Le SIG - Strategy, International Business and Governance

WHAT IS Le SIG?

Le SIG is a Special Interest Group created within the School of Management at Massey Business School. Le SIG as a term has special meaning to our constituencies as it represents the overarching importance and influence of strategy and governance in organizations. The acronym ‘SIG’ stands for Strategy, International Business and Governance. International business is becoming one of the strategies that many local firms are actively beginning to adopt.   

WHO ARE WE?

We are a small team of pragmatic and experienced researchers, educators and consultants primarily motivated by engaging with domestic and international business seeking a positive outcome that adds value and improves overall business performance.   

WHAT IS OUR PURPOSE?

Our purpose is to establish a voice and build a network for business at Massey University through research on business performance and business improvement. We are focused on attracting members of the business community, business students and other business researchers, by showcasing positive results from the practical and applied projects with which we have engaged.

WHAT TOPICS DO WE FOCUS ON?

Our immediate focus is on corporate and institutional governance, strategic management and business strategy; and how these influence many of the other disciplines found in today’s modern organizations, such as Human Resources, Marketing, Operations and Logistics, and Finance. The International business connection is an equally important contributor to our group because New Zealand operates in a global trade and business context, having done so since the mid-19th century. Specific topics that are of interest to us and our constituents are Board governance, director’s fiduciary and legal obligations, strategic analysis, formulation and implementation, change management, international business strategy, industrial networks and international trade.

We invite both international and New Zealand businesses to join us through a series of seminars and networking events to explore how we can strengthen the ties between academia and business performance in practical terms. We also invite interested business students at whatever level to participate and engage in practical, mutually beneficial business projects that add value.    

Strategy, International and Government members

  • Prof Dirk Boehe

    Prof Dirk Boehe

    Professor of International Business - School of Management

  • Prof Christian Felzensztein

    Prof Christian Felzensztein

    Dean's Chair in Strategy - School of Management

    Dean´s Chair in Strategy at Massey University, New Zealand. My work deals with small firm's internationalization, entrepreneurship and business strategy/industry clusters.

  • Dr Yuanfei Kang

    Dr Yuanfei Kang

    Senior Lecturer - School of Management

  • Prof Stephen Kelly

    Prof Stephen Kelly

    Acting Pro Vice-Chancellor of the College of Business - College of Business

  • Dr Bill Kirkley

    Dr Bill Kirkley

    Senior Lecturer - School of Management

    Bill is a Senior Lecturer in the School of Management at Massey University Albany in the areas of Strategy and Governance, Entrepreneurship and Innovation, Small Business Management and Change Management. A sought after public speaker and author of several articles on business transformation, strategy and innovation, Bill has extensive senior executive and management consulting experience in the chemical, construction, education and manufacturing sectors of industry. 

  • Dr Yulong Liu

    Dr Yulong Liu

    Lecturer - School of Management

  • Dr James Lockhart

    Dr James Lockhart

    Senior Lecturer - School of Management

    I am a Senior Lecturer in the School of Management, College of Business.  I have extensive business consulting and executive development experience in Australasia and the Pacific and have published on doctoral education, strategy, governance, corporate failures, and strategic performance.  Over the last decade I have contributed a stream of empirical and conceptual research exploring the ‘black box’ of governance.

    During my academic career I have spent considerable time in the United States of America; sabbatical at Washington State University (Go Cougs!); supervising MBA study tours (East and West Coasts and through the flyover states); and, collaborating with colleagues.

  • Dr Wayne Macpherson

    Dr Wayne Macpherson

    Lecturer - School of Management

    I have comprehensive knowledge and extensive experience gained from tertiary-level instruction, practice-based research, and employment in major Japanese industrial corporations in Japan over the past 25 years. Born and raised in Palmerston North, I have recently returned home, and to Massey. conduct research into sustainable business excellence for diffusion of knowledge and practice into New Zealand industry and the economy. My major objectives include providing practical management-education; developing beneficial collaborative ties between academia and the local  business; and, continuing research into sustainable business excellence.

  • Dr Jennifer Scott

    Dr Jennifer Scott

    Lecturer - School of Management

  • Associate Professor David Tweed

    Associate Professor David Tweed

    Associate Professor - School of Management

    David is a Strategist, Director, Coach, and Educator.  Six years in senior management and 20 years in governance roles.   Management experience includes turnarounds, large research contracts, and executive education programmes. Work experience in China, the Middle East and the USA. A member of faculty and subject matter expert in the School of Management at Massey University.  Continuing responsibility for a national governance development programme delivered in partnership with New Zealand's largest company. Adding value to organisations directly or in collaboration with their boards and managers is what I do.

