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Dame Sandra Dawson

Dame Sandra Dawson

KPMG Professor Emerita of Management Studies
Fellow (Organisational Theory & Information Systems)
Fellow of Sidney Sussex College

BA (Keele University), MA (University of Cambridge), FIPH, FCGI, Hon DSc (Keele University), Hon DSc (University of London, Royal Holloway), CIM, DBE “in recognition of her contribution to higher education and management research”

Professional experience

Non-Executive Director of TSB (2014-); Trustee, American University of Sharjah (2014-); Independent Adviser,Windrush Lessons Learned Review (2018-2020); Winton Capital Management (2013-16); Institute for Government (2012-18); Social Science Research Council USA (2009-19); Member of the UK-India Round Table (2006-2016); DRS (Data Research Services) (2012-2016); Prime Minister’s Council on Science and Technology (2011-2014); Financial Services Authority (2010-2013); Oxfam (2006-2012); Barclays (2003-2009); Rand Europe (UK) (2002-2003); Cambridge Econometrics (1996-2007); JPMorgan Fleming Claverhouse Investment Trust (1996-2003); Chair, Executive Steering Committee, ESRC Advanced Institute of Management (2007-2012), Ministerial Sounding Board for the Fire and Rescue Service (2003-2009); Senior Salaries Review Body (1997-2003); DTI Future Unit Advisory Group (1998-2001); Board of Advisors, School of Public Policy, University College London (1999-2001); Committee of Advisors, The Diebold Institute; Entrepreneurship and Public Policy Project (1999); ESRC Research Priorities Board (2000-2003); HEFCE RAE Panel: Business and Management Studies (1996 and 2001 Assessments); King’s Fund, Policy Group on the Future, Structure and Funding of Health Services in the UK (2000-2003); Management Board of the Centre for Management and Policy Studies, Cabinet Office (2000-2002); Advisory Board of Alchemy Partners (2000-2004); Board of Trustees, EFMD (European Foundation for Management Development) (from 2003); EFMD: Programmes Steering Group (2000-2003); EQUIS Steering Committee: EFMD (from 2002); DTI Task Force: Accounting for People (2003); External Advisory Group, Ruskin School of Drawing and Fine Art, University of Oxford.

Former Member of the Editorial Boards of: Quality & Safety in Health CareClinician in ManagementInternational Journal of Human Resource Management and Public Management.

53rd person to be inducted into the International Women’s Forum Global Hall of Fame, in recognition of achievements, including guiding the successful development of Cambridge Judge Business School. Awarded the Honorary title of Companion of ABS (Association of Business Schools).

Previous appointments

Professor Dawson was KPMG Professor of Management Studies at Cambridge Judge Business School from 1995 to 2013, and Director of the School from 1995 to 2006. Prior to joining Cambridge Judge she was Professor of Organisational Behaviour (1990-1995) and Deputy Director of the Management School (1987-1994) at Imperial College, London University. Between 1999 and 2009 she was Master of Sidney Sussex College, and from 2008 to 2012, one of the University of Cambridge’s Deputy Vice-Chancellors.

Research interests

Leadership; organisational change; technology transfer and knowledge sharing; health management and health policy.

Sandra Dawson is a member of the Organisational Theory & Information Systems subject group.

Journal articles

Dawson, S. (1979) “Organisational analysis and the study of policy formulation and implementation.” Public Administrator Bulletin, 31: 52-68

Dawson, S., Poynter, P. and Stevens, D. (1982) “Activities and outcomes: monitoring safety performance.” Chemistry and Industry, 16 October: 790-796

Dawson, S., Poynter, P. and Stevens, D. (1982) “Strategies for controlling hazards at work.” Journal of Safety Research, 13(3): 95-112

Dawson, S., Poynter, P. and Stevens, D. (1983) “How to secure an effective health and safety programme at work.” Omega: The International Journal of Management Science, 11(5): 433-446

Dawson, S., Poynter, P. and Stevens, D. (1984) “Safety specialists in industry: roles, constraints and opportunities.” Journal of Occupational Behaviour, 5(2): 253-270

Dawson, S., Pointer, P. and Stevens, D. (1984) “Resolving the health and safety conflict.” Management Today, Apr: 33-36

Dawson, S., Clinton, A., Bamford M. and Willman, P. (1985) “Safety in construction: self regulation, industrial structure and workforce involvement.” Journal of General Management, 10(4): 21-38

Dawson, S. (1986) “What is a safety officer and how should you train him?” Occupational Safety and Health, Dec: 14-17

