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Peter Williamson

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Peter Williamson.

Honorary Professor of International Management
Co-Director of the Cambridge Centre for Chinese Management
Fellow and Director of Studies in Management at Jesus College

BA (Macquarie University), PhD (Harvard University)

Research interests

Globalisation and its implications for corporate strategy; business ecosystems and the management of networks of strategic alliances; merger and acquisition strategy and post-merger integration; strategies for success in China and the internationalisation of Chinese companies and their global impact; strategies for a carbon-constrained world.

Subject group: Strategy & International Business

Professional experience

Professor Williamson has wide experience in research, consulting and executive education as well as serving as a non-executive director and chairman of both publicly listed companies and new ventures in industries as diverse as whisky, textiles, hedge fund management and Chinese software. He has worked in Australia, France, Hong Kong, Singapore, Switzerland and the United States, before returning to Britain to join Cambridge Judge Business School, where he founded the Advanced Leadership Programme, and at Jesus College, where he is Fellow and Director of Studies in Management. He is currently Chairman of the digital process automation company Bizagi, and has served as a non-executive director of both listed and private companies across a wide variety of industries, including textiles, whisky, green energy, hedge funds, software and sales training.

Professor Williamson was formerly with the Boston Consulting Group in London, and Merrill Lynch. He serves on the editorial boards of European Management Journal, and Academy of Management Learning and Education. Peter has acted as consultant on business strategy, mergers and acquisitions, and international expansion to numerous companies as well as to governments and international organisations throughout the Asia-Pacific region as well as in Europe and North America. He has experience in China since 1983, assisting numerous multinationals, and more recently, Chinese companies venturing abroad.

Previous appointments

Prior to joining Cambridge Judge Business School, Professor Williamson was ten years with the Asian Business and International Management faculty at INSEAD (1997-2007). Between 2003 and 2007 he was also Visiting Professor in Strategy at the Cheung Kong Business School in Beijing. He was Visiting Professor of Global Strategy at Harvard Business School (1993-1996) and Dean of MBA Programmes and Professor of Strategic and International Management at London Business School (1987-1992).

Awards & honours

  • Sloan-Pricewaterhouse Coopers Award honouring those articles that have contributed to the enhancement of management practice, 2005
  • Lloyds Tercentenary Fellow, 2001
  • Fulbright Scholar, 1980-1984
  • Frank R. Knox Memorial Fellow, 1980-1984

Selected publications

Here are a selection of Peter Williamson’s publications. Please see the “Selected publications” tab above for a more comprehensive list.

De Meyer, A. and Williamson, P.J. (2020) Ecosystem edge: sustaining competitiveness in the face of disruption. Stanford, CA: Stanford University Press.

Symeou, P.C., Zyglidopoulos, S. and Williamson, P. (2018) “Internationalization as a driver of the corporate social performance of extractive industry firms.” Journal of World Business, 53(1): 27-38 (DOI: 10.1016/j.jwb.2017.07.004)

Williamson, P.J. and Raman, A.P. (2011) “How China reset its global acquisition agenda.” Harvard Business Review, 89(4): 109-114

Zeng, M. and Williamson P.J. (2007) Dragons at your door: how Chinese cost innovation is disrupting the rules of global competition. Boston, MA: Harvard Business School Press. (Also translated into Arabic, Chinese, Indonesian and Russian)

Doz, Y., Santos, J. and Williamson, P. (2001) From global to metanational: how companies win in the knowledge economy. Boston, MA: Harvard Business School Press. (Also translated into Korean, Italian, and Portuguese)

Markides, C.C. and Williamson, P.J. (1994) “Related diversification, core competences and corporate performance.” Strategic Management Journal, 15(Special Issue, Summer): 149-165

Journal articles

Markides, C.C. and Williamson, P.J. (1994) “Related diversification, core competences and corporate performance.” Strategic Management Journal, 15(Special Issue, Summer): 149-165

Williamson, P.J. and Zeng, M. (2004) “Strategies for competing in a changed China.” MIT Sloan Management Review, 45(4): 85-91

Santos, J., Doz, Y. and Williamson, P. (2004) “Is your innovation process global?” MIT Sloan Management Review, 45(4): 31-37

