Portrait of Professor Harry Scarbrough

Professor Harry Scarbrough

Professor of Information Systems and Management

Cass Business School, Faculty of Management

Contact

Visit Harry Scarbrough

Room BR4093, Bunhill Row

Postal address

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

About

Overview

Harry Scarbrough is a Professor in Information Systems and Management, and Co-Director of the Centre for Healthcare Innovation Research (CHIR) which is a joint venture with the School of Health Sciences at City. He joined Cass Business School in 2014. Previous appointments include Associate Dean for Research at Warwick Business School.

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. His work has been published in a wide range of leading management and information systems journals including Organization Studies, British Journal of Management, 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

Publications

  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.

Books (2)

  1. Scarbrough, H. and Corbett, J.M. (2013). Technology and organization: Power, meaning and deisgn. ISBN 978-0-415-82503-0.
  2. Scarbrough, H. (2002). The reengineering revolution: Critical studies of corporate change.

Chapters (10)

  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). Commentaries on methodological practice: Open sources? A commentary on ‘IS research methods: Inclusive or exclusive?’ Formulating Research Methods for Information Systems: Volume 1 (pp. 126–130). ISBN 978-1-137-50983-3.
  4. 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 978-1-349-56112-4.
  5. Scarbrough, H. and Swan, J. (2014). Knowledge communities and innovation. Communities of Practice: A Special Issue of trends in Communication (pp. 7–20). ISBN 978-0-8058-9638-1.
  6. 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.
  7. Scarbrough, H. and Amaeshi, K. (2009). Knowledge Governance for Open Innovation: Evidence from an EU R&D Collaboration. Knowledge Governance: Processes and Perspectives ISBN 978-0-19-923592-6.
  8. Scarbrough, H. and Swan, J. (2008). Project Work as a Locus of Learning: The Journey Through Practice. Community, Economic Creativity, and Organization ISBN 978-0-19-954549-0.
  9. Bresnen, M., Edelman, L., Newell, S., Scarbrough, H. and Swan, J. (2006). A community perspective on managing knowledge in project environments. Management of Knowledge in Project Environments (pp. 81–102). ISBN 978-0-7506-6251-2.
  10. Swan, J., Scarbrough, H. and Robertson, M. (2003). Linking Knowledge, Networking and Innovation Processes: A Conceptual Model. The International Handbook on Innovation (pp. 667–679). ISBN 978-0-08-044198-6.

Conference papers and proceedings (11)

  1. Manning, R., Swan, J. and Scarbrough, H. (2020). From evidence-based management to management-based evidence: Mobilizing evidence through managerial work.
  2. Scarbrough, H., Swan, J. and D'Andreta, D. (2019). Epistemic influences on knowledge translation in healthcare: The mediating role of social networks.
  3. Scarbrough, H. and Swan, J. (2016). Unpacking the dynamics of IT innovation diffusion: The case of resource planning.
  4. Scarbrough, H., Panourgias, N. and Nandhakumar, J. (2012). The role of objects in the coordination of knowledge-intensive projects: A study of computer games development.
  5. Scarbrough, H. and Robertson, M. (2009). The role of innovation projects in institutionalization: The case of resource planning systems.
  6. Scarbrough, H., Robertson, M. and Swan, J. (2008). Developing the processual analysis of institutionalization: The case of Resource Planning systems innovation.
  7. Goussevskaia, A., Scarbrough, H., Swan, J. and Bresnen, M. (2006). Implementing new management initiatives in project-based environments: The role of organizational practices and power dynamics.
  8. Newell, S., Scarbrough, H., Swan, J. and Galliers, R. (2005). Sharing learning through documents: Conflicting outcomes.
  9. Wong, A., Chau, P.Y.K., Scarbrough, H. and Davison, R. (2005). Critical failure factors in ERP implementation.
  10. Newell, S., Scarbrough, H., Swan, J., Robertson, M. and Galliers, R.D. (2002). The importance of process knowledge for cross project learning: Evidence from a UK hospital.
  11. Newell, S., Scarbrough, H., Swan, J. and Hislop, D. (1999). Intranets and knowledge management: Complex processes and ironic outcomes.