Jones, R. and Dawson, S. (1986) “Strategies for ensuring safety with industrial robot systems.” Omega: International Journal of Management Science, 14(4): 287-297

Dawson, S. (1987) “Industrial robot hazards and strategies for safety.” Industrial Safety Data File, Mar: D:16:1-6

Dawson, S. and Steward, K. (1991) “Annual reports and 1992: cultural differences and the creation of a pan-European marketing tool.” European Business Journal, 3(4): 48-52

Steward, K. and Dawson, S. (1991) “Pan-European annual reports – eventually.” Professional Investor, Sep: 54-58

Dawson, S. (1994) “Changes in the distance: professionals reappraise the meaning of management.” Journal of General Management, 20(1): 1-21

Shaw, R.J., Mitchell, D.M. and Dawson, S. (1995) “Motivation of consultant physicians.” British Journal of Health Care Management, 1: 648-652

Dawson, S., Mole, V., Winstanley, D. and Sherval. J. (1995) “Management, competition and professional practice: medicine and the market place.” British Journal of Management, 6(3): 169-181

Winstanley, D., Sorabji, D. and Dawson, S. (1995) “When the pieces don’t fit: a stakeholder power matrix to analyse public sector restructuring.” Public Money and Management, 15(2): 19-26

Dawson, S. (1995) “Never mind solutions, what are the issues? Lessons of industrial technology transfer for quality in health care.” Quality in Health Care, 4(3): 197-203

Mole, V., Dawson, S., Winstanley, D. and Sherval, J. (1996) “Transforming the National Health Service: the challenge for career management.” Journal of Managerial Psychology, 11(7): 40-50

da Fonseca e Silva, R. and Dawson, S. (1996) “Understanding strategic decision making in the context of international space activities.” Space Policy, 12: 29-43

Mole, V., Dawson, S., Winstanley, D. and Sherval, J. (1997) “Transforming the National Health Service: the challenge for career management.” Journal of Management in Medicine, 11(3): 157-167

Dawson, S. (1997) “Editorial: Inhabiting different worlds: how can research related to practice?” Quality in Health Care, 6(4): 177-178

Sutherland, K. and Dawson, S. (1998) “Power and quality improvement in the new NHS: the roles of doctors and managers.” Quality in Health Care, 7(Suppl.): S16-S23

Moss, F., Garside, P. and Dawson, S. (1998) “Editorial: Organisational change: the key to quality improvement.” Quality in Health Care, 7(Suppl.): S1-S2

Dawson, S. and Dargie, C. (1999) “New public management: an assessment and evaluation with special reference to UK health.” Public Management, 1(4): 459-481

Dopson, S., Miller, R., Dawson, S. and Sutherland, K. (1999) “Influences on clinical practice: the case of glue ear.” Quality in Health Care, 8(2): 108-118

Dawson, S., Sutherland, K., Dopson, S. and Miller, R. (1999) “Changing clinical practice: views about the management of adult asthma.” Quality in Health Care, 8(4): 253-261

Sutherland, K. and Dawson, S. (2002) “Making sense in practice: doctors at work.” International Studies of Management and Organization, 32(2): 51-69

Bessant, J., Birley, S., Cooper, C., Dawson, S. et al. (2003) “The state of the field in UK management research: reflections of the Research Assessment Exercise (RAE) Panel.” British Journal of Management, 14(1): 51-68

Dawson, S. (2004) “Balancing self-interest and altruism: corporate governance alone is not enough.” Corporate Governance: An International Review, 12(2): 130-133

Oborn, E. and Dawson, S. (2010) “Learning across communities of practice: an examination of multidisciplinary work.” British Journal of Management, 21(4): 843-858 (DOI: 10.1111/j.1467-8551.2009.00684.x)

Oborn, E. and Dawson, S. (2010) “Knowledge and practice in multidisciplinary teams: struggle, accommodation and privilege.” Human Relations, 63(12): 1835-1858 (DOI: 10.1177/0018726710371237)

Dawson, S. and Ahlering, B. (2010) “Tomorrow’s regulator: regulating in the changing landscape for providing public goods.” Public Governance: Journal for Public Management, Autumn: 37-44

Oborn, E., Barrett, M. and Dawson, S. (2013) “Distributed leadership in policy formulation: a sociomaterial perspective.” Organization Studies, 34(2): 253-276 (DOI: 10.1177/0170840612473552)

Books, monographs, reports and case studies

Dawson, S., Willman, P., Clinton, A. and Bamford, M. (1988) Safety at work: the limits of self-regulation. Cambridge: Cambridge University Press.

Dawson, S., Mole, V., Winstanley, D. and Sherval, J. (1995) Managing in the NHS: a study of senior executives. London: HMSO.

