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Faculties and Research

Portrait of Professor Harry Scarbrough

Professor Harry Scarbrough

Professor of Information Systems and Management

Faculty of Management

Visit Harry Scarbrough

Room BR4093, Bunhill Row

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Postal Address

Cass Business School
106 Bunhill Row
London
EC1Y 8TZ
United Kingdom

Overview

Harry Scarbrough is a Professor in Information Systems and Management. He joined Cass Business School in 2014, having previously been Director of the Management School at Keele University. Previous appointments also include Professor in the Information Systems and Management group and Associate Dean for Research at Warwick Business School. While at Warwick, Harry was co-founder of the IKON (Innovation Knowledge and Organizational Networks) Research Centre, and Director of a major ESRC (Economic and Social Research Council) programme on ‘The Evolution of Business Knowledge’.

Harry’s research interests span the fields of organization studies, innovation and information systems through a focus on the social and behavioural aspects of science and technology-based innovation. This includes work on collaboration between different professional/expert groups, and the role of social networks in supporting knowledge flows. He has played the role of Principal or Co-Investigator on major projects funded (to the tune of c. £2 million) by UK Research Councils, the Chartered Institute of Personnel and Development, and the National Institute for Health Research. His work has been published in a wide range of leading management and information systems journals including Organization Studies, Information Systems Research, MISQ, and Entrepreneurship Theory and Practice.

Qualifications

  1. PhD, Aston University, Birmingham, United Kingdom, 1978 – 1981

Employment

  1. Director, Keele University, Newcastle-under-Lyme, 2012 – 2014
  2. Professor, University of Warwick, Coventry, 2002 – 2012

Expertise

Primary Topics

  • Business Models
  • Entrepreneurship
  • Information Management
  • Innovation & Creativity
  • Knowledge Management
  • Management Learning
  • Organization Theory

Additional Topics

  • Knowledge & Learning
  • Technology Management
  1. D Andreta, D., Marabelli, M., Newell, S., Scarbrough, H. and Swan, J. (2016). Dominant Cognitive Frames and the Innovative Power of Social Networks. Organization Studies, 37(3), pp. 293–321. doi:10.1177/0170840615613374.

Chapters (6)

  1. D'Andreta, D. and Scarbrough, H. (2016). Knowledge Mobilization and Network Ambidexterity in a Mandated Healthcare Network: A CLAHRC Case Study. In Swan, J., Nicolini, D. and Newell, S. (Eds.), Mobilizing Knowledge in Healthcare Challenges for Management and Organization (pp. 151–176). Oxford: Oxford University Press. ISBN 978-0-19-105814-1.
  2. Nicolini, D., Scarbrough, H. and Gracheva, J. (2016). Communities of Practice and Situated Learning in Health Care. In Ferlie, E., Montgomery, K. and Pedersen, A.R. (Eds.), The Oxford Handbook of Health Care Management (pp. 255–278). Oxford: Oxford University Press. ISBN 978-0-19-101519-9.
  3. Nandhakumar, J. and Scarbrough, H. (2015). Open sources? A commentary on 'IS research methods: Inclusive or exclusive?' Formulating Research Methods for Information Systems (pp. 126–130). ISBN 978-1-137-50985-7.
  4. Scarbrough, H. and Amaeshi, K. (2009). Knowledge Governance for Open Innovation: Evidence from an EU R&D Collaboration. Knowledge Governance: Processes and Perspectives Oxford University Press. ISBN 978-0-19-923592-6.
  5. Scarbrough, H. and Swan, J. (2008). Project Work as a Locus of Learning: The Journey Through Practice. Community, Economic Creativity, and Organization ISBN 978-0-19-172009-3.
  6. Scarbrough, H. (2002). Knowledge communities and innovation. In Huysman, M. and van Baalen, P. (Eds.), Communities of Practice: A Special Issue of trends in Communication (pp. 7–20). Routledge. ISBN 978-0-8058-9638-1.