Williamson, P. and Zeng, M. (2008) “How to meet China’s cost innovation challenge.” Ivey Business Journal (Online Edition), 72(3): article 761

Williamson, P. and Zeng, M. (2009) “Value-for-money strategies for recessionary times.” Harvard Business Review, 87(3): 66-74

Williamson, P.J. (2010) “Cost innovation: preparing for a ‘value-for-money’ revolution.” Long Range Planning, 43(2-3): 343-353

Williamson, P.J. and Raman, A.P. (2011) “How China reset its global acquisition agenda.” Harvard Business Review, 89(4): 109-114

Yin, E. and Williamson, P.J. (2011) “Rethinking innovation for a recovery.” Ivey Business Journal (Online Edition), May/Jun

Williamson, P.J. and De Meyer, A. (2012) “Ecosystem advantage: how to successfully harness the power of partners.” California Management Review, 55(1): 24-46

Williamson, P.J. and Yin, E. (2014) “Accelerated innovation: the new challenge from China.” MIT Sloan Management Review, 55(4): 1-8

Williamson, P.J. (2015) “The competitive advantages of emerging market multinationals: a re-assessment.” Critical Perspectives on International Business, 11(3/4): 216-235 (DOI: 10.1108/cpoib-02-2014-0008)

Santos, J.F.P. and Williamson, P.J. (2015) “The new mission for multinationals.” MIT Sloan Management Review, 56(4): 45-54

Wan, F., Williamson, P.J. and Yin, E. (2015) “Antecedents and implications of disruptive innovation: evidence from China.” Technovation, 39-40: 94-104 (DOI: 10.1016/j.technovation.2014.05.012)

Zyglidopoulos, S., Williamson, P. and Symeou, P.C. (2016) “The corporate social performance of developing country multinationals.” Business Ethics Quarterly, 26(3): 379-406 (DOI: 10.1017/beq.2016.41)

Williamson, P.J. (2016) “Building and leveraging dynamic capabilities: insights from accelerated innovation in China.” Global Strategy Journal, 6(3): 197-210 (DOI: 10.1002/gsj.1124)

Williamson, P.J. (2016) “Chinese acquisitions in Europe: absorptive capacity and impacts on competitive advantage.” Uluslararasi Iliskiler (International Relations), 13(49): 61-83

Rezk, R., Singh Srai, J. and Williamson, P.J. (2016) “The impact of product attributes and emerging technologies on firms’ international configuration.” Journal of International Business Studies, 47(5): 610–618 (DOI: 10.1057/jibs.2016.9)

Williamson, P.J., Wu, X. and Yin, E. (2018) “Super-fluidity: creating an organization that flexes with the market [in Chinese].” Harvard Business Review China, May: 121-127

Williamson, P. and Wan, F. (2018) “Emerging market multinationals and the concept of ownership advantages.” International Journal of Emerging Markets, 13(3): 557-567 (DOI: 10.1108/IJoEM-08-2017-0319)

Williamson, P.J., Hoenderop, S. and Hoenderop, J. (2018) “An alternative benchmark for the validity of China’s GDP growth statistics.” Journal of Chinese Economic and Business Studies, 16(2): 171-191 (DOI: 10.1080/14765284.2018.1438867)

Symeou, P.C., Zyglidopoulos, S. and Williamson, P. (2018) “Internationalization as a driver of the corporate social performance of extractive industry firms.” Journal of World Business, 53(1): 27-38 (DOI: 10.1016/j.jwb.2017.07.004)

Hertenstein, P. and Williamson, P.J. (2018) “The role of suppliers in enabling differing innovation strategies of competing multinationals from emerging and advanced economies: German and Chinese automotive firms compared.” Technovation, 70–71: 46-58 (DOI: 10.1016/j.technovation.2018.02.008)

Wan, F., Williamson, P. and Yin, E. (2019) “Enabling cost innovation by non-traditional organizational processes: the case of Chinese firms.” Technological Forecasting and Social Change, 139: 352-361 (10.1016/j.techfore.2018.12.003)

Ramamurti, R. and Williamson, P.J. (2019) “Rivalry between emerging-market MNEs and developed-country MNEs: capability holes and the race to the future.” Business Horizons, 62(2): 157-169 (DOI: 10.1016/j.bushor.2018.11.001)