Journal articles (62)

  1. Henfridsson, O., Nandhakumar, J., Scarbrough, H. and Panourgias, N. (2018). Recombination in the Open-Ended Value Landscape of Digital Innovation. Information and Organization, 28(2), pp. 89–100. doi:10.1016/j.infoandorg.2018.03.001.
  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. 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. doi:10.25300/MISQ/2014/38.2.13.
  6. 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.
  7. 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.
  8. Taylor-Phillips, S., Clarke, A., Grove, A., Swan, J., Parsons, H., Gkeredakis, E. … 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.
  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. … 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. … 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: Limits to ICT-led project review practices. 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. Bresnen, M., Edelman, L., Newell, S., Scarbrough, H. and Swan, J. (2005). Exploring social capital in the construction firm. Building Research and Information, 33(3), pp. 235–244. doi:10.1080/09613210500117853.
  25. Scarbrough, H., Robertson, M. and Swan, J. (2005). Professional media and management fashion: The case of knowledge management. Scandinavian Journal of Management, 21(2 SPEC. ISS.), pp. 197–208. doi:10.1016/j.scaman.2005.02.011.
  26. Scarbrough, H., Bresnen, M., Edelman, L.F., Laurent, S., Newell, S. and Swan, J. (2004). The processes of project-based learning an exploratory study. Management Learning, 35(4), pp. 491–506. doi:10.1177/1350507604048275.
  27. 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.
  28. 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.
  29. Elias, J. and Scarbrough, H. (2004). Evaluating human capital: An exploratory study of management practice. Human Resource Management Journal, 14(4), pp. 21–40. doi:10.1111/j.1748-8583.2004.tb00131.x.
  30. 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(SPEC ISS.). doi:10.1111/j.1467-8551.2004.00406.x.
  31. Scarbrough, H. (2003). Knowledge management, HRM and the innovation process. International Journal of Manpower, 24(5), pp. 501–516. doi:10.1108/01437720310491053.
  32. 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.
  33. 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.
  34. Bresnen, M., Edelman, L., Newell, S., Scarbrough, H. and Swan, J. (2003). Social practices and the management of knowledge in project environments. International Journal of Project Management, 21(3), pp. 157–166. doi:10.1016/S0263-7863(02)00090-X.
  35. Newell, S., Edelman, L., Scarbrough, H., Swan, J. and Bresnen, M. (2003). 'Best practice' development and transfer in the NHS: THe importance of process as well as product knowledge. Health Services Management Research, 16(1), pp. 1–12. doi:10.1258/095148403762539095.
  36. Scarbrough, H. (2002). Bpr: Rip? Organization, 9(1), pp. 179–181. doi:10.1177/135050840291011.
  37. Swan, J., Scarbrough, H. and Robertson, M. (2002). The Construction of 'Communities of Practice' in the Management of Innovation. Management Learning, 33(4), pp. 477–496. doi:10.1177/1350507602334005.
  38. Kambayashi, N. and Scarbrough, H. (2001). Cultural influences on IT use amongst factory managers: A UK-Japanese comparison. Journal of Information Technology, 16(4), pp. 221–235. doi:10.1080/02683960110100409.
  39. 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.
  40. Carter, C. and Scarbrough, H. (2001). Towards a second generation of KM? The people management challenge. Education + Training, 43, pp. 215–224. doi:10.1108/EUM0000000005483.
  41. Swan, J. and Scarbrough, H. (2001). Untitled. JOURNAL OF INFORMATION TECHNOLOGY, 16(2), pp. 49–55. doi:10.1080/02683960110055095.
