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Wednesday, 06 February 2013

Research Seminar Series

Research Seminar Series

"Paradoxical leadership to enable strategic agility"
Prof. Costas Andriopoulos
Professor of Strategy, Head of Marketing and Strategy Section
Cardiff Business School
Friday 15 February 2013, 16:00-17:00
Lecture Room A1

The School of Economics and Business Administration of the International Hellenic University (IHU) would like to invite you to the next presentation in the Research Seminar Series. Prof. Costas Andriopoulos, Professor of Strategy and Head of Marketing and Strategy Section at the Cardiff Business School, Cardiff University will present his research work entitled “Paradoxical leadership to enable strategic agility”.

The purpose of the Research Seminar Series is to bring together the academic and business community by presenting contemporary research topics in Finance, Business, Marketing, Accounting and Economics, among others. Through these seminars, as an international centre of knowledge, innovation and research, at the crossroads of Southern Europe, the IHU attempts to further strengthen its strategic role in academic excellence. Drawing on the experience of outstanding Greek and international academics, working papers are presented on a regular basis, with the aim of establishing a meeting point for active researchers.

Speaker information:
Constantine (Costas) Andriopoulos is a Professor of Strategy and Head of Marketing and Strategy Section at Cardiff Business School, Cardiff University. Prior to this, he held academic appointments at University of Strathclyde Business School (Strathclyde University); University of Aberdeen Business School (University of Aberdeen) and Brunel Business School (Brunel University). He also holds visiting posts in France (Grenoble Ecole De Management); India (Indian Institute of Management, Ahmedabad); and Greece (International Hellenic University and ALBA). He holds a BSc in Business Administration, an MSc in Human Resource Management and a PhD in Marketing/Strategy.
His main teaching and research interests lie in the areas of strategy, organisational ambidexterity, innovation management and entrepreneurship. He has published widely in these fields and his articles have appeared in Organisation Science, Human Relations, Long Range Planning, European Journal of Marketing, International Small Business Journal among others. He serves on the editorial and advisory boards of several scholarly academic and practitioner-focused journals, such as Long Range Planning, International Journal of Entrepreneurship and Innovation and the Creative Industries Journal.

He is an active member of the Academy of Management (US), Strategic Management Society (US) and the European Marketing Academy. He has engaged in several major consulting projects in both public and private sectors (e.g. Financial Services, New Product Development, Oil and High-Tech firms) and has led management development and training courses for business executives on the themes of strategic management, competitive strategy, innovation management in various countries including the U.K., France, Greece and in the Middle East.

Presentation at a glance:
Strategic agility evokes contradictions, such as stability-flexibility, commitment-change, established routines-novel approaches. These competing demands pose intense challenges that require paradoxical leadership–practices seeking creative, both/and solutions that can enable fast-paced, adaptable decision making. But what is paradox? Why is managing paradox critical to strategic agility? And what practices enable leaders to effectively manage tensions? Drawing from research, we articulate the paradoxical nature of strategic agility. Our research offers insights from leaders facing strategic tensions in diverse firms: Astro Studios, Digital Divide Data, IBM Global Services Canada, Lego, and Unilever. We propose five leadership practices to effectively respond to these challenges: 1) Value paradoxes as vital ingredient of high performance; 2) Proactively identify and raise tensions; 3) Avoid traps of anxiety and defensiveness; 4) Consistently communicate a both/and vision and 5) Separate efforts to focus on different sides of a paradox.


Additional Info

  • Event date: Friday, 15 February 2013
  • Event time: 16:00
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