satisfaction', International Journal of Services, Technology and Management, 6 91-100 (2005) [C1]
Pre-process, non-queue waiting in service situations is examined to determine its relationship with service satisfaction, using a double disconfirmation model. Three distinct time... [more]
Pre-process, non-queue waiting in service situations is examined to determine its relationship with service satisfaction, using a double disconfirmation model. Three distinct time-related constructs of waiting are utilised: actual, expected and perceived pre-process waiting time. Results of two technology-based experiments that varied actual pre-process waiting time and managed expected pre-process waiting time confirmed the waiting time disconfirmation process and demonstrated a causal effect of that process on overall service perception. Implications for technology environments such as the web are explored. Copyright Â© 2005 Inderscience Enterprises Ltd.
|2004||Gudergan SP, 'Managing technological change: A strategic partnership approach', MANAGEMENT LEARNING, 35 94-96 (2004)|
Gudergan GP, Gudergan SP, 'Learning to strategise innovative services: the role of system dynamics', International Journal of Innovation and Learning, 1 227-239 (2004) [C1]
The extent to which actual management decisions take into account such frameworks and lead to innovative services is limited. Increasingly, organisations address these issues by e... [more]
The extent to which actual management decisions take into account such frameworks and lead to innovative services is limited. Increasingly, organisations address these issues by employing system dynamics modelling and simulation (SDMS) with the aim to facilitate learning about industrial service aspects and, ultimately, to offer innovative industrial services. Yet, there is no explicit research, assessing the extent to which the employment of SDMS enhances learning in industrial service organisations. The goal of this paper is to investigate this. More specifically, in this paper we link SDMS aspects to critical reflective learning as an antecedent factor of innovation. We provide support for our proposed linkages with a case study, in which we illustrate the effects of SDMS on critical reflective learning within the context of an organisation, which has employed SDMS when developing industrial service strategies. Â© 2004 Inderscience Enterprises Ltd.
Bucic T, Gudergan SP, 'The impact of organizational settings on creativity and learning in alliances', Management, 7 257-273 (2004)
Data from a cross-industry sample confirm the effects of different organizational structures on dynamic capabilities in alliance settings. Our work integrates the literatures pert... [more]
Data from a cross-industry sample confirm the effects of different organizational structures on dynamic capabilities in alliance settings. Our work integrates the literatures pertinent to organizational structure and the learning and creativity processes that characterize dynamic capabilities in alliances. Our results suggest that centralized structures in alliances hinder creativity and learning, and that formalization impedes learning in alliances. Supporting the arguments put forward by authors such as Burns and Stalker (1961), our results suggest that mechanistic structures in alliance teams hinder the development of dynamic capabilities, whereas organic structures are more co nducive in these interorganizational settings.
|Show 48 more journal articles|
Conference (4 outputs)
|2016||Ahrholdt DC, Gudergan SP, Ringle CM, 'What drives customer loyalty? Nonlinear effects of customer delight and satisfaction on loyalty and the moderating role of service experience', Looking Forward, Looking Back: Drawing on the Past to Shape the Future of Marketing: Proceedings of the 2013 World Marketing Congress (2016) [E1]|
Rigdon EE, Gudergan SP, Ringle CM, Sarstedt M, 'Response-based segmentation in PLS path modeling: Application of FIMIX-PLS to American customer satisfaction index data', Proceedings of the 2010 Academy of Marketing Science (AMS) Annual Conference (2015)
Maghzi A, Gudergan S, Wilden RMB, Lin N, 'Dynamic capabilities and top management cognitions', Academy of Management Proceedings (2015) [E3]
Gudergan SP, Gudergan GP, 'A dynamic theory of collaboration and decision-making', Proceedings of the Annual Hawaii International Conference on System Sciences (2002)
Â© 2002 IEEE. The model presented incorporates various causal and feedback loops in the structure of the dynamic decision-making processes and performance in non-equity alliances.... [more]
Â© 2002 IEEE. The model presented incorporates various causal and feedback loops in the structure of the dynamic decision-making processes and performance in non-equity alliances. According to this structure, partnership performance is driven mainly by the nature of the decision-making and implementation processes of the partners. These, in tune, are affected by two external influences, the setting in which the partnership is occurring (partnership setting) - such as the legal and market conditions, and the characteristics of the partnership itself (partnership arrangement) - such as whether such partnerships require specific informal and/or formal agreements. While we model these relationships and interactions explicitly, we also portray, in turn, how partnership performance aspects and the implementation processes influence the decision-making processes.