  42. 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.
  43. 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.
  44. Swan, J. and Scarbrough, H. (2001). Editorial. Journal of Information Technology, 16(2), pp. 49–55. doi:10.1080/02683960110055095.
  45. Carter, C. and Scarbrough, H. (2001). Regimes of knowledge, stories of power: A treatise on knowledge management. Creativity and Innovation Management, 10(3), pp. 210–220. doi:10.1111/1467-8691.00222.
  46. Scarbrough, H. (2001). Knowledge à la mode: The rise of knowledge management and its implications for views of knowledge production. Social Epistemology, 15(3), pp. 201–213. doi:10.1080/02691720110076530.
  47. Swan, J. and Scarbrough, H. (2001). Knowledge, purpose and process: Linking knowledge management and innovation. Proceedings of the Hawaii International Conference on System Sciences p. 102. doi:10.1109/HICSS.2001.926486.
  48. Hislop, D., Newell, S., Scarbrough, H. and Swan, J. (2000). Networks, knowledge and power: Decision making, politics and the process of innovation. Technology Analysis and Strategic Management, 12(3), pp. 399–411. doi:10.1080/713698478.
  49. Scarbrough, H. (2000). The HR implications of supply chain relationships. Human Resource Management Journal, 10(1), pp. 5–17. doi:10.1111/j.1748-8583.2000.tb00010.x.
  50. Swan, J., Newell, S., Scarbrough, H. and Hislop, D. (1999). Knowledge management and innovation: Networks and networking. Journal of Knowledge Management, 3(4), pp. 262–275. doi:10.1108/13673279910304014.
  51. Scarbrough, H. (1999). Knowledge as work: Conflicts in the management of knowledge workers. Technology Analysis and Strategic Management, 11(1), pp. 5–16. doi:10.1080/095373299107546.
  52. Pan, S.L. and Scarbrough, H. (1999). Knowledge management in practice: An exploratory case study. Technology Analysis and Strategic Management, 11(3), pp. 359–374. doi:10.1080/095373299107401.
  53. Pan, S.L. and Scarbrough, H. (1998). A Socio-Technical View of Knowledge Sharing at Buckman Laboratories. Journal of Knowledge Management, 2(1), pp. 55–66. doi:10.1108/EUM0000000004607.
  54. Scarbrough, H. and Terry, M. (1998). Forget Japan: The very British response to lean production. Employee Relations, 20(3), pp. 224–236. doi:10.1108/01425459810228298.
  55. Scarbrough, H. (1998). The unmaking of management? Change and continuity in British management in the 1990s. Human Relations, 51(6), pp. 691–716. doi:10.1177/001872679805100601.
  56. Scarbrough, H. (1997). Making the matrix matter: Strategic information systems in financial services. Journal of Management Studies, 34(2), pp. 171–190. doi:10.1111/1467-6486.00047.
  57. Scarbrough, H. (1995). The Social Engagement of Social Science: A Tavistock Anthology. Human Relations, 48(1), pp. 23–33. doi:10.1177/001872679504800102.
  58. Scarbrough, H. (1995). Blackboxes, Hostages and Prisoners. Organization Studies, 16(6), pp. 991–1019. doi:10.1177/017084069501600604.
  59. Scarbrough, H. (1993). PROBLEM‐SOLUTIONS IN THE MANAGEMENT OF INFORMATION SYSTEMS EXPERTISE. Journal of Management Studies, 30(6), pp. 939–955. doi:10.1111/j.1467-6486.1993.tb00473.x.
  60. Scarbrough, H. and Lannon, R. (1989). The management of innovation in the financial services sector: A case study. Journal of Marketing Management, 5(1), pp. 51–62. doi:10.1080/0267257X.1989.9964087.
  61. Scarbrough, H. and Moran, P. (1986). Technical change in an industrial relations context. Employee Relations, 8(6), pp. 17–22. doi:10.1108/eb055087.
  62. Scarbrough, H., Lannon, R. and Hamilton, R. (1986). Strategy for Information Technology: One Step Beyond. Industrial Management & Data Systems, 86(1-2), p. 2. doi:10.1108/eb057425.