About us

The Strategy and Technology Management (STM) cluster has a focus on a range of issues that sit at the interface between the use of technology within organisations and the implications that those technologies can have for a range of communities of practice, including social groupings who use or are affected by those technologies. Whilst seeking to be pluralistic in methodological terms, the group has a strong commitment to work that is contextualised and developed within the tradition of action and enquiry that is described as a Mode 2 approach. In this approach the research aims, questions, contexts and possible outcomes will be co-produced through dialogue with the potential end users of the research. The cluster has developed strong links with the range of appropriate professional bodies and communities of practice around strategy and technology management. At the outset, the cluster has links that it will continue to develop around the chemicals and allied industries, healthcare, and cyber security and it will continue to support the introduction of new sectors into that portfolio. This will ensure that research impact is a core element of the cluster’s work and is embedded within its overarching goals.

From a teaching perspective, the group ensures that its focus is research-led and in line with the school’s over-arching aim of being a “research-led and professionally focused” business school.

The main themes covered by the cluster’s research include:

  • The strategic management of technology;
  • The decision making process within organisations, and especially those relating to the role played by expert judgements (this includes the ways in which organisational decision making leads to the potential for crisis);
  • The role of technology in strategy processes and practice and especially the ways in which risk and uncertainty are managed within that context;
  • Cybernetic and systems approaches to strategic management (including, but not limited to, the role of cyber security within organisational strategies);
  • The management of innovation and technological change;
  • The strategic management of high-tech firms, especially questions related to business models, competition and dynamic capabilities;
  • The challenges associated with the management of socio-technical systems; and the processes of science enterprise.