|Show 1 more conference|
Grants and Funding
|Number of grants||3|
Click on a grant title below to expand the full details for that specific grant.
20122 grants / $175,000
Economic Impact Study$135,000
Funding body: NSW Minerals Council
|Funding body||NSW Minerals Council|
|Project Team||Professor Siggi Gudergan, Mr Reuben Lawrence|
|Type Of Funding||Grant - Aust Non Government|
Funding body: ARC (Australian Research Council)
|Funding body||ARC (Australian Research Council)|
|Project Team||Professor Tim Coltman, Professor Timothy Devinney, Dr Rajeev Sharma, Professor Siggi Gudergan, Dr Benjamin Brooks, Doctor Nidthida Lin|
|Type Of Funding||Aust Competitive - Commonwealth|
20111 grants / $6,073
Funding body: Rikgust Pty Limited
|Funding body||Rikgust Pty Limited|
|Project Team||Professor Siggi Gudergan|
|Type Of Funding||Grant - Aust Non Government|
Number of supervisions
Total current UON EFTSL
|Commenced||Level of Study||Research Title||Program||Supervisor Type|
|2017||PhD||Service Innovation in the Emerging Markets: A Value Co-Creation Perspective||PhD (Management), Faculty of Business and Law, The University of Newcastle||Co-Supervisor|
|2017||PhD||Assessing Customers' Perceived Value-in-the-Brand-page-Experience and its Impact on Customer Engagement in Social Media: A Cross Country and Brand Category Examination||PhD (Management), Faculty of Business and Law, The University of Newcastle||Co-Supervisor|
|2016||PhD||Institutional Conditions of Technology Transfer: Studies on Technology Transfer to and within Developing Countries||PhD (Management), Faculty of Business and Law, The University of Newcastle||Principal Supervisor|
|2016||PhD||Understanding how Sustained Competitive Advantage is Achieved in Multinational Enterprises - A Dynamic Capabilities Approach||PhD (Management), Faculty of Business and Law, The University of Newcastle||Principal Supervisor|
|2016||PhD||The Role of Employees in Changing Organisational Capabilities||PhD (Management), Faculty of Business and Law, The University of Newcastle||Principal Supervisor|
|2016||PhD||Understanding Customers' Perception of Omnichannel Integration Quality and its Impact on Customer Engagement||PhD (Management), Faculty of Business and Law, The University of Newcastle||Co-Supervisor|
|2016||PhD||Firm Resources and Performance: The Role of the Employee||PhD (Management), Faculty of Business and Law, The University of Newcastle||Principal Supervisor|
|2015||PhD||Role of Intellectual Capital in Firm Absorptive Capacity||PhD (Management), Faculty of Business and Law, The University of Newcastle||Principal Supervisor|
|2015||PhD||Firm Performance in conditions of uncertainty and dependence in supply chain contexts||PhD (Management), Faculty of Business and Law, The University of Newcastle||Principal Supervisor|
|2013||PhD||Dynamic Capabilities and Managerial Cognitions||PhD (Management), Faculty of Business and Law, The University of Newcastle||Principal Supervisor|
|Year||Level of Study||Research Title||Program||Supervisor Type|
|2016||PhD||New Data-driven, Signalling-based Approaches to Social Media Analytics||PhD (Management), Faculty of Business and Law, The University of Newcastle||Co-Supervisor|