Prof Donald Maclean

Donald Maclean
  • Professorial Research Fellow (Management)

telephone: 01413304649
email: Donald.MacLean@glasgow.ac.uk

R305C Level 3
Management
Main Building
Glasgow G12 8QQ


Research interests

Strategy and Organisation; Vitality in Organisations; Creative Action; Complexity Theories. Research Method.  A research poster regarding a project undertaken Professor Donald MacLean can be found at the following link: Strategy, Leadership and the Management of Transformation

Biography

Graduated with honours in Physics from Strathclyde University, received his PhD in optoelectronics from the University of Cambridge and spent ten years working in the optoelectronics industry, during which time he gained an MBA from Kingston University and held management positions in both the commercial and technical dimensions of the business. In 1991 he left industry for academia,   lecturing  in strategic management first at Leeds Business School and then at the University of Glasgow where he is now a senior research fellow. His time is split between research at Glasgow and private work with a variety of clients on matters of strategy, leadership and business development.   His  interests lie in the development of alternative conceptions of the process, purpose and nature of  strategy, leadership, organization and management. He is a member of the faculty of the Institute of Directors in Scotland responsible for director-level teaching and 1-1 coaching on strategy. He has undertaken strategic development work for a wide range of organisations including multinational companies, small to medium-sized enterprises, development agencies, healthcare organisations and higher education institutions.

List all by: Type | Date

Jump to: 2012 | 2011 | 2010 | 2009 | 2008 | 2007 | 2006 | 2005 | 2004 | 2002 | 2001 | 1999
Number of items: 26.

2012

MacLean, D., and MacIntosh, R. (2012) Strategic change as creative action. International Journal of Strategic Change Management, 4 (1). pp. 80-97. ISSN 1740-2859 (doi:10.1504/IJSCM.2012.045827)

Houchin, K., and MacLean, D. (2012) Complexity and strategy: an empirically informed critique. In: Johannessen, S.O. and Kuhn, L. (eds.) Complexity in Organization Studies. Sage, London, UK, pp. 79-106. ISBN 9781446207260

MacIntosh, R., and MacLean, D. (2012) Conditioned emergence: researching change and changing research. In: Johannessen, S.O. and Kuhn, L. (eds.) Complexity in Organization Studies. Sage, London, UK, pp. 55-70. ISBN 9781446207260

Wilson, F., and MacLean, D. (2012) The Big Society, values and cooperation. Work, Employment and Society, 26 (3). pp. 531-541. ISSN 0950-0170 (doi:10.1177/0950017012438572)

2011

MacLean, D., and MacIntosh, R. (2011) Organizing at the edge of chaos: insights from action research. In: Allen, P., Maguire, S. and McKelvey, B. (eds.) The SAGE Handbook of Complexity and Management. SAGE, London, pp. 423-458.

MacLean, D., MacIntosh, R., and Canales, J.I. (2011) Strategy beyond the firm: interorganizational capability and industry development. In: SMS 31st Annual International Conference, 10-12 June 2011, San Diego, Miami, USA.

Seidl, D.N., MacLean, D., and MacIntosh, R. (2011) Rules of suspension: a rules-based explanation of strategy workshops in strategy process. In: 71st Annual Meeting of the Academy of Management 2011, August 12-16, 2011, San Antonio, Texas, USA.

2010

Beech, N., MacIntosh, R., and MacLean, D. (2010) Dialogues between academics and practitioners: the role of generative dialogic encounters. Organization Studies, 31 (9-10). pp. 1341-1367. ISSN 0170-8406 (doi:10.1177/0170840610374396)

MacIntosh, R., MacLean, D., and Seidl, D. (2010) Unpacking the effectivity paradox of strategy workshops: do strategy workshops produce strategic change? In: Golsorkhi, D., Rouleau, L., Seidl, D. and Vaara, E. (eds.) Cambridge Handbook of Strategy as Practice. Cambridge University Press, pp. 291-309. ISBN 9780521517287

MacLean, D., Seidl, D., and MacIntosh, R. (2010) Action, system and practice in strategy research. In: SMS 30th Annual International Conference, September 12-15, 2010, Rome, Italy.

