Professor of Innovation & Organisation
Vice Dean for Research & Impact
Co-Director of the Cambridge Centre for Social Innovation
Fellow of Hughes Hall
BA, PhD (Stirling University)
My research interests include entrepreneurship, institutions and institutional change, regional innovation, and social innovation. I’m a Visiting Professor in the Department of Management and Marketing at the University of Melbourne, and a member of the Cambridge Corporate Governance Network. I serve as an Associate Editor at the Academy of Management Review.
I’m part of the Organisational Theory and Information Systems subject group at Cambridge Judge Business School, which is engaged with cross-disciplinary themes including leadership.
News and insights
Two papers co-authored by Cambridge Judge academics using social innovation approaches to solve defence issues will be presented at a military conference in the US this month. The first outlines suggested improvements to the United Nations (UN) deployment decision-making process, and the second addresses under participation of Asian American Pacific Islanders in the United States Air Force.
Articles on helping employees in distress and meeting strategic goals through innovation appear in the September-October issue of the HBR magazine.
In this special insight article, we look at some of the work done at Cambridge Judge to highlight issues affecting the marginalised and point a way forward to solving them, and we also talk to some of those involved in these important initiatives.
Stanford Social Innovation Review | 11 January 2020
A research paper co-authored at Cambridge Judge Business School reconstructs how an international children’s rights organisation worked in Indonesia to disrupt highly institutionalised child marriage. The paper by Dr Laura Claus and Professor Paul Tracey examines how NGOs navigate such obstacles.
Research co-authored by Paul Tracey, Professor of Innovation & Organisation at Cambridge Judge Business School, looks at how business leaders can pivot when necessary yet maintain good relations with their stakeholders. “Ventures can remove the affective hostility of stakeholders and rebuild connections with many of them by exposing their struggles,” the study says.