Trevor, J. and Williamson, P. (2019) “How to design an ambidextrous organisation.” The European Business Review, 24 April 2019

Williamson, P.J., Wu, X. and Yin, E. (2019) “Learning from Huawei’s superfluidity.” Ivey Business Journal, May/Jun

Williamson, P. and De Meyer, A. (2019) “How to monetize a business ecosystem.” Harvard Business Review, 30 September 2019

Wan, F., Williamson, P. and Pandit, N.R. (2020) “MNE liability of foreignness versus local firm-specific advantages: the case of the Chinese management software industry.” International Business Review, 29(1): 101623 (DOI: 10.1016/j.ibusrev.2019.101623)

Wan, F., Williamson, P., Yin, E. and Lei, L. (2020) “Is disruptive innovation in emerging economies different? Evidence from China.” Journal of Engineering and Technology Management, 57: 101590 (DOI: 10.1016/j.jengtecman.2020.101590)

Williamson, P. (2021) “De-globalisation and decoupling: post-COVID-19 myths versus realities.” Management and Organization Review, 17(1): 29-34 (DOI: 10.1017/mor.2020.80)

Williamson, P., Guo, B. and Yin, E. (2021) “When can Chinese competitors catch up? Market and capability ladders and their implications for multinationals.” Business Horizons, 64(2): 223-237 (DOI: 10.1016/j.bushor.2020.11.007)

Zhang, M.Y. and Williamson, P. (2021) “The emergence of multiplatform ecosystems: insights from China’s mobile payments system in overcoming bottlenecks to reach the mass market.” Technological Forecasting and Social Change, 173: 21128 (DOI: 10.1016/j.techfore.2021.121128)

Zhou, A.J., Williamson, P.J. and Tung, R.L. (2021) “Editorial.” Cross Cultural and Strategic Management, 28(2): 229-234 (DOI: 10.1108/CCSM-05-2021-237)

De Meyer, A. and Williamson, P.J. (2022) “Thriving as an ecosystem partner.” European Business Review, 26 September 2022

Liu, W., Beltagui, A., Ye, S. and Williamson, P. (2022) “Harnessing exaptation and ecosystem strategy for accelerated innovation: lessons from the VentilatorChallengeUK.” California Management Review, 64(3): 78-98 (DOI: 10.1177/00081256211056651)

Rong, K., Kang, Z. and Williamson, P.J. (2022) “Liability of ecosystem integration and internationalisation of digital firms.” Journal of International Management, 28(4): 100939 (DOI: 10.1016/j.intman.2022.100939)

Williamson, P.J., Symeou, P.C. and Zyglidopoulos, S. (2022) “International diversification, legitimacy, and corporate social performance of extractive industry multinationals.” Global Strategy Journal, 12(2): 359-393 (DOI: 10.1002/gsj.1405)

Alvi, F.H. and Williamson, P.J. (2023) “Responses to global financial standards in emerging markets: regulatory neoliberalism and the Basel II Capital Accord.” International Journal of Finance and Economics (DOI: 10.1002/ijfe.2554) (published online Mar 2021)

De Meyer, A. and Williamson, P.J. (2023) “Kickstarting an ecosystem to innovate.” Management and Business Review (forthcoming)

Books, monographs, reports & case studies

Doz, Y., Santos, J. and Williamson, P. (2001) From global to metanational: how companies win in the knowledge economy. Boston, MA: Harvard Business School Press. (Also translated into Korean, Italian, and Portuguese)

Williamson, P.J. (2004) Winning in Asia: strategies for the new millennium. Boston, MA: Harvard Business School Press. (Also translated into Korean and Italian)

Zeng, M. and Williamson P.J. (2007) Dragons at your door: how Chinese cost innovation is disrupting the rules of global competition. Boston, MA: Harvard Business School Press.

Williamson, P. and De Meyer, A. (2010) “ARM Holdings Plc: ecosystem advantage.” European Case Clearing House (ECCH).

Williamson, P.J., Ramamurti, R., Fleury, A. and Fleury, M.T. (eds.) (2013) The competitive advantage of emerging country multinationals. Cambridge: Cambridge University Press.

