Prof Susan Miller, DipHE, BA, MBA, PhD
Research interests include the making and implementation of strategic decisions and the factors influencing their success. Sue is also interested in issues concerning the nature and practice of management education. Prior to academia she worked in a variety of private and public sector organisations including the construction industry and the BBC.
Areas for potential PhD supervision are:
- Organisational Behaviour
- Strategic decision-making – processes of formulation, implementation and outcomes
- (2011). The Essential MBA. Sage.
- Miller, S. (2010). Managing organizational decision making. In Managing Organizations: Fundamentals and latest thinking, The Marketing & Management Collection. Clegg, S. Henry Stewart Talks Ltd.
- Miller, S. (2010). The Bradford Studies: decision-making and implementation processes and performance. In Handbook of Decision Making. Nutt, P.C. & Wilson, D.C. Wiley. 433-448.
- Miller, S. (2008). Decision making theory. In International Encyclopedia of Organization Studies. Bailey, J. & Clegg, S. Sage. 1: 362-366.
- Miller, S. & Wilson, D.C. (2006). Perspectives on Organizational Decision-making. In Handbook of Organization Studies. Clegg, S., Hardy, C., Lawrence, T.B. & Nord, W. Sage Publications. 467-484.
- Miller, S. (2004). In The Blackwell Encyclopedia of Management: Organizational Behaviour. Nicholson, N., Audia, P. & Pillutla, M. Blackwell.
Journal papers: academic
- Miller, S., Hickson, D.J. & Wilson, D.C. (2008). From strategy to action: involvement and influence in top level decisions. Long Range Planning 41: 606-628.
- Miller, S., Hickson, D.J. & Wilson, D.C. (2004). Beyond planning: strategies for successfully implementing strategic decisions. Long Range Planning 37(3): 201-218.
- Miller, S., Hickson, D.J. & Wilson, D.C. (2003). Planned or propelled? Two options in managing the implementation of strategic decisions. Journal of Management Studies 40(7): 1803-1836.
- Miller, S., Hagen, S.R. & Johnson, M.E. (2003). The “disruptive consequences” of introducing a critical management perspective onto an MBA programme: the lecturers’ view. Management Learning 34(2): 241-257.