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Professor Paul Hibbert

Professor Paul Hibbert

MBA PhD FHEA

Professor of Management

Dean of Arts & Divinity

Biography

For details on the role of Dean of Arts & Divinity, see: Faculties and Deans: Deans

Paul came to academia after a career in industry and management consultancy. His research is principally concerned with collaborative and relational processes of organising and learning. He also has a strong interest in collaborative and relational approaches to the conduct of research, and in particular the role of reflexivity in such processes. Drawing on both of these strands, he is interested in learning and reflexivity in relation to the theory and practice of management and leadership education.

Paul has active research relationships with colleagues at the University of Queensland Business School and the University of Auckland Business School.

Leadership Roles in the research community include:
- Associate Editor, Journal of Management Education
- Associate Editor, Management Teaching Review
- former Associate Editor, Management Learning
- Editorial Board, Management Learning
- Editorial Board, Organizational Research Methods
- Academy of Management, MED Division Program Chair
- British Academy of Management, Knowledge & Learning Committee Member

For more information and access to publications see –
Academia.edu profile: https://st-andrews.academia.edu/PaulHibbert
Researchgate page: https://www.researchgate.net/profile/Paul_Hibbert?ev=hdr_xprf

Research specialisms

Collaborative and relational processes of organising and learning
Interpretive and interdisciplinary research
Management and leadership education, in theory and practice

Selected publications

Journal articles

Beech, N., Gilmore, C., Hibbert, P. and Ybema, S. (2016) Identity-in-the-work and musicians' struggles: the production of self-questioning identity work. Work, Employment and Society, 30(3) 506-522.

Hibbert, P. and Semler, M. (2016) Faculty Development in Teaching and Learning: the UK framework and current debates. Innovations in Education and Teaching International, 53(6) 581-591.

Hibbert, P., Siedlok, F. and Beech, N. (2016) The Role of Interpretation in Learning Practices, in the Context of Collaboration. Academy of Management Learning and Education, 15(1) 26-44.

Wright, A., Zammuto, R., Liesch, P., Middleton, S., Hibbert, P., Burke, J. and Brazil, V. (2016) Evidence–based management in practice: opening up the decision process, decision–maker and context. British Journal of Management, 27(1) 161-178.

Hibbert, P. and Cunliffe, A. (2015) Responsible Management: Engaging Moral Reflexive Practice through Threshold Concepts. Journal of Business Ethics, 127: 177-188.

Wright, A. and Hibbert, P. (2015) Threshold Concepts in Theory and Practice. Journal of Management Education, 39: 443-451.

Siedlok, F., Hibbert, P. and Sillince, J. (2015) From practice to collaborative community in interdisciplinary research contexts. Research Policy, 44: 96-107.

Hibbert, P., Sillince, J., Diefenbach, T. and Cunliffe, A. (2014) Relationally Reflexive Practice: A Generative Approach to Theory Development in Qualitative Research. Organizational Research Methods, 17:3 278-298.

Siedlok, F. and Hibbert, P. (2014) The Organization of Interdisciplinary Research: Modes, Drivers and Barriers. International Journal of Management Reviews, 16:2 194-210.

Hibbert, P. (2013) Approaching Reflexivity through Critical Reflection: Issues for Critical Management Education. Journal of Management Education, 37:6 803-827.

Hibbert, P. and Huxham, C. (2011) The Carriage of Tradition: Knowledge and its Past in Network Contexts. Management Learning, 42:1 7-24.

Huxham, C. and Hibbert, P. (2011) Use Matters… and Matters of Use: Building Theory for Reflective Practice. Public Management Review, 13:2 273-291.

Sydow, J., Lerch, F., Huxham, C. and Hibbert, P. (2011) A Silent Cry for Leadership: Organizing for Leading (in) Clusters. Leadership Quarterly 22: 328-343.

Hibbert, P., Huxham, C., Sydow, J. and Lerch, F. (2010) Barriers to Process Learning: Authority and Anomie in Regional Clusters. Management Learning, 41:4 453-471.

Hibbert, P. and Huxham, C. (2010) The Past in Play: Tradition in the Structures of Collaboration. Organization Studies, 31:5 525-554.

Hibbert, P., Coupland C. and MacIntosh, R. (2010) Reflexivity: Recursion and Relationality in Organizational Research Processes. Qualitative Research in Organizations and Management, 5:1 47-62.

Ellis, N. and Hibbert, P. (2008) Collecting Collaboration: Understanding Collaboration through Stories. International Journal of Sociology and Social Policy, 28:1/2 5-8.

Hibbert, P., McInnes, P., Beech, N. and Huxham, C. (2008) Characters in Stories of Collaboration. International Journal of Sociology and Social Policy, 28:1/2 59-69.

