KPMG Professor Emerita of Management Studies
Member of the Advisory Board, Cambridge Judge Business School
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
Dame Sandra is KPMG Professor Emerita at Cambridge Judge Business School. She was Director of Cambridge Judge Business School from 1995 to 2006, Master of Sidney Sussex College from 1999 to 2009 and one of the Deputy Vice Chancellors of the University from 2008 to 2012. She writes and consults on organisational behaviour, leadership and innovation.
In 2004 Dame Sandra was invested as a Dame Commander of the British Empire as part of the UK national honours system in recognition of her contribution to higher education and management research and in 2006 she was inducted into the International Women’s Forum’s International Hall of Fame in recognition of her achievements in business education and leadership development including being an outstanding role model for women who aspire to lead in the commercial, educational and not-for-profit sectors.
Dame Sandra has wide experience in the commercial, public and charitable sectors, through research, consultancy, executive development and Board membership. Former positions include Chair of Riverside Mental Health NHS Trust and the executive committee of the Social Science Research Council in the USA; Vice Chair of Oxfam, a Non-Executive Director of TSB Bank, Barclays, JPMorgan Claverhouse Investment Trust and the Financial Services Authority, and a member of the Prime Minister’s Council on Science and Technology, the Windrush Lessons Learned Review, UK’s Senior Salaries Review Body, and an Advisory Board for the Aga Khan University on building a business School to meet the needs of emerging economies. She currently serves on the Board of the American University of Sharjah, Chairs the Advisory Board of the Cambridge Museum of Zoology and sits on the Advisory Board of Cambridge Judge Business School.
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
A discussion panel at Cambridge Judge Business School explores how to overcome barriers to more successful EDI (equality, diversity, inclusion) strategies.
Insight
Three deans
Past, present and future Deans of Cambridge Judge Business School address business education and grand societal challenges at the Cambridge Union.
Faculty news
Clear impact
Cambridge Judge faculty members Stefan Scholtes and Robert Wardrop are named recipients of the 2021 Sandra Dawson Research Impact Award.
Leadership and organisational behaviour
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 latest edition of the CJBS Perspectives interview series on leadership.
Misc news
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 Khaled Soufani and Professor Daniel Ralph of Cambridge Judge Business School have been named winners of the 2020 Sandra Dawson Research Impact Award for the impact of their research on non-academic stakeholders. Dr Khal Soufani, Faculty (Professor level) in Management Practice, Director of the Executive MBA Programme and Director of the Circular Economy Centre at Cambridge Judge, was honoured for his work on the University of Cambridge's multi-departmental project on eliminating plastic waste, and for research into the introduction of circular economy principles in the Internet of Things, a project sponsored by the European Union. Khal and his team helped set up the Cambridge Centre for Circular Economy Approaches to Eliminate Plastic Waste. The industry partner that is working with the team, Huntingdon, UK-based packaging manufacturing firm Charpak, has said: "To be collaborating with the University of Cambridge on their Research Project extends our vision of starting with local circularity; with a view to this circular model being deployed further afield, UK-wide and internationally." An article co-authored by Khal in California Management Review, "Introducing a circular economy: new…
News
Windrush review
Professor Dame Sandra Dawson, Advisory Board member and former Dean of Cambridge Judge Business School, advised government review into the Windrush scandal. Professor Dame Sandra Dawson, a member of the Advisory Board and former Dean of Cambridge Judge Business School, was part of an expert Independent Advisory Group (IAG) that supported the recent review into the Windrush scandal of immigration decisions taken by the British government, mostly in the years 2008-18. The Windrush Lessons Learned Review, which examined reports of illegal detention and deportation, was undertaken by Wendy Williams, an inspector with Her Majesty's Inspectorate of Constabulary and Fire & Rescue Services, who worked with a team drawn mostly from the Home Office of the UK. The nine-member IAG was set up to bring a diverse range of expertise and perspectives to the review on areas such as immigration law, equality, diversity and inclusion, and was described by the review as "an important mechanism in helping to ensure that key issues were fully considered during the review." "During the synthesis stage of the review, the review team drew heavily on the expertise of Independent Advisory Group (IAG) members – both collectively and individually," the report said. "The IAG meetings were…
A fascinating evening of conversation, participation and networking exploring the importance of diversity and inclusion. On Friday 14 February we were delighted to host the Executive MBA (EMBA) women's networking event at Cambridge Judge Business School. Now in its third year, the Executive MBA women's networking event was developed to provide a platform for discussions surrounding diversity in leadership, with a focus on personal and professional barriers faced by individuals considering or taking an Executive MBA. The event brings together distinguished speakers, Executive MBA alumni and current participants, and people interested in the programme for an exciting and illuminating evening of talks. This year we were delighted to welcome Professor Dame Sandra Dawson as our keynote speaker. Professor Dawson is KPMG Professor Emeritus of Management Studies, and formerly Director of Cambridge Judge Business School (1995-2006), Master of Sidney Sussex College (1999-2009) and one of the University of Cambridge's Deputy-Vice Chancellors (2008-09). Professor Dawson delivered a talk covering various scenarios that would require both decisive leadership and contributions from individuals from diverse personal and professional backgrounds. Drawing from global perspectives, personal anecdotes and the writings of advocates and activists, Professor Dawson presented a compelling case for integration of diversity and inclusion…