Journal Articles (34)

  1. D Andreta, D., Marabelli, M., Newell, S., Scarbrough, H. and Swan, J. (2016). Dominant Cognitive Frames and the Innovative Power of Social Networks. Organization Studies, 37(3), pp. 293–321. doi:10.1177/0170840615613374.
  2. Swan, J., Scarbrough, H. and Ziebro, M. (2016). Liminal roles as a source of creative agency in management: The case of knowledge-sharing communities. Human Relations, 69(3), pp. 781–811. doi:10.1177/0018726715599585.
  3. Scarbrough, H., Panourgias, N.S. and Nandhakumar, J. (2015). Developing a Relational View of the Organizing Role of Objects: A study of the innovation process in computer games. Organization Studies, 36(2), pp. 197–220. doi:10.1177/0170840614557213.
  4. Scarbrough, H., Robertson, M. and Swan, J. (2015). Diffusion in the Face of Failure: The Evolution of a Management Innovation. British Journal of Management, 26(3), pp. 365–387. doi:10.1111/1467-8551.12093.
  5. Evans, S. and Scarbrough, H. (2014). Supporting knowledge translation through collaborative translational research initiatives: ‘Bridging’ versus ‘blurring’ boundary-spanning approaches in the UK CLAHRC initiative. Social Science & Medicine, 106, pp. 119–127. doi:10.1016/j.socscimed.2014.01.025.
  6. Panourgias, N.S., Nandhakumar, J. and Scarbrough, H. (2014). Entanglements of creative agency and digital technology: A sociomaterial study of computer game development. Technological Forecasting and Social Change, 83(1), pp. 111–126. doi:10.1016/j.techfore.2013.03.010.
  7. Taylor-Phillips, S., Clarke, A., Grove, A., Swan, J., Parsons, H., Gkeredakis, E., Mills, P., Powell, J., Nicolini, D., Roginski, C. and Scarbrough, H. (2014). Coproduction in commissioning decisions: Is there an association with decision satisfaction for commissioners working in the NHS? A cross-sectional survey 2010/2011. BMJ Open, 4(6) . doi:10.1136/bmjopen-2014-004810.
  8. Kotlarsky, J., Scarbrough, H. and Oshri, I. (2014). Coordinating expertise across knowledge boundaries in offshore-outsourcing projects: The role of codification. MIS Quarterly: Management Information Systems, 38(2), pp. 607–627.
  9. Nandhakumar, J., Panourgias, N.S. and Scarbrough, H. (2013). From knowing it to "getting it": Envisioning practices in computer games development. Information Systems Research, 24(4), pp. 933–955. doi:10.1287/isre.2013.0482.
  10. D’Andreta, D., Scarbrough, H. and Evans, S. (2013). The enactment of knowledge translation: a study of the Collaborations for Leadership in Applied Health Research and Care initiative within the English National Health Service. Journal of Health Services Research & Policy, 18(3_suppl), pp. 40–52. doi:10.1177/1355819613499902.
  11. Scarbrough, H., Swan, J., Amaeshi, K. and Briggs, T. (2013). Exploring the role of trust in the deal-making process for early-stage technology ventures. Entrepreneurship: Theory and Practice, 37(5), pp. 1203–1228. doi:10.1111/etap.12031.
  12. Clarke, A., Taylor-Phillips, S., Swan, J., Gkeredakis, E., Mills, P., Powell, J., Nicolini, D., Roginski, C., Scarbrough, H. and Grove, A. (2013). Evidence-based commissioning in the English NHS: Who uses which sources of evidence? A survey 2010/2011. BMJ Open, 3(5) . doi:10.1136/bmjopen-2013-002714.
  13. Nandhakumar, J. and Scarbrough, H. (2011). Open sources? A commentary on IS research methods: Inclusive or exclusive. Journal of Information Technology, 26(4), pp. 302–303. doi:10.1057/jit.2011.22.
  14. Gkeredakis, E., Swan, J., Powell, J., Nicolini, D., Scarbrough, H., Roginski, C., Taylor-Phillips, S. and Clarke, A. (2011). Mind the gap: Understanding utilisation of evidence and policy in health care management practice. Journal of Health, Organisation and Management, 25(3), pp. 298–314. doi:10.1108/14777261111143545.
  15. Knights, D. and Scarbrough, H. (2010). In search of relevance: Perspectives on the contribution of academic-practitioner networks. Organization Studies, 31(9-10), pp. 1287–1309. doi:10.1177/0170840610374398.
