Howard is Senior Lecturer in Strategic Management, and a member of the Centre of Strategy and Marketing at The Open University Business School. He teaches principally on the MBA programme and is presentation module team chair of The Dynamics of Strategy (B835), the new stage two MBA module. He was also a chair of the production module team for B835 as well as a member of the production module team for Making sense of strategy (B301), part of the BA (Hons) Business Studies programme. He is interested in all aspects of the strategic management field, but has a particular interest in corporate and competitive strategy (his PhD involved a study of the strategic options available to newly privatised utility companies) and stakeholder management, which is the area of the strategy debate closest to his current research interests. He has taught on OU programmes in South Africa, Ethiopia, Ireland and in continental Europe.
His research is principally focused upon three themes. The first looks at stakeholder management issues in non-traditionally competitive environments, such as the marketised public services and former public utilities. The second area of interest concerns Strategic Political Management (SPM), and how SPM may be deployed to achieve organisational competitive advantage. His final area of interest lies in the area of real options reasoning, and its application to vulnerable assets such as professional sportsmen. He collaborates with colleagues at Henley, Cranfield and Kent Business School on these projects. He has published over 20 academic papers, co-edited two books, and presented his work at numerous international conferences.
Away from the OU, Howard acts as a faculty advisor on executive education programmes in the Centre for Management Development at London Business School. He has provided training and consultancy for a number of major organisations (including KPMG, HMRC, Nordea, Ericsson, Abbey, IBM, LloydsTSB) and local authorities in the United Kingdom, and has experience of delivering training programmes for companies in Malaysia and Romania.
My research is principally focused upon three themes. The first of these looks at stakeholder management issues in non-traditionally competitive environments, such as the marketised public services and former public utilities. I am particularly interested in the question of legitimacy, and how competing stakeholder claims based upon different bases of legitimacy are addressed by organisational managers. The second area of interest concerns Strategic Political Management (SPM), and how SPM may be deployed to achieve organisational competitive advantage. With my co-author I have developed a five stage levels of relationship engagement framework which we are currently aimed at exemplifying and testing. Finally, I am also interested the application of real options reasoning to those vulnerable assets which firms increasingly depends upon for competitive advantage with a particular focus upon succession planning. My co-author and I are applying these concepts initially to professional sportsmen.
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