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Professor Siggi Gudergan

Professor

Newcastle Business School (International Business)

Career Summary

Biography

Professor Gudergan is a chaired Professor in Strategy within Newcastle Business School. His research focuses on managerial decision making within organisations as it relates to employees who are working with customers; and managers who are working with internal and external business partners and other stakeholders. This work is applied to strategic management issues with a focus on the dynamic capabilities view to examine issues of strategic performance, innovation and governance in contexts such as alliance-, project- and service-based enterprises. 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 a research book, 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 as well as at international universities such as the University of Maastricht. He has also have 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. He has had academic positions such as Head of Discipline Group, Head of School, Ass 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.

Research Expertise
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.

Teaching Expertise
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.

Administrative Expertise
Professor Gudergan has had academic positions such as Head of Discipline Group, Head of School, Ass 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.

Collaborations
Professor Gudergan has extensive research collaborations within the University of Newcastle and with colleagues across the globe.


Qualifications

  • Doctor of Philosophy, University of Sydney

Keywords

  • Governance
  • Innovation
  • Research Methods
  • Strategic Performance
  • Strategy

Languages

  • German (Fluent)

Fields of Research

Code Description Percentage
080699 Information Systems not elsewhere classified 10
150310 Organisation and Management Theory 70
150599 Marketing not elsewhere classified 20

Professional Experience

UON Appointment

Title Organisation / Department
Professor University of Newcastle
Newcastle Business School
Australia

Academic appointment

Dates Title Organisation / Department
1/01/2011 -  Adjunct Professor University of the South Pacific
Business and Law
Vanuatu
1/01/2008 - 1/12/2010 Head of School University of Technology Sydney
Business and Law
Australia
1/01/2007 - 1/01/2011 Executive Director University of Technology Sydney
Business and Law
Australia
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Publications

For publications that are currently unpublished or in-press, details are shown in italics.


Book (1 outputs)

Year Citation Altmetrics Link
2006 Kornberger MM, Gudergan SP, Only connect: neat words, networks and identities, Liber, Stockholm, Sweden, 256 (2006) [A1]

Chapter (9 outputs)

Year Citation Altmetrics Link
2009 Gudergan SP, Johnston JL, 'Ethical leadership in public-private partnerships: Learning from an Australian 'great controversy'?', Public Sector Leadership: International Challenges and Perspectives, Edward Elgar Publishing, London, United Kingdom 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]
2007 Gudergan SP, 'Alliances', Blackwell Encyclopedia of Sociology, Blackwell Publishing, Malden, Massachusetts, United States of America 121-123 (2007) [B1]
2007 Gudergan SP, 'Measurement', International Encyclopedia of Organization Studies, SAGE Publications, Incorporated, Thousand Oaks, California, United States of America 888-891 (2007)
2006 Lyles M, Gudergan SP, 'Learning and knowledge development in alliances', Handbook of strategic alliances, SAGE, Thousand Oaks, California, United States of America 241-254 (2006) [B1]
2006 Clegg SR, Gudergan SP, Kornberger MM, Ray T, 'Managing local practices in a networked world', Only connect: neat words, networks and identities, Liber, Stockholm, Sweden 190-209 (2006) [B1]
2006 Gudergan SP, Kornberger MM, 'Introduction to Only Connect: neat words, networks & identities', Only connect: neat words, networks and identities, Liber, Stockholm, Sweden 9-16 (2006) [B1]
2002 Gudergan SP, Devinney TM, Ellis R, 'An integrated framework of alliance governance and performance', Growing the International Firm: Success in Mergers, Acquisitions, Networks, and Alliances, Carnegie-Mellon University Press, Pittsburgh, Pennsylvania, United States of America 151-163 (2002) [B1]
Show 6 more chapters

Journal article (41 outputs)

Year Citation Altmetrics Link
2015 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, 1-19 (2015)
DOI 10.1007/s11747-014-0380-y
Citations Scopus - 2Web of Science - 1
Co-authors Ralf Wilden
2015 Bouncken RB, Pesch R, Gudergan SP, 'Strategic embeddedness of modularity in alliances: Innovation and performance implications', Journal of Business Research, 68 1388-1394 (2015)

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' co... [more]

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.

DOI 10.1016/j.jbusres.2015.01.020
Citations Scopus - 1
2014 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]
2014 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. © 2013 Taylor & Francis.

DOI 10.1080/01446193.2013.845306
Citations Scopus - 1
Co-authors Graham Brewer, Thayaparan Gajendran
2014 Bouncken RB, Pesch R, Gudergan SP, 'Strategic embeddedness of modularity in alliances: Innovation and performance implications', Journal of Business Research, (2014)

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' co... [more]

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 tomarket 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.