  16. Swan, J., Scarbrough, H. and Newell, S. (2010). Why don't (or do) organizations learn from projects? Management Learning, 41(3), pp. 325–344. doi:10.1177/1350507609357003.
  17. Willem, A., Scarbrough, H. and Buelens, M. (2008). Impact of coherent versus multiple identities on knowledge integration. Journal of Information Science, 34(3), pp. 370–386. doi:10.1177/0165551507086259.
  18. Lampel, J., Scarbrough, H. and Macmillan, S. (2008). Managing through Projects in Knowledge-based Environments. Special Issue Introduction by the Guest Editors. Long Range Planning, 41(1), pp. 7–16. doi:10.1016/j.lrp.2007.11.007.
  19. Scarbrough, H., Robertson, M., Swan, J. and Nicolini, D. (2007). Introduction: Organizational Learning, Knowledge and Capabilities Conference Issue. Management Learning, 38(3), pp. 259–263. doi:10.1177/1350507607079022.
  20. Willem, A., Buelens, M. and Scarbrough, H. (2006). The role of inter-unit coordination mechanisms in knowledge sharing: a case study of a British MNC. Journal of Information Science, 32(6), pp. 539–561. doi:10.1177/0165551506067128.
  21. Willem, A. and Scarbrough, H. (2006). Social capital and political bias in knowledge sharing: An exploratory study. Human Relations, 59(10), pp. 1343–1370. doi:10.1177/0018726706071527.
  22. Newell, S., Bresnen, M., Edelman, L., Scarbrough, H. and Swan, J. (2006). Sharing Knowledge Across Projects. Management Learning, 37(2), pp. 167–185. doi:10.1177/1350507606063441.
  23. Swan, J. and Scarbrough, H. (2005). The politics of networked innovation. Human Relations, 58(7), pp. 913–943. doi:10.1177/0018726705057811.
  24. Scarbrough, H., Robertson, M. and Swan, J. (2005). Professional media and management fashion: The case of knowledge management. Scandinavian Journal of Management, 21(2), pp. 197–208. doi:10.1016/j.scaman.2005.02.011.
  25. Scarbrough, H., Bresnen, M., Edelman, L.F., Laurent, S., Newell, S. and Swan, J. (2004). The Processes of Project-based Learning. Management Learning, 35(4), pp. 491–506. doi:10.1177/1350507604048275.
  26. Scarbrough, H., Swan, J., Laurent, S., Bresnen, M., Edelman, L. and Newell, S. (2004). Project-Based Learning and the Role of Learning Boundaries. Organization Studies, 25(9), pp. 1579–1600. doi:10.1177/0170840604048001.
  27. Edelman, L.F., Bresnen, M., Newell, S., Scarbrough, H. and Swan, J. (2004). The Benefits and Pitfalls of Social Capital: Empirical Evidence from Two Organizations in the United Kingdom*. British Journal of Management, 15(S1), pp. 59–69. doi:10.1111/j.1467-8551.2004.00406.x.
  28. Scarbrough, H. (2003). Knowledge management, HRM and the innovation process. International Journal of Manpower, 24(5), pp. 501–516. doi:10.1108/01437720310491053.
  29. Robertson, M., Scarbrough, H. and Swan, J. (2003). Knowledge Creation in Professional Service Firms: Institutional Effects. Organization Studies, 24(6), pp. 831–857. doi:10.1177/0170840603024006002.
  30. Scarbrough, H. and Kinnie, N. (2003). Barriers to the development of teamworking in UK firms. Industrial Relations Journal, 34(2), pp. 135–149. doi:10.1111/1468-2338.00264.
  31. Swan, J. and Scarbrough, H. (2001). Knowledge Management: Concepts and Controversies. Journal of Management Studies, 38(7), pp. 913–921. doi:10.1111/1467-6486.00265.
  32. Newell, S., Scarbrough, H. and Swan, J. (2001). From Global Knowledge Management to Internal Electronic Fences: Contradictory Outcomes of Intranet Development. British Journal of Management, 12(2), pp. 97–111. doi:10.1111/1467-8551.00188.
  33. Scarbrough, H. and Swan, J. (2001). Explaining the Diffusion of Knowledge Management: The Role of Fashion. British Journal of Management, 12(1), pp. 3–12. doi:10.1111/1467-8551.00182.
  34. Hislop, D., Newell, S., Scarbrough, H. and Swan, J. (2000). Networks, Knowledge and Power: Decision Making, Politics and the Process of Innovation. Technology Analysis & Strategic Management, 12(3), pp. 399–411. doi:10.1080/713698478.