Huxham, C. and Hibbert, P. (2008) Manifested Attitudes: Intricacies of Inter-Partner Learning in Collaboration. Journal of Management Studies, 45:3 502-529.

Simpson, B. and Hibbert, P. (2008) Tradition and Identity Change in Public Sector Science Organizations. International Journal of Public Administration 31:9 1110-1126.

McInnes, P., Beech, N. and Hibbert, P. (2007) Exploring the Complexities of Validity Claims in Action Research. Management Research News, 30:5 381-390.

Hibbert, P. and Huxham, C. (2005) A Little About the Mystery: Process Learning as Collaboration Evolves. European Management Review, 2:1 59-69.

Hibbert, P. and McQuade, A. (2005) To Which We Belong: Understanding the Role of Tradition in Interorganizational Relations. M@n@gement, 8:4 73-88.

Book chapters

Greenfield, G. and Hibbert, P. (2017) Reflective and Reflexive Practice in the Flipped Classroom. In: Reidsema, C., Kavanagh, L., Hadgraft, R. and Smith, N. (eds.) The Flipped Classroom: Practice and Practices in Higher Education. Singapore: Springer.

Wright, A., Greenfield, G. and Hibbert, P. (2017) Flipped Tutorials in Business Courses. In: Reidsema, C., Kavanagh, L., Hadgraft, R. and Smith, N. (eds.) The Flipped Classroom: Practice and Practices in Higher Education. Singapore: Springer.

Cunliffe, A. and Hibbert, P. (2016) The Philosophical Basis of Leadership-as-Practice from a Hermeneutical Perspective. In Raelin, J. (ed.) Leadership as Practice, pp50-69. London: Routledge.

Grahle, C. and Hibbert, P. (2016) Everyday Creative Development Practices in Advertising. In: Orr, K., Nutley, S., Russell, S. Bain, R., Hacking, B. and Moran, C. (eds.) Knowledge and Practice in Business and Organisations, pp103-115. London: Routledge.

Hibbert, P. (2015) On Leading in Networks: The Role of Reflexive Practices. In Beech, N. and Gilmore, C. (eds.) Organising Music: Theory, Practice, Performance, pp162-171. Cambridge: Cambridge U. Press.

Beech, N., Hibbert, P., McInnes, P. and MacIntosh, R. (2009) 'But I Thought We Were Friends?' Life Cycles and Research Relationships. In Ybema, S., Yanow, D., Wels, H. and Kamsteeg, F. (eds.) Organizational Ethnography, pp196-214. London: Sage.

Hibbert, P., Huxham, C. and Ring, P. (2008) Managing Collaborations. In Cropper, S., Ebers, M., Huxham, C. and Ring, P. (eds.) Handbook of Interorganizational Relations, pp390-416. Oxford: OUP.

Hibbert, P. and Huxham, C. (2007) Collaboration, Knowledge and Learning: Integrating Perspectives. In: Gössling, T., Oerlemans, L. and Jansen, R. (eds.), Inside Networks: A Process View on Multi-Organisational Partnerships, Alliances and Networks, pp117-138. Cheltenham: Edward Elgar.

Hibbert, P., Macintosh, R. and McInnes, P. (2007) Identity Trajectories in Participative Organizational Research. In: Beech, N., Linstead, A., & Sims, D. (eds.) Researching Identity: Concepts and Methods, pp237-250. London: Routledge.

Hibbert, P. and Huxham, C. (2005) Interorganizational Learning: Intentions and Consequences. In Gossling, T., Jansen, R. and Oerlemans, L. (eds.) Coalitions and Collisions, pp161-172. Nijmegen: Wolf.

Hibbert, P. (2003) Collaboration Research: A Question of Distance. In Scott, C. and Thurston, W.E. (eds.) Collaboration in Context, pp103-114. Calgary: University of Calgary.

Reports and policy / practitioner-oriented publications

Wright, A., Greenfield, G., Hibbert, P., Irving, G. 2016. Using simulations to teach threshold concepts: The Everest team simulation. Brisbane: University of Queensland Business School.

Hibbert, P. (2015) Undergraduate Retention and Attainment in Business and Management. York: Higher Education Academy.

Bell, E., Caulfield, P., Hibbert, P. and Jennings, P. (2014) Cultures of Integrity: Ethics Education in UK Business Schools. York: Higher Education Academy.

Siedlok, F. and Hibbert, P. (2011) Turning confusion into collaboration, in: The Partner. London: PSL.

Sydow, J., Lerch, F., Huxham, C. and Hibbert, P. (2007) Developing Photonics Clusters – Commonalities, Contrasts and Contradictions. London: AIM Research.

Huxham, C. and Hibbert, P. (2007) Hit or Myth? Stories of Collaborative Success, in: The Partner. London: PSL.

Huxham, C. and Hibbert, P. (2006) Give and Take: Understanding