Dawson, S. (1996) Analysing organisations. London: Macmillan, 3rd edition.

Dargie, C., in association with Dawson, S. and Garside, P. (1999) Policy futures for UK health: Pathfinder: a consultation document. London: Nuffield Trust.

Dargie, C. in association with Dawson, S. and Garside, P. (2000) Policy futures for UK health: 2000 report. London: Stationery Office.

Dawson, S. and Sausman, C. (eds.) (2005) Future health organisations and systems. London: Palgrave Macmillan.

Morris, Z.S., Chang, L.R., Dawson, S. and Garside, P. (eds.) (2006) Policy futures for UK health. Oxford: Radcliffe Publishing.

Dawson, S., Morris, Z.S., Erickson, W., Lister, G., Altringer, B., Garside, P. and Craig, M. (2007) Engaging with care: a vision for the health and care workforce of England. London: The Nuffield Trust.

Dawson, S.J.N., Garside, P., Hudson, R. and Bicknell, C (2009) The design and establishment of the Leadership Council: a report for the CEO of the NHS. London: Department of Health.

Dawson, S. and Morris, Z.S. (2009) Future public health: burdens, challenges and opportunities. London: Palgrave Macmillan.

Book chapters

Davies, C., Dawson, S. and Francis, A. (1973) “Technology and other variables: some current approaches in organization theory.” In Warner, M. (ed.): The sociology of the workplace: an interdisciplinary approach. London: George Allen & Unwin, pp.149-163

Dawson, S. (1975) “Power and influence in prison workshops.” In Abell, P. (ed.): Organizations as bargaining and influence systems. London: Heinemann, pp.151-186

Dawson, S. and Wedderburn, D. (1980) “Introduction: Joan Woodward and the development of organization theory.” In Woodward, J.: Industrial organization: theory and practice. Oxford: Oxford University Press, 2nd edition, pp.xiii-xxvi

Jones, R. and Dawson, S. (1985) “People and robots: their safety and reliability.” In Bonney, M. and Yong, Y. (eds.): Robot safety. Berlin: Springer-Verlag, pp.65-81

Dawson, S. (1992) “Knowledge is not enough: developing the capacity for self-regulation in health and safety at work.” In Barrar, P. and Cooper, C.L. (eds.): Managing organisations in 1992: strategic responses. London: Routledge, pp.221-243

Dawson, S. (1995) “Technology transfer.” In Nicholson, N. (ed.): The Blackwell encyclopedic dictionary of organizational behavior. Cambridge, Mass.: Blackwell Business, pp.560-563

Dawson, S., Sherval, J. and Mole, V. (1996) “In or out of management? Dilemmas and developments in public health medicine in England.” In Leopold, J., Glover, I. and Hughes, M. (eds.): Beyond reason? The National Health Service and the limits of management. London: Avebury, pp.157-172

Dawson, S. (1996) “Woodward, Joan (1916-71).” In Warner, M. (ed.): International encyclopedia of business and management. London: Routledge, 1st edition, pp.5069-5075

Dawson, S. (1996) “UK business schools.” In: Research and training directory UK, higher education expertise: business and management. London: Overseas Trade Services, pp.10-12

Dawson, S. (1996) “Corporate responsibility and effective management.” In Hazards Forum (eds.): Safety by design: an engineer’s responsibility for safety. London: Hazards Forum, pp.128-148

Dawson, S. (1997) “Woodward, Joan (1916-71).” In Sorge, A. and Warner, M. (eds.): The IEBM handbook of organizational behaviour. London: International Thomson Business Press, pp.705-711

Dawson, S. (1998) “Woodward, Joan (1916-71).” In Warner, M. (ed.): The IEBM handbook of management thinking. London: International Thomson Business Press, pp.759-765

Dawson, S. (2000) “Untitled.” In Clifton, R. and Maughan, E. (eds.): Future of brands: twenty-five visions. Basingstoke: Macmillan, pp.74-77

Dawson, S. (2000) “Celebration, commiseration and common sense.” In British Safety Council (eds.): What price your corporate reputation? London: British Safety Council, pp.3-4

Dargie, C. and Dawson, S. (2001) “Policy futures for UK health: examining the future health work force.” In Ashburner, L. (ed.): Organisational behaviour and organisation studies in health care: reflections on the future. Basingstoke: Palgrave, pp.43-63

Dawson, S. and Dargie, C. (2002) “New public management: a discussion with special reference to UK health.” In McLaughlin, K., Osbourne, S.P. and Ferlie, E. (eds.): The new public management: current trends and future prospects. London: Routledge, pp.34-56