DOI 10.1016/j.jbusres.2015.01.020
Citations Scopus - 1Web of Science - 1
2014 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]
DOI 10.1016/j.ijproman.2014.09.001
2014 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]
DOI 10.1016/j.ijproman.2014.09.001
2013 Müller R, Andersen ES, Kvalnes Ø, 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]
DOI 10.1002/pmj.21350
Citations Scopus - 9Web of Science - 7
2013 Wilden R, Gudergan SP, Nielsen BB, Lings I, 'Dynamic Capabilities and Performance: Strategy, Structure and Environment', LONG RANGE PLANNING, 46 72-96 (2013) [C1]
DOI 10.1016/j.lrp.2012.12.001
Citations Scopus - 13Web of Science - 5
Co-authors Ralf Wilden
2013 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]
DOI 10.1177/0047287513478499
Citations Scopus - 1Web of Science - 1
2013 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]
DOI 10.1016/j.ijresmar.2012.10.002
Citations Scopus - 8Web of Science - 8
2012 Gudergan SP, Devinney T, Richter NF, Ellis RS, 'Strategic implications for (non-equity) alliance performance', Long Range Planning, 45 451-476 (2012) [C1]
Citations Scopus - 8Web of Science - 4
2012 Nielsen BB, Gudergan SP, 'Exploration and exploitation fit and performance in international strategic alliances', International Business Review, 21 558-574 (2012) [C1]
Citations Scopus - 4Web of Science - 5
2012 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]
Citations Scopus - 2
2011 Gudergan SP, Schweitzer J, 'Contractual complexity, governance and organisational form in alliances', International Journal of Stategic Business Allianc, 2 26-40 (2011) [C1]
2011 Rigdon EE, Ringle CM, Sarstedt M, Gudergan SP, 'Assessing Heterogeneity in Customer Satisfaction Studies: Across Industry Similarities and within Industry Differences', Advances in International Marketing, 22 169-194 (2011) [B2]
Citations Scopus - 19
2011 Mathies C, Gudergan SP, 'The role of fairness in modelling customer choice', Australasian Marketing Journal, 19 22-29 (2011) [C1]
DOI 10.1016/j.ausmj.2010.11.002
Citations Scopus - 2
2010 Schweitzer J, Gudergan SP, 'Leadership behaviours as ongoing negotiations and their effects on knowledge and innovation capabilities in alliances', International Journal of Knowledge Management Studies, 4 176-197 (2010) [C1]
DOI 10.1504/IJKMS.2010.030791
Citations Scopus - 5
2010 Pitsis TS, Gudergan SP, 'Know How? Challenges in knowledge and innovation management in alliances: an introduction', International Journal of Knowledge Management Studies, 4 109-113 (2010) [C1]
Citations Scopus - 1
2010 Wilden R, Gudergan SP, Lings I, 'Employer branding: Strategic implications for staff recruitment', Journal of Marketing Management, 26 56-73 (2010) [C1]
DOI 10.1080/02672570903577091
Citations Scopus - 15
Co-authors Ralf Wilden
2010 Gudergan SP, Lings I, 'Service employee behaviour: The role of compliance and risk taking', International Journal of Services Technology and Management, 14 208-216 (2010) [C1]
DOI 10.1504/IJSTM.2010.034328
Citations Scopus - 1
2010 Gudergan SP, 'Adoption of technologies in industrial after-sales services across cultures', International Journal of Services Technology and Management, 14 250-258 (2010) [C1]
DOI 10.1504/IJSTM.2010.034331
2010 Gudergan SP, Lings I, 'Service Interfaces and Service Strategy', International Journal of Services Technology and Management, 14 139-143 (2010) [C1]
2008 Gudergan SP, Beatson A, Lings IN, 'Managing service staff as an organizational resource: Implications for customer service provision', Services Marketing Quarterly, 29 25-41 (2008) [C1]
DOI 10.1080/15332960802218687
Citations Scopus - 2
2008 Wang PZ, Gudergan SP, Lings IN, 'The role of product involvement in e-service evaluations', International Journal of Electronic Marketing and Retailing, 2 59-79 (2008) [C1]
DOI 10.1504/IJEMR.2008.016817
Citations Scopus - 1
2008 Beatson A, Lings I, Gudergan SP, 'Service staff attitudes, organisational practices and performance drivers', Journal of Management and Organization, 14 168-179 (2008) [C1]
DOI 10.5172/jmo.837.14.2.168
Citations Scopus - 13Web of Science - 9
2008 Gudergan SP, Ringle CM, Wende S, Will A, 'Confirmatory tetrad analysis in PLS path modeling', Journal of Business Research, 61 1238-1249 (2008) [C1]
DOI 10.1016/j.jbusres.2008.01.012
Citations Scopus - 64Web of Science - 42
2008 Beatson A, Lings IN, Gudergan SP, 'Employee behaviour and relationship quality: Impact on customers', Service Industries Journal, 28 211-223 (2008) [C1]
DOI 10.1080/02642060701842282
Citations Scopus - 18Web of Science - 15
2008 Lings IN, Beatson A, Gudergan SP, 'The impact of implicit and explicit communications on frontline service delivery staff', Service Industries Journal, 28 1431-1443 (2008) [C1]
DOI 10.1080/02642060802250245
Citations Scopus - 3Web of Science - 1
2007 Gudergan SP, 'The Effects of Culture on Social Capital and Innovation', International Journal of Knowledge Culture and Change Management, 5 11-14 (2007) [C1]
2007 Mathies C, Gudergan SP, 'Revenue Management and Customer Centric Marketing - How do they Influence Travellers' Choices?', Journal of Revenue and Pricing Management, 6 331-346 (2007) [C1]
DOI 10.1057/palgrave.rpm.5160109
2007 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]
DOI 10.1177/0020852307083459
Citations Scopus - 25Web of Science - 13
2006 Hackman D, Gudergan SP, Wang PZ, Daniel K, 'A service perspective on modelling intentions of on-line purchasing', Journal of Services Marketing, 20 459-470 (2006) [C1]
DOI 10.1108/08876040610704892
2006 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. © Emerald Group Publishing Limited.