Williamson, P. and Wang, M.J. (2015) “Alibaba Group’s Taobao: from intermediary to ecosystem enabler.” The Case Centre: 314-139-1.

De Meyer, A. and Williamson, P.J. (2020) Ecosystem edge: sustaining competitiveness in the face of disruption. Stanford, CA: Stanford University Press.

Book chapters

Williamson, P.J. and Yin, E. (2009) “Racing with the Chinese dragons.” In Alon, I. et al. (eds.): China rules: globalization and political transformation. New York: Palgrave Macmillan, pp.69-100

Williamson, P.J. and Yin, E.Y. (2013) “The new wave of disruptive innovation from China: why and how global incumbents need to respond.” In: Ling, P.P. (ed.) Disruptive innovation in Chinese and Indian businesses: the strategic implication for local entrepreneurs and global incumbents. Abingdon, UK and New York, NY: Routledge, pp.179-198.

Williamson, P.J. and Yin, E.Y. (2013) “Innovation by Chinese EMNEs.” In: Williamson, P, Ramamurti, R, Fleury, A. and Fleury, M. T. L. (eds.): The competitive advantage of emerging market multinationals. Cambridge: Cambridge University Press, pp.64-94

Williamson, P.J. and Wan, F. (2019) “How real are the opportunities for multinationals in China?” In: Grosse, R. and Meyer, K.E. (eds.) The Oxford handbook of management in emerging markets. New York: Oxford University Press, pp.745-762

Williamson, P. (2020) “Realizing the potential of the Belt and Road Initiative: what role for M&A?” In: De Cremer, D., McKern, B. and McGuire, J. (eds.) The Belt and Road Initiative: opportunities and challenges of a Chinese economic ambition. London: Sage, pp.221-235

Williamson, P.J. (2021) “Chinese cost innovation, the Shanzhai phenomenon, and accelerated innovation.” In: Fu, X., McKern, B. and Chen, J. (eds.) The Oxford handbook of China innovation. New York, NY: Oxford University Press, New York

Working papers

Trevor, J. and Williamson, P. (2014) “A blueprint for the next generation organisation: reconciling agility, efficiency and purpose.” Cambridge Judge Business School Working Papers, No.01/2014. Cambridge: University of Cambridge.

Turning the tables

Western companies should now copy China for digital innovation, says a journal article co-authored by Professor Peter Williamson of Cambridge Judge Business…

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Deglobalisation myths

Pandemic-prodded predictions of relocalising supply chains and reshoring production 'grossly exaggerate' what will actually happen in practice, writes Peter Williamson of Cambridge…

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Dangers of de-globalisation

Worrying signs of a knee-jerk reaction to COVID-19, says Peter Williamson, Honorary Professor of International Management. There are worrying signs of a…

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Teaming up

Coronavirus brings partner ecosystems to the fore, writes Professor Peter Williamson of Cambridge Judge Business School. Professor Peter Williamson Commenting on the…

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Systematic success

Companies can meet the challenge of disruptive innovation by adopting a new "ecosystem" strategy, says Professor Peter Williamson. Companies can meet the…

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Internet oversight urged

Create a WTO-equivalent to oversee the internet, recommends major new report by panel chaired by Professor Peter Williamson of Cambridge Judge Business…

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China cost innovation

Unconventional organisational processes, not only lower-cost talent, have led to cost innovation among Chinese companies, says a new study co-authored by Peter…

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Business lessons from China

A new Cambridge Centre for Chinese Management launches at Cambridge Judge Business School to study world-beating Chinese firms and what the West…

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Chinese economic growth

A new study co-authored by Professor Peter Williamson and Simon Hoenderop of Cambridge Judge calls for an alternative 'bottom-up' index to measure…

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A new model for corporate social responsibility

Your business's CSR activity must adapt to the market you're in, new research reveals. In 2017, any company worth its salt has…

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Tearing up the innovation rulebook

Why a new approach to innovation could give Chinese companies the edge over their western rivals, says Cambridge Judge professor Peter Williamson.…

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Local customs

Multinationals need to adapt their strategy to compete with local companies, says MIT Sloan Management Review article co-authored by Peter Williamson of…

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Do you have a plan? The five technology threats senior leaders ignore at their peril

Throughout history, companies have been left ruined by the wayside when caught unprepared by changes in technology that destroyed their business models.…