Dawson, S. (2005) “Introduction.” In Dawson, S. and Sausman, C. (eds.): Future health organisations and systems. London: Palgrave Macmillan, pp.1-14

Sausman, C., Dawson, S. with Chang, L. (2005) “The shape of UK health systems.” In Dawson, S. and Sausman, C. (eds.): Future health organisations and systems. London: Palgrave Macmillan, pp.17-41

Dawson, S., Morris, Z., Chang, L. and Sausman, C. (2005) “Conclusion.” In Dawson, S. and Sausman, C. (eds.): Future health organisations and systems. London: Palgrave Macmillan, pp.298-307

Dawson, S., Morris, Z.S. and Chang, L.R. (2005) “Introduction.” In Morris, Z.S., Chang, L.R., Dawson, S. and Garside, P. (eds.): Policy futures for UK health. Oxford: Radcliffe Press, pp.1-6

Dawson, S. and Morris, Z.S. (2005) “Who’s going to govern?” In Morris, Z.S., Chang, L.R., Dawson, S. and Garside, P. (eds.): Policy futures for UK health. Oxford: Radcliffe Press, pp.65-86

Dawson, S., Bhopal, R., Lister, G., Morris, Z.S., Wait, S. and Zimmern, R. (2005) “Where are the linkages for joined-up policy?” In Morris, Z.S., Chang, L.R., Dawson, S. and Garside, P. (eds.): Policy futures for UK health. Oxford: Radcliffe Press, pp.181-198

Dawson, S. and Morris, Z.S. (2005) “Future policy challenges.” In Morris, Z.S., Chang, L.R., Dawson, S. and Garside, P. (eds.): Policy futures for UK health. Oxford: Radcliffe Press, pp.199-200

Dawson, S. (2010) “Joan Woodward: a style fit for the task.” In Phillips, N., Sewell, G. and Griffiths, D. (eds.): Technology and organization: essays in honour of Joan Woodward. Bingley: Emerald, pp.29-34 (DOI: 10.1108/S0733-558X(2010)0000029008)

Conference papers

Jones, R. and Dawson, S. (1984) “People and robots: their safety and reliability.” In Brock, T.E. (ed.) British Robot Association Annual Conference (7th), 11-16 May 1984, Cambridge, England. Bedford: British Robot Association/North-Holland, pp.243-258

Dawson, S. (1991) “Managing safety offshore.” In Bufton, R., Evripidou, A. and Williams, K. (eds.) Offshore operations post Piper Alpha: IMarE/RINA Joint Offshore Group International Conference, 6-8 February 1991, London, England. London: Institute of Marine Engineers, pp.13.1-13.11

Dawson, S. (1997) “Improving performance and managing change: the report on the inaugural seminar in the Cambridge International Health Leadership Programme.” In Judge Institute of Management (ed.) Cambridge International Health Leadership Programme, 3-10 April 1997, Cambridge, England. Cambridge: Judge Institute of Management.

Working papers

Dawson, S., Dopson, S., Sutherland, K., Miller, R. and Law, S. (1996) “Relating research to practice in the UK National Health Service.” Judge Institute of Management, Cambridge University, Research Paper No.1996/20

Three deans

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Clear impact

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Making a difference

The pandemic has created greater empathy and understanding among business leaders to tackle society's big challenges, Robin L. Washington says in the…

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Impactful research

Khaled Soufani and Daniel Ralph of Cambridge Judge Business School are honoured with the School's 2020 Sandra Dawson Research Impact Award. Dr…

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Windrush review

Professor Dame Sandra Dawson, Advisory Board member and former Dean of Cambridge Judge Business School, advised government review into the Windrush scandal.…

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Exploring diversity and leadership at the Executive MBA women’s networking event

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Two Cambridge Judge academics win Research Impact Awards

Professor Michael Pollitt and Professor Paul Tracey of Cambridge Judge are honoured with the School’s 2018 Sandra Dawson Research Impact Award. Professor…

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A world in flux

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Women’s Leadership Initiative

Inaugural WLI conference at Cambridge Judge focuses on women's empowerment and leadership. The new CJBS Women's Leadership Initiative (WLI) at Cambridge Judge…

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Launch of compliance academy signals new era for compliance

Cambridge Centre for Compliance and Trust launches a new compliance programme with Barclays Cambridge Judge Business School and Barclays Bank have established…

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Contact details

Professor Dame Sandra J.N. Dawson
Cambridge Judge Business School
University of Cambridge
Trumpington Street
Cambridge CB2 1AG

Tel: +44 (0)1223 765277

[email protected]