DOI 10.1108/13673270610679354
Citations Scopus - 16
2005 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 © 2005 Inderscience Enterprises Ltd.

DOI 10.1504/IJSTM.2005.006547
2004 Gudergan SP, 'Managing technological change: A strategic partnership approach', MANAGEMENT LEARNING, 35 94-96 (2004)
2004 Gudergan SP, Ellis R, 'The effects of globalisation and technology on economic and social organisations', International Journal of the Humanities, 1 67-72 (2004) [C1]
2004 Gudergan G, Gudergan SP, 'Learning to Strategise Innovation Services: The Role of System Dynamics', International Journal of Innovation and Learning, 1 227-239 (2004) [C1]
2004 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 conducive in these interorganizational settings.

Citations Scopus - 12
2001 Ellis R, Gudergan SP, Johnson LW, 'Through the looking glass: an agency theoretic foundation for the satisfactory mirror', Journal of Consumer Satisfaction Dissatisfaction and Complaining Behavior, 14 120-124 (2001) [C1]
1997 Gudergan SP, ''Individuals' choice behaviour in waiting situations', Academy of Marketing Studies Journal, 1 22-26 (1997) [C1]
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Grants and Funding

Summary

Number of grants 3
Total funding $181,073

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
Scheme Research Grant
Role Lead
Funding Start 2012
Funding Finish 2012
GNo G1200782
Type Of Funding Grant - Aust Non Government
Category 3AFG
UON Y

Technology and innovation management in high risk situations$40,000

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
Scheme Linkage Projects
Role Lead
Funding Start 2012
Funding Finish 2012
GNo G1300319
Type Of Funding Aust Competitive - Commonwealth
Category 1CS
UON Y

20111 grants / $6,073

Alliance & Networking Research Project$6,073

Funding body: Rikgust Pty Limited

Funding body Rikgust Pty Limited
Project Team Professor Siggi Gudergan
Scheme Research Project
Role Lead
Funding Start 2011
Funding Finish 2011
GNo G1100560
Type Of Funding Grant - Aust Non Government
Category 3AFG
UON Y
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Research Supervision

Number of supervisions

Completed0
Current5

Total current UON EFTSL

PhD1.75

Current Supervision

Commenced Level of Study Research Title / Program / Supervisor Type
2015 PhD Sustainable Supply Chain Management: A Pathway to Achieving Superior Organisational Performance in a Globalising World
Business Management, Faculty of Business and Law, The University of Newcastle
Principal Supervisor
2015 PhD Exploring Sustainable Supply Chain Management Practices in Selected Manufacturing Firms in Uganda
Business Management, Faculty of Business and Law, The University of Newcastle
Principal Supervisor
2014 PhD Cross-Border Insolvency: A Case for a Transaction Cost Economics Analysis
Law, Faculty of Business and Law, The University of Newcastle
Co-Supervisor
2013 PhD Self-Disclosure Behaviour via Mobile Devices in Real-World Service Encounters
Business Management, Faculty of Business and Law, The University of Newcastle
Co-Supervisor
2013 PhD Dynamic Capabilities and Top Management Team Cognitions
Business Management, Faculty of Business and Law, The University of Newcastle
Principal Supervisor
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Professor Siggi Gudergan

Positions

Professor
Newcastle Business School
Faculty of Business and Law

DBA Supervisor
Newcastle Business School
Faculty of Business and Law

Casual Academic
Newcastle Business School
Faculty of Business and Law

Focus area

International Business

Contact Details

Email siggi.gudergan@newcastle.edu.au
Phone +612 4921 5045
Fax +612 4921 6911

Office

Building Social Sciences Building
Location University Drive Callaghan NSW 2308 Australia
University Drive
Callaghan, NSW 2308
Australia
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