Seidl, D., MacIntosh, R., and MacLean, D. (2010) A rules-based approach to strategy workshops: episodes of strategic change and continuity. In: Strategic Management Society Special Conference: Intersections of Strategy Processes and Strategy Practices, 17-20 March 2010, Lapland, Finland.

2009

Palmer-Woodward, C., and MacLean, D. (2009) The experience of being changed through consulting. In: Buono, A.F. and Poulfelt, F. (eds.) Client-Consultant Collaboration: Coping with Complexity and Change. Series: Research in management consulting . Information Age Publishing, Charlotte, NC, USA, pp. 89-107. ISBN 9781607522096

2008

MacIntosh, R, and MacLean, D (2008) Complex adaptive systems. In: Clegg, S and Bailey, J (eds.) International Encyclopedia of Organization Studies. SAGE. ISBN 9781412915151

MacIntosh, R., and MacLean, D. (2008) Mode 2. In: Thorpe, R. and Holt, R. (eds.) Sage Dictionary of Qualitative Management Research. Sage Publications, pp. 136-138. ISBN 9781412935289

2007

MacIntosh, R., MacLean, D., and Burns, H. (2007) Health in organization: toward a process-based view. Journal of Management Studies, 44 (2). pp. 206-221. ISSN 0022-2380 (doi:10.1111/j.1467-6486.2007.00685.x)

2006

MacLean, D. (2006) Cultivating questions, consensual conflict? Journal of Management Inquiry, 15 (1). pp. 31-32. ISSN 1056-4926 (doi:10.1177/1056492605276081)

MacIntosh, R., MacLean, D., Stacey, R. and Griffin, D., (Eds.) (2006) Complexity and Organization: Readings and Conversations. Routledge, London, UK. ISBN 9780415352406

2005

Houchin, K., and MacLean, D. (2005) Complexity theory and strategic change: an empirically formed critique. British Journal of Management, 16 (2). pp. 149-166. ISSN 1045-3172 (doi:10.1111/j.1467-8551.2005.00427.x)

Johnson, G., and MacLean, D. (2005) Aim high: Gerry Johnson on the ESRC’s initiative for UK management: an interview. European Management Journal, 23 (3). pp. 331-335. ISSN 0263-2373 (doi:10.1016/j.emj.2005.04.011)

2004

Beech, N., Burns, H., de Caestecker, L., MacIntosh, R., and MacLean, D. (2004) Paradox as invitation to act in problematic change situations. Human Relations, 57 (10). pp. 1313-1332. ISSN 0018-7267 (doi:10.1177/0018726704048357)

MacLean, D. (2004) Sunshineand Storms on the Isle of Skye: Sabhal Mor Ostaig and the gaelic renaissance. In: Johnson, G., Scholes, K. and Whittington, R. (eds.) Exploring Corporate Strategy. FT-Pearson, pp. 1000-1007.

2002

Beech, N., MacIntosh, R., MacLean, D., Shepherd, J., and Stokes, J. (2002) Exploring constraints on developing knowledge: on the need for conflict. Management Learning, 33 (4). pp. 459-475. ISSN 1350-5076 (doi:10.1177/1350507602334004)

MacLean, D., MacIntosh, R., and Grant, S. (2002) Mode 2 management research. British Journal of Management, 13 (3). pp. 189-207. ISSN 1045-3172 (doi:10.1111/1467-8551.00237)

MacLean, D., and MacIntosh, R. (2002) One process, two audiences: on the challenges of management research. European Management Journal, 20 (4). pp. 383-392. ISSN 0263-2373 (doi:10.1016/S0263-2373(02)00058-0)

2001

MacIntosh, R., and MacLean, D. (2001) Conditioned emergence: researching change and changing research. International Journal of Operations and Production Management, 21 (10). pp. 1343-1357. ISSN 0144-3577 (doi:10.1108/EUM0000000005973)

1999

MacIntosh, R., and MacLean, D. (1999) Conditioned emergence: a dissipative structures approach to transformation. Strategic Management Journal, 20 (4). pp. 297-316. ISSN 0143-2095 (doi:10.1002/(SICI)1097-0266(199904)20:4<297::AID-SMJ25>3.0.CO;2-Q)

This list was generated on Wed Apr 16 15:24:50 2014 BST.
Number of items: 26.