Recent Academic Publications

  • Yu, Y., & Liu,, YL. (2018). Country-of-origin and social resistance in host countries: The case of a Chinese firm. Thunderbird International Business Review. 60(3), 347-363 
  • Liu, Y., & Yang, Y. (2018). Institutions, firm resources and the foreign establishment mode choices of Chinese firms: The moderating role of home regional institutional development. Journal of Business Research. (Forthcoming)
  • Liu, Y., & Kang, Y. (2018). Adapt to the Wild: The Effect of Dynamic Capabilities on International Entry Mode. International Studies of Management and Organization (Forthcoming)
  • Macpherson, WG., lockhart, JC., Kavan, H., & Iaquinto, AL. (2018). Kaizen in Japan: Transferring Knowledge in the Workplace for Sustained Performance. Journal of Business Strategy
  • Macpherson, WG., Lockhart, JC., Kavan, H., & Iaquinto, AL. (2018). The sustained pursuit of business excellence in Japan: Transferring kaizen knowledge in the workplace. Journal of Business Strategy.
  • Trischler, J., Pervan, S., Kelly, S. J., & Scott, D. (2017). The value of co-design: The effect of customer involvement in service design teams. Journal of Service Research, 1-26. doi:10.1177/1094670517714060
  • Wilde, S. J., Cox, C., Kelly, S. J., & Harrison, J. L. (2017). Consumer Insights and the Importance of Competitiveness Factors for Mature and Developing Destinations. International Journal of Hospitality and Tourism Administration, 18(2), 111-132. doi:10.1080/15256480.2016.1264902
  • Jimenez, A., Boehe, DM., Taras, V., & Caprar, DV. (2017). Working Across Boundaries: Current and Future Perspectives on Global Virtual Teams. Journal of International Management. 23(4), 341-349
  • Macpherson, WG., & Lockhart, JC. (2017). Understanding the erosion of US competitiveness: Managed education and labor in Japanese “corporate castle towns”. Journal of Management History. 23(3), 315-336
  • Lockhart, JC., McKee, D., & Donnelly, D. (2017). Delivering effective blended learning: Managing the dichotomy of humility and hubris in executive education. Decision Sciences Journal of Innovative Education. 15(1), 101-117
  • Macpherson, WG., & Lockhart, JC. (2017). Understanding the erosion of US competitiveness: Managed education and labor in Japanese “corporate castle towns”. Journal of Management History. 23(3), 315-336
  • Kirkley, WW. (2017). Cultivating entrepreneurial behavior: Entrepreneurship education in secondary schools. Asia Pacific Journal of Innovation and Entrepreneurship. 11(1), 17-37 
  • Kirkley, WW. (2016). Entrepreneurial behaviour: the role of values. International Journal of Entrepreneurial Behaviour and Research. 22(3), 290-328
  • Boehe, DM. (2016). The Internationalization of Service Firms from Emerging Economies: An Internalization Perspective. Long Range Planning. 49(5), 559-569
  • Boehe, DM., Qian, G., & Peng, MW. (2016). Export intensity, scope, and destinations: Evidence from Brazil. Industrial Marketing Management. 57, 127-138
  • Crow, PR., & Lockhart, JC. (2016). How boards influence business performance: developing an explanation. Leadership and Organization Development Journal. 37(8), 1022-1037
  • Kang, Y. & Liu, Y. (2016). Natural Resource-Seeking Intent and Regulatory Forces:  Location Choice of Chinese Outward Foreign Direct Investment in Asia. Management Research Review, 39(10),1313-1335. https://doi.org/10.1108/MRR-05-2015-0126
  • Macpherson, WG., Lockhart, JC., Kavan, H., & Iaquinto, AL. (2015). Kaizen: a Japanese philosophy and system for business excellence. Journal of Business Strategy. 36(5), 3-9
  • Kelly, S. J., Scott, J., Trischler, J., & Wojtarowicz, N. (2015). Implementing innovation policy: The function of strategic orientation, networks and relationships. In V. Vecchi, B. Farr-Wharton, R. Farr-Wharton, & M. Brusoni (Eds.), Managerial Flow (pp. 45-59). New York, United States of America: Routledge.

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