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Conflicting motives, strategies and outcomes in merger and acquisition activity

By Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School Creating oligopolies? Reducing in healthy competition? Up go the…

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Upping our game in UK-China business

by Professor Peter Williamson, Honorary Professor of International Management, Cambridge Judge Business School It's encouraging to see that the UK Government is finally…

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Cambridge Judge Business School Executive Education improves gender diversity

Four in ten delegates on the Cambridge Advanced Leadership Programme are women Among FTSE 100 companies, female representation at board level stands…

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Changes ahead for China

Professor Peter Williamson predicts some of the challenges facing China's new leadership Increased public participation and a new leadership prepared to listen…

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Out with the old – in with the new: China faces economic and judicial change

As the new leadership of China takes shape and moves into place, an acknowledged authority on the country predicts a shift in…

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Out with the old – in with the new: China faces economic and judicial change

As the new leadership of China takes shape and moves into place, an acknowledged authority on the country predicts a shift in…

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An institutional context

Professor Peter Williamson addresses the gap between the need to adapt strategies and the practical difficulties of doing so in emerging markets…

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Business leaders go back to the classroom to strengthen Sino-European co-operation

In November 2012, a unique collaboration between Cheung Kong Graduate School of Business and Cambridge Judge Business School will bring together 75…

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The rise of Chinese offshore M&A

Professor Peter Williamson talks about the new approach Chinese companies are taking in their acquisitions of foreign companies. Instead of buying larger…

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Chinese puzzle falls into place

Previous abject failure in the global merger and acquisitions market has prompted China to bounce back with a revised strategy China's revised…

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China and the rise of the BRICS (CIBAM/WPP Distinguished Lecture & Panel)

Cambridge Judge Business School's Centre for International Business & Management (CIBAM) and WPP held a Distinguished Lecture and Panel on 'China and…

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Professor Peter Williamson, Cambridge Judge Business School: Advantage China

Professor Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, says those 'dragons' at our door, will reshape global competitions…

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Back to the good old days

Loosely coupled networks, like those used in medieval Britain and 14th century Tuscany, are increasingly being adopted by leading modern companies Modern,…

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If you can’t beat ’em, join ’em!

Should British companies be thinking of 'scaling up' and working in partnership with Chinese companies? Peter Williamson, Honorary Professor of International Management at…

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Western economies: a museum of the 21st Century?

In a remarkable exchange, Cambridge Judge Business School's Professor Peter Williamson in Bejing and Professor Jaideep Prabhu in Bangalore explore the Chinese and…

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Made in China

The debate over whether China's double digit growth rate can be sustained has taken a new twist, with Professor Peter Williamson, Honorary Professor…

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‘Value for money’ makes the world go round

Professor Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, believes that in 2009, for the first time, it…

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When the ‘dragons’ come calling

Incorporating high-technology in low-cost products, offering more product choices and turning high-end specialty products into competitively priced mass market items, Chinese companies…

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Kompas.com: Businesses in Indonesia Are Potential but Strict, Business Actors Need to Set Operational Strategies Appropriately

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, is mentioned in this article about Western companies operating in…

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The New York Times: Globalisation isn’t over. It’s changing.

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, is cited in an article in The New York Times…

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Forbes: How ready are companies for the post-pandemic world?

An article looking at how organisations are getting ready for post-Covid world cites two papers co-authored at Cambridge Judge Business School. A…

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Cambridge Independent: ‘West can learn from Chinese digital successes’, say Cambridge authors

Western companies can learn how to break free from “the user growth treadmill on which many Western digital businesses are caught” by…

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Business Weekly: Learn from China re profitable digital innovation

An article on China’s digital innovation co-authored by Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, featured in…

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Bloomberg: Talk of de-globalisation is fashionable but wrong

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, says global supply chains are more flexible than domestic ones.…

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Strategy & Business : Creating a powerful ecosystem to sustain competitiveness

Professor Peter Williamson of Cambridge Judge Business School writes about ecosystem strategies in Business & Strategy magazine. The article analyses three global…

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China Daily: Shaping the future

Professor Peter Williamson of Cambridge Judge Business School comments in innovation in China. “The capabilities in rapid innovation and improving industrial processes…

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China Daily: Country makes giant strides in innovation

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on Chinese innovation. "The capabilities in rapid innovation and…

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Business Because: What does Huawei’s UK 5G ban mean for the Internet Of Things?