Article

MacLean, D., and MacIntosh, R. (2012) Strategic change as creative action. International Journal of Strategic Change Management, 4 (1). pp. 80-97. ISSN 1740-2859 (doi:10.1504/IJSCM.2012.045827)

Wilson, F., and MacLean, D. (2012) The Big Society, values and cooperation. Work, Employment and Society, 26 (3). pp. 531-541. ISSN 0950-0170 (doi:10.1177/0950017012438572)

Beech, N., MacIntosh, R., and MacLean, D. (2010) Dialogues between academics and practitioners: the role of generative dialogic encounters. Organization Studies, 31 (9-10). pp. 1341-1367. ISSN 0170-8406 (doi:10.1177/0170840610374396)

MacIntosh, R., MacLean, D., and Burns, H. (2007) Health in organization: toward a process-based view. Journal of Management Studies, 44 (2). pp. 206-221. ISSN 0022-2380 (doi:10.1111/j.1467-6486.2007.00685.x)

MacLean, D. (2006) Cultivating questions, consensual conflict? Journal of Management Inquiry, 15 (1). pp. 31-32. ISSN 1056-4926 (doi:10.1177/1056492605276081)

Houchin, K., and MacLean, D. (2005) Complexity theory and strategic change: an empirically formed critique. British Journal of Management, 16 (2). pp. 149-166. ISSN 1045-3172 (doi:10.1111/j.1467-8551.2005.00427.x)

Johnson, G., and MacLean, D. (2005) Aim high: Gerry Johnson on the ESRC’s initiative for UK management: an interview. European Management Journal, 23 (3). pp. 331-335. ISSN 0263-2373 (doi:10.1016/j.emj.2005.04.011)

Beech, N., Burns, H., de Caestecker, L., MacIntosh, R., and MacLean, D. (2004) Paradox as invitation to act in problematic change situations. Human Relations, 57 (10). pp. 1313-1332. ISSN 0018-7267 (doi:10.1177/0018726704048357)

Beech, N., MacIntosh, R., MacLean, D., Shepherd, J., and Stokes, J. (2002) Exploring constraints on developing knowledge: on the need for conflict. Management Learning, 33 (4). pp. 459-475. ISSN 1350-5076 (doi:10.1177/1350507602334004)

MacLean, D., MacIntosh, R., and Grant, S. (2002) Mode 2 management research. British Journal of Management, 13 (3). pp. 189-207. ISSN 1045-3172 (doi:10.1111/1467-8551.00237)

MacLean, D., and MacIntosh, R. (2002) One process, two audiences: on the challenges of management research. European Management Journal, 20 (4). pp. 383-392. ISSN 0263-2373 (doi:10.1016/S0263-2373(02)00058-0)

MacIntosh, R., and MacLean, D. (2001) Conditioned emergence: researching change and changing research. International Journal of Operations and Production Management, 21 (10). pp. 1343-1357. ISSN 0144-3577 (doi:10.1108/EUM0000000005973)

MacIntosh, R., and MacLean, D. (1999) Conditioned emergence: a dissipative structures approach to transformation. Strategic Management Journal, 20 (4). pp. 297-316. ISSN 0143-2095 (doi:10.1002/(SICI)1097-0266(199904)20:4<297::AID-SMJ25>3.0.CO;2-Q)

Book Section

Houchin, K., and MacLean, D. (2012) Complexity and strategy: an empirically informed critique. In: Johannessen, S.O. and Kuhn, L. (eds.) Complexity in Organization Studies. Sage, London, UK, pp. 79-106. ISBN 9781446207260

MacIntosh, R., and MacLean, D. (2012) Conditioned emergence: researching change and changing research. In: Johannessen, S.O. and Kuhn, L. (eds.) Complexity in Organization Studies. Sage, London, UK, pp. 55-70. ISBN 9781446207260

MacLean, D., and MacIntosh, R. (2011) Organizing at the edge of chaos: insights from action research. In: Allen, P., Maguire, S. and McKelvey, B. (eds.) The SAGE Handbook of Complexity and Management. SAGE, London, pp. 423-458.

