Andrew Pettigrew’s work has covered a broad range of sectors, both public and private, but it has consistently concentrated on the contextual study of corporate evolution, decision-making, strategy and governance. His approach emphasises the environmental and historical factors that work alongside quantitative economic issues to shape an organisation.
Strategy and Organisational Change: Theory and Method
Most recently Pettigrew has conducted ESRC-funded studies of the boards of the UK’s top 500 companies as well as new forms of organising and performance in Europe, Japan and the USA.
Pettigrew takes a unique approach to the study of organisational systems. In the late 1970s and early 1980s, he worked on a major project gathering empirical data representing the management of change at ICI, a chemicals company. The research led to a major publication, and helped Pettigrew develop an approach to management research that combines multiple levels of analysis – not just economical, but also social, political and sector-based – with both historical and current data to provide an accurate long-term analysis of change and strategy.
Pettigrew, A.M. (2012) Context and Action in the Transformation of the Firm: A Reprise, Journal of Management Studies. (Forthcoming)
Hatum, A., Vassolo, R. and Pettigrew, A.M. (2012) Organisational Identity as an Anchor for Adaptation: An Emerging Perspective. (Forthcoming)
Pettigrew, A.M. (1985, republished 2011) The Awakening Giant: Continuity and Change in ICI, Oxford, Blackwell’s.
McNulty, T., Pettigrew, A.M., Jobome, G and Morris, C. (2011) The Role, Power and Influence of Company Chairs, Journal of Management and Governance, 15(1), 91–121.
Bonn, I. and Pettigrew, A.M. (2009) Towards a Dynamic Theory of Boards: An Organisational Life Cycle Approach, Journal of Management and Organization, 15, 2–16.
Paroutis, S. and Pettigrew, A.M. (2007) Strategizing in the Multi-business Firm: Strategy Teams at Multiple Levels and Over Time, Human Relations, 16(1), 99–135.
Leading Organisational Change and the Management of Performance in the NHS
Pettigrew has focused much of his work on the health sector, advising the UK government on the National Health Service and its other health initiatives. In 2002 he was asked to summarise the results of his research on the NHS for the Prime Minister. In 2000 he operated as an adviser to the Bristol Royal Infirmary and in the 1990s was a member of the Functions and Manpower Review Committee.
Pettigrew, A.M. (2002) Leading Organisational Change: Frameworks and Findings from Warwick Research, 1985–2002, unpublished report prepared for the Prime Minister's Office (copies available from firstname.lastname@example.org).
Ferlie, E. and Pettigrew, A.M. (1996) Managing Through Networks: Some Issues and Implications for the NHS, British Journal of Management, 7, Special Issue, 81–99.
Ferlie, E., Ashburner, L., Fitzgerald, L. and Pettigrew, A.M. (1996) The New Public Management in Action, Oxford, Oxford University Press.
Scholarly Impact in the Social Sciences
Over the past decade, Pettigrew has played a growing role within the academic business world. He works with the European Foundation for Management Development (EFMD) and the UK’s Economic and Social Research Council (ESRC) as well as within Oxford to determine the best ways of measuring and encouraging scholarly impact within the discipline.
Pettigrew, A.M. (2012) The Conduct of Qualitative Research in Organisational Settings, Corporate Governance: An International Review. (Forthcoming)
Pettigrew, A.M. (2011) Scholarship with Impact, British Journal of Management, 22(3), 347–354.
Pettigrew, A.M. (2008) Scholarly Impact and the Co-production Hypothesis, Global Focus, the Journal of EFMD, 2(2), 8–12.
Pettigrew, A.M. et al (2008) Collaborative Management Research: Full Research Report ESRC End of Award Report, RES-331-25-3001.