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on 5G and Internet of Things. “Much of the…

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China Daily: Unified effort will be crucial to recovery

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, writes about post COVID-19 economic recovery. “Both Europe and China…

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Shanghai Daily: Worrying signs of knee-jerk reaction to COVID-19

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, discusses on how deglobalisation and nationalism will hurt supply chains…

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Sputnik News: Trump’s anti-China rhetoric is unproductive but might help him win 2020 race, analysts suggest

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on the U.S. – China relationships. "I think it…

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Government Computing: Internet needs monitoring by WTO-type body, says new report

Create a WTO-equivalent to oversee the internet, recommends a major new report by a panel chaired by Professor Peter Williamson of Cambridge…

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CCTV (English): UK gives Huawei green light to help build 5G network

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on Huawei’s role in building the UK's 5G network.…

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Harvard Business Review: How to monetize a business ecosystem

An article co-authored by Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, discusses what companies should do in…

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Sputnik News: ‘US creating alternative 5G network is a pipe-dream’

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on the US-Huawei situation and the prospects for the…

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Human Capital Leadership Institute: From machine controllers to ecosystem leaders

Peter Williamson, Honorary Professor of International Management at Cambridge Judge, discusses how one of the biggest Asian e-commerce businesses has adapted to…

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China Watch: Integration important in the past, key to the future

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, writes about China’s economy and how integration can play an…

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China Daily: Chinese brands learn how to play the market

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on how Chinese companies are adapting to changes when…

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China Daily: Huawei should focus on key supporters

Some academics suggest Huawei should focus on relationships with their current partners that might help during these difficult times. Peter Williamson, Honorary…

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China Daily: Huawei faces up to protectionism

Peter Williamson, Honorary Professor of International Management at Cambridge Judge, comments on Huawei and Chinese investment in the UK. He said the…

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The Telegraph: As in the past, opening up is the key to China’s future

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, writes about China’s economy and what the country should do…

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China Daily: As in the past, integration key to the future

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, writes about China’s economy and what the country should do…

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Market Screener: China Mobile: Dual drivers

Peter Williamson, Honorary Professor of International Management at Cambridge Judge, comments about China’s economy and how government-driven initiatives and private companies can…

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Value Walk: Alternative benchmark for China’s GDP – update 2017 and first half-2018

A study published earlier this year in the Journal of Chinese Economic and Business Studies, co-authored by Peter Williamson, Honorary Professor of…

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The New York Times: China’s strong economic growth figures belie signs of weakness

A study co-authored by Prof Peter Williamson and Executive Education alumnus Simon Hoenderop (ALP 2015), is featured in the article. The study…

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China Daily: New era for R&D

China is increasingly spending more on research and development with a target of becoming a global leader in technology by 2013. Peter…

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China Daily: Gearing up

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on manufacturing industry in China, after President Donald Trump…

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Cambridge News: Trade war on the cards as Trump takes office?

Cambridge academics and entrepreneurs share their views on what to expect from Donald Trump as he takes the presidency. Peter Williamson, Honorary…

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Pakistan Observer: Expectations are high as China goes to Davos

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on China’s role in the World Economic Forum 2017…

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The Straits Times: ARM, the $44b company you’ve never heard of

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, discusses lessons for Singapore in Softbank’s $44 billion acquisition of…

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Express Tribune: Nuclear plant delay may shift UK energy policy

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on the UK government’s decision to delay the Hinkley…

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NDTV: Nuclear plant delay may shift UK energy policy

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on the UK government’s decision to delay the Hinkley…

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The Conversation: What lessons UK tech firms can learn from ARM deal

Peter Williamson, Professor of International Business at Cambridge Judge Business School, writes about the recent ARM Holdings sale and what lessons could…

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China Daily US: 10 reasons to be optimistic

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, comments on the rapid innovation created by China's huge number…

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The Conversation: G20 finance chiefs meet as China seeks to make a show of its presidency

China is rebalancing towards consumption spending and away from growth in infrastructure spending and heavy industry that will provide little comfort to…

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China Daily (Europe): Innovation picks up speed in China

