PhD students on the academic job market
The following Cambridge Judge Business School PhD students are currently seeking academic positions. Similar recent PhD graduates have taken postdoctoral or faculty positions at leading research institutions such as Erasmus, IESE Business School, London Business School, Warwick Business School, Imperial College Business School, University College London and INSEAD Asia.
Social entrepreneurship; institutional change; marginal actors; institutional translation; institutional resistance; new venture legitimacy.
Brüggemann, I., Tracey, P. and Kroezen, J. (2018) “Bridging divides: translating the concept of sustainable livelihoods to rural Indonesia through institutional empowerment work.” In Atinc, G. (ed.) Proceedings of the 78th Annual Meeting of the Academy of Management. Briarcliff Manor, NY: Academy of Management. (DOI: 10.5465/AMBPP.2018.46)
Brüggemann, I., Tracey, P. and Kroezen, J. (2017) “Fighting ‘factory fiction’: how marginal actors resist the dominant in UK book publishing.” In: Atinc, G. (ed.) Proceedings of the 77th Annual Meeting of the Academy of Management. Briarcliff Manor, NY: Academy of Management.
Brüggemann, I. (2015) Resisting ‘factory fiction’: paradoxical outcomes of logics shifts in the publishing industry. MPhil Dissertation. Cambridge: University of Cambridge.
Job market paper
“From palm to kepayang oil: translating the idea of sustainable livelihoods to rural Indonesia through institutional empowerment work”
Previous research on institutional diffusion and translation has largely neglected inherent political dynamics stemming from asymmetry between promoters and adopters. As such, we ask how can promoters and adopters effectively achieve the translation of an idea under conditions of life-world and power asymmetry? Based on a qualitative study of the interactions between an international NGO and rural farmers during the diffusion and adoption of the concept of sustainable livelihoods in Indonesia, we argue that idea translation involving heterogeneous groups of actors can pass through different modes (controlling, collaborative and generative translation). We find that each mode is associated with unique challenges related to promoter-adopter asymmetry that may be addressed through particular forms of institutional work that can trigger transitions between these modes. Importantly, we find that empowerment work performed by intermediary parties during the translation enabled inclusive participation of low-power stakeholders during the project and supported the building of relationships between the heterogeneous promoters and adopters. We contribute to the literature on institutional translation by developing a dynamic, processual view of translation, which complicates the largely one-directional notion of translation that is currently prevalent in the literature. Furthermore, we show the types of institutional work required to establish cooperation among heterogeneous groups of actors, and deliver insights into tackling the challenge of achieving participatory community development.
Charles seeks to understand the impact of company-level social or environmental pursuits on an organisation and its stakeholders. His current work centres around the growing practitioner interest in organisational purpose. While the importance of organisational purpose is perennial in non-profit and hybrid contexts, for-profit institutions have also begun adopting company purposes that go beyond financial performance and achieve social or environmental goals. Charles has devoted his PhD years to exploring the implications of these goals on the behaviour of organisations, and on the behaviour and wellbeing of individuals connected to purpose-driven organisations.
Methodologically, Charles has experience in both quantitative and qualitative research techniques, with an emphasis on using experience sampling tools for measurement and intervention.
Ebert, C., KC, R., Richter, A. and Prabhu, J. (in preparation for submission) “Perspective-taking, habit formation, and idea generation in the innovation process.”
Hurth, V. (co-first author), Ebert, C. (co-first author), Prabhu, J. and Yadav, M. (in preparation for submission) “Organizational purpose and marketing strategy.”
Job market paper
“The customer-perspective tradeoff: exploring the impact of taking the customer’s perspective on idea generation for the creative marketer”
Across a series of studies including a field experiment, an online experiment, and a three-week longitudinal lab study, this research explores how perspective impacts both the number of ideas generated and the creativity of generated ideas in idea generation tasks. Results show that, in comparison to the other commonly adopted perspectives in idea generation, taking a customer’s perspective results in a trade-off between creativity and quantity: creative marketers who take a customer’s perspective generate fewer ideas, but also ideas that are more creative. Moreover, longitudinal analysis of the data in the three-week lab study, demonstrates that the effect of taking the customer’s perspective on performance in idea generation tasks is largest when the act of taking the customer’s perspective is non-habitual. As taking a customer’s perspective becomes more habitual, the comparative difference in the number and creativity of generated ideas becomes less extreme.