Professor Michael Pollitt and Professor Paul Tracey of Cambridge Judge are honoured with the School’s 2018 Sandra Dawson Research Impact Award. Professor Michael Pollitt and Professor Paul Tracey of Cambridge Judge Business School have been named winners of the 2018 Sandra Dawson Research Impact Award for the impact of their research on non-academic stakeholders. Michael Pollitt, Professor of Business Economics, was honoured for his research on the UK’s electricity generation and transmission systems, including work with Britain’s electricity regulator OFGEM, the National Grid and top government officials. Michael’s research underpinned National Grid policy on the legal unbundling of transmission assets from electricity system operators. Paul Tracey, Professor of Innovation and Organisation, was honoured for his research on social innovation including research undertaken at Keystone Development Trust, which helped that organisation develop best practice and helped lead to development of the Cambridge Centre for Social Innovation and Cambridge Social Ventures programme at Cambridge Judge. “Professor Michael Pollitt’s research is having a significant impact in the field of energy policy but is also impressive in its wider outreach and impact,” said Director of Cambridge Judge, Professor Christoph Loch, announcing the awards. “His work with the Energy Policy Research Group at the University…
Insight
A world in flux
Dame Sandra Dawson, Professor Emeritus of Management Studies at the University of Cambridge Law and lawyers are on the move. From nomadic lawyering to outsourcing, and from northshoring to the much anticipated demise of billable hours, the next ten years will see huge change – and opportunity – for firms and practitioners. This is a sector in flux, and out of flux can come interesting, innovative thinking. What does this mean for lawyers at the cutting edge? Uncertainty, maybe. Disruption – of business models, and accepted norms – certainly. But we also have within our grasp a unique opportunity to interrogate every aspect of how law is practised. Is London the only place to be a legal superstar? What is the right balance between working face-to-face and working virtually? How do we give clients value? And how do we ensure they feel that they have got value? How do we compete with the accountants? Or in other jurisdictions? Those who find the most innovative, effective solutions will secure the future success of their firms. And in an environment that can only get more competitive, those who don't embrace change must fall away. We live in exciting times. Meanwhile, the Law…
Inaugural WLI conference at Cambridge Judge focuses on women's empowerment and leadership. The new CJBS Women's Leadership Initiative (WLI) at Cambridge Judge Business School kicked off on 19 June with an inaugural conference at the School that focused on women's empowerment and leadership issues. "We need to make changes in thought, in word and in deed," said Sandra Dawson, KPMG Professor Emeritus of Management Studies and former director of Cambridge Judge, who was one of the keynote speakers. "Those deeds don't earn long-term gain unless we also change our thought, change our mindset." Brenda Trenowden, Global Chair of the 30% Club and Head of FIG Europe, ANZ, said the problem for women advancing in business often isn't the much-publicised "glass ceiling" but rather a "glass wall" – in that men seem to ride smoothly up the escalator of promotion while women trudge up the stairs, and thus grow discouraged and move on. Concluding remarks to the conference were made via videolink by Helena Morrissey, CEO of Newton Investment Management and founder of the 30% Club. Christoph Loch, Director of Cambridge Judge, said the conference was timely because when it comes to women in business, "some things have changed, but other…
Cambridge Centre for Compliance and Trust launches a new compliance programme with Barclays Cambridge Judge Business School and Barclays Bank have established the first executive education academy in excellence in compliance. The vision of the Academy is to reframe the understanding and expectations of compliance to create a professional practice which encompasses both technical and behavioural aspects leading to significant cultural change in the way that the financial industry is run, and the creation of value and excellence across the sector. In a potential world-first academic and industry collaboration, the focus is on a values and judgement-based approach to compliance, leading thinking and creating understanding around the emerging regulatory regimes which are being developed around the world. The Cambridge-Barclays Compliance Career Academy is the first programme to be established under Cambridge Judge Business School’s Centre for Compliance and Trust. Working with banks and other institutions to develop practices and behaviours which put customers and values at the heart of decision-making, the Centre for Compliance and Trust will lead the development of knowledge around appropriate and responsible business practices which respond to both the evolving regulatory environment and customer demands. Chairman of the Centre and KPMG Professor Emeritus of Management Studies,…