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, discusses how innovation will support China’s economic growth in 2016.…

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Financial Times: India has made noodles out of Narendra Modi’s message

John Gapper looks at the Nestle’s Maggi noodles scandal in India and highlights the risks foreign companies face in some emerging markets.…

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The Economist: A harder road ahead

Life is getting tougher for foreign firms in China, and a recent study by José Santos of INSEAD and Peter Williamson of…

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China Daily (USA): Hi-tech zones up the game

High-tech parks play an important role in China’s economy. Andrew Moody looks at the northwestern Chinese city of Xi'an. The home for…

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Marketing Week: Why brands are abandoning mass-produced products

As China’s factory output slows, new manufacturing technology such as 3D printing means brands are increasingly looking to create more customised products…

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The Economist: Fast and furious

In a Special Report about Business in China, Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, argues that…

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The Economist: How red is your capitalism?

In a special report on China, The Economist looks at the differences between state-controlled and private companies. Peter Williamson, Honorary Professor of…

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The Economist: A torch-bearer for Chinese capitalism

The conglomerate built by Liu Chuanzhi, the chairman of Legend Holdings is closer to its American and European counterparts than to Asian…

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China Daily (Europe): Smaller, smarter buys yield big results

Chinese companies are gaining a new level of global competitive strength by combining domestic product and market scale with niche technology acquired…

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Global Banking and Finance Review: Conflicting motives, strategies and outcomes in merger and acquisition activity

Professor Peter Williamson, Academic Programme Director of the Advanced Leadership Programme at Cambridge Judge Business School Executive Education, takes a closer look…

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China Daily: Cutting edge innovation to come from China

In this China Daily interview Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, argues that "the Chinese are…

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China Central TV: Global value chain network to be discussed at APEC

Ahead of the next APEC Meeting, CCTV interviews Professor Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, who…

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The Economist: The China wave

Whereas a Western software firm typically releases an early "beta" version of a product only to a select group of guinea-pigs, Chinese…

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City AM: As Alibaba unveils its IPO plans, can China leapfrog the West in the innovation economy?

Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School, discusses Alibaba's case and whether China can leapfrog the West…

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MIT Sloan Management Review: Accelerated Innovation: The new challenge from China

Peter Williamson, Honorary Professor of International Management and Eden Yin, University Senior Lecturer in Marketing, report that Chinese companies are taking the…

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Henrique Boclin blog: From the outside in: China’s dragons are here

Accelerated innovation is the new frontier of global competition and it’s a space where China’s go-global companies are excelling, writes Henrique Boclin…

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The Conversation: Cameron’s export focus misses the merits of Chinese innovation

As David Cameron visits China this week, Professor Peter Williamson, Honorary Professor of International Management, Cambridge Judge Business School, analyses what British politicians…

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The Economist: Economist Debates: China innovation

A debate entitled ‘Is China a global innovation powerhouse?’ featured Peter Williamson, Honorary Professor of International Management at Cambridge Judge Business School.…

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The Daily Telegraph: Time to set yourself apart

William Ham Bevan looks what different business schools can offer to top executives. One such offering is the Advanced Leadership Programme (ALP)…

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Business Insider: China’s big banks must face some nasty truths

China’s biggest financial institutions are so closely held by the state that they are, in effect, arms of the treasury…  Peter Williamson,…

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People’s Daily Online: Pioneers from the BRICS build new advantages as they go global (2)

Other companies from the BRICS are now building and leveraging their innovation capabilities: the development of ultra-deep water oil production technology by…

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The Economist: The world’s greatest bazaar

In 1999 Trudy Dai used to spend all night sending e-mails from her friend Jack Ma’s apartment, trying to answer queries from…

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Marketing Week: China’s economy: strong or stuttering?

The past few months have seen several Chinese brands launching in the West … In the West by contrast, political and cultural…

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The Times: When China says Go West, young man, it means a fast train to a faster-growing city

British companies are being encouraged to taste for themselves the charms of Chengdu … Peter Williamson, Professor of International Management at the…

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Contact details

Peter Williamson
Cambridge Judge Business School
University of Cambridge
Trumpington Street
Cambridge CB2 1AG
UK

Tel: +44 (0)1223 764229

[email protected]