Formation
- 2005 : Ph.D., Management, Lancaster University, United Kingdom
- 1994 : MA in Applied Linguistics, University of Leicester School of Business, United Kingdom
- 1987 : BA in Comparative History, University of Essex, United Kingdom
Expériences Professionnelles
Expérience académique :
- 2025 - maintenant, Professor, IÉSEG School of Management, , France
- 2022 - 2025, Director of Research/Full Professor, ESC Rennes School of Business, Rennes, France
- 2016 - 2022, Full Professor, University of Glasgow, Glasgow, United Kingdom
- 2011 - 2015, Senior Lecturer, University of Leicester School of Business, Leicester, United Kingdom
- 2007 - 2011, Lecturer, Open University, Milton Keynes, United Kingdom
- 2004 - 2007, Research Associate, Lancaster University, Lancaster, United Kingdom
- 2001 - 2004, Full Time Funded PhD Student, Lancaster University, Lancaster, United Kingdom
Expérience en entreprise :
- 1994 - 2001, Assistant Director (Education), British Council, Various, United Kingdom
Articles publiés dans des revues à comité de lecture
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Hay A., Robinson S., (2025). Resisting business school academic's dehumanization: on the humanizing possibilities of doubt, Academy of Management Learning and Education, ?? (??) ??.
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Robinson S., Bristow A., Ratle O., (2025). Doing Academia Differently: a provocation review, Management Learning, 56 (1) 99-106.
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Kerr Ronald, Robinson S., Sliwa M., (2024). Organising populism: From symbolic power to symbolic violence, Human Relations, 77 (1) 81-110.
Afficher tout
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Kjærgaard A., Bergmann R., Blasco M., Padan T., Elliott C., Callahan J., Robinson S., Wall T., (2024). Subtle Activism : Heterotopic Principles for Unsettling Contemporary Academia from Within, Organization, 31 (2) 412-424.
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Robinson S., Contu A., Elliott C., Gagnon S, (2022). In praise of holistic scholarship: a collective essay in memory of Mark Easterby-Smith, Management Learning, 53 (2) 362-385.
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Bhukya P., Kastanakis M., Paul J., Robinson S., (2022). Forty years of the European Management Journal: a bibliometric overview, European Management Journal, 41 (2) 10-28.
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Rhew N., Jones D., Sama L., Robinson S., Friedman V., Egan M., (2021). Shedding light on restorative spaces and faculty well-being., Journal of Management Education, 45 (1) 43-64.
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Sliwa M., Kerr R., Robinson S., (2021). The implications of the political situation in the UK for firms: a Bourdieusian perspective., British Journal of Management, 32 (2) 363-64.
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Ratle O., Robinson S., Bristow A., Kerr R., (2020). Mechanisms of micro-terror? Early career CMS academics’ experiences of ‘targets and terror’ in contemporary business, Management Learning, 51 (4) 452-471.
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Bristow A., Robinson S., Ratle O., (2019). Academic arrhythmia: disruption, dissonance and conflict in the early career rhythms of CMS academics., Academy of Management Learning and Education, 18 (2) 240-260.
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Robinson S., Kerr R., (2018). Women leaders in the political field in Scotland: a socio-historical approach to the emergence of leaders., Leadership, 14 (6) 662-686.
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Bristow A., Robinson S., (2018). Brexiting CMS, Organization, 25 (5) 636-648.
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Bristow A., Robinson S., Ratle O., (2017). Being an early-career CMS academic in the context of insecurity and ‘excellence’, Organization Studies, 38 (9) 1185-1207.
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Kerr R., Robinson S., Elliott C., (2016). Modernism, Postmodernism and corporate power: historicising the architectural typology of the corporate campus, Management and Organizational History, 11 (2) 123-146.
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Kerr R., Robinson S., (2016). Architecture, symbolic capital and elite mobilisations: the case of the Royal Bank of Scotland’s corporate campus, Organization, 23 (5) 699-721.
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Robinson S., Kerr R., (2015). Reflexive conversations: constructing hermeneutic designs for qualitative management research, British Journal of Management, 26 (4) 777-790.
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Rose M., Decter M., Robinson S., Jack S., Lockett N., (2013). Opportunities, contradictions and attitudes: The policy paradox of entrepreneurial education and university- business engagement since 1960’, Business History, 55 (2) 259-279.
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Kerr R., Robinson S., (2012). ‘From symbolic violence to economic violence: The globalizing of the Scottish banking elite’., Organization Studies, 33 (2) 151-173.
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Elliott C., Robinson S., (2012). MBA Imaginaries – projections of internationalisation, Management Learning, 43 (2) 157-181.
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Kerr R., Robinson S., (2011). ‘Leadership as an elite field: the role of the Scottish banks in the crisis of 2007-2009’, Leadership, 7 (2) 151-173.
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Johnson L., Robinson S., Lockett N., (2010). 'Recognising ‘open innovation’ in HEI-Industry interaction for knowledge transfer and exchange, International Journal of Entrepreneurial Behaviour and Research, 16 (6) 540-560.
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Lockett N., Cave F., Kerr R., Robinson S., (2009). 'The influence of co-location in higher education institutions on small firms - perspectives of knowledge transfer, Entrepreneurship and Regional Development, 21 (3) 265-283.
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Robinson S., Kerr R., (2009). 'The hysteresis effect as creative adaptation of the habitus: dissent and transition to the 'corporate' in post-Soviet Ukraine', Organization, 16 (6) 829-853.
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Robinson S., Kerr R., (2009). 'The symbolic violence of leadership: a critical hermeneutic study of leadership and succession in a British organization in the post-Soviet context', Human Relations, 62 (6) 875-903.
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Lockett N., Kerr R., Robinson S., (2008). Multiple perspectives on knowledge transfer between higher education institutions and industry, International Small Business Journal, 26 (6) 661-681.
Enseignement
Executive MBA :
Grande Ecole (Master cycle) :
- Strategic change management