MacIntosh, R., MacLean, D., and Seidl, D. (2010) Unpacking the effectivity paradox of strategy workshops: do strategy workshops produce strategic change? In: Golsorkhi, D., Rouleau, L., Seidl, D. and Vaara, E. (eds.) Cambridge Handbook of Strategy as Practice. Cambridge University Press, pp. 291-309. ISBN 9780521517287

Palmer-Woodward, C., and MacLean, D. (2009) The experience of being changed through consulting. In: Buono, A.F. and Poulfelt, F. (eds.) Client-Consultant Collaboration: Coping with Complexity and Change. Series: Research in management consulting . Information Age Publishing, Charlotte, NC, USA, pp. 89-107. ISBN 9781607522096

MacIntosh, R, and MacLean, D (2008) Complex adaptive systems. In: Clegg, S and Bailey, J (eds.) International Encyclopedia of Organization Studies. SAGE. ISBN 9781412915151

MacIntosh, R., and MacLean, D. (2008) Mode 2. In: Thorpe, R. and Holt, R. (eds.) Sage Dictionary of Qualitative Management Research. Sage Publications, pp. 136-138. ISBN 9781412935289

MacLean, D. (2004) Sunshineand Storms on the Isle of Skye: Sabhal Mor Ostaig and the gaelic renaissance. In: Johnson, G., Scholes, K. and Whittington, R. (eds.) Exploring Corporate Strategy. FT-Pearson, pp. 1000-1007.

Edited Book

MacIntosh, R., MacLean, D., Stacey, R. and Griffin, D., (Eds.) (2006) Complexity and Organization: Readings and Conversations. Routledge, London, UK. ISBN 9780415352406

Conference Proceedings

MacLean, D., MacIntosh, R., and Canales, J.I. (2011) Strategy beyond the firm: interorganizational capability and industry development. In: SMS 31st Annual International Conference, 10-12 June 2011, San Diego, Miami, USA.

Seidl, D.N., MacLean, D., and MacIntosh, R. (2011) Rules of suspension: a rules-based explanation of strategy workshops in strategy process. In: 71st Annual Meeting of the Academy of Management 2011, August 12-16, 2011, San Antonio, Texas, USA.

MacLean, D., Seidl, D., and MacIntosh, R. (2010) Action, system and practice in strategy research. In: SMS 30th Annual International Conference, September 12-15, 2010, Rome, Italy.

Seidl, D., MacIntosh, R., and MacLean, D. (2010) A rules-based approach to strategy workshops: episodes of strategic change and continuity. In: Strategic Management Society Special Conference: Intersections of Strategy Processes and Strategy Practices, 17-20 March 2010, Lapland, Finland.

This list was generated on Wed Apr 16 15:24:50 2014 BST.

PhD supervision areas

Professor Donald MacLean is interested in supervising PhD researchers within the broad area of strategy and organisation in relation to vitality and health in organisations.  He is interested in the relationship between business and society and organisation and management in Scotland.

Current PhD students

Stephen Lowe

Thesis title: Strategic Change.
Co-supervisor: Prof. Robert MacIntosh

Kate Armstrong

Thesis title: To what extent 2nd order managerial competencies dictate outcome of organizational market success.
Co-supervisor: Prof. Robert MacIntosh

Jacqueline Conway

Thesis title: The Relative Utility of Organization Development Interventions on Transformational Strategic Change in UK Organizations.
Co-supervisor: Prof. Robert MacIntosh

 

  • New conceptions of, and approaches to, strategy and  strategic management.
  • Working with experienced executives on issues of strategic management and transformation.

Research projects

  • Organisational Vitality Network
  • Business in the Highlands and Islands

Recent professional involvement

Faculty Member of Institute of Directors in Scotland with responsibilities of for provision of director-level short courses, coaching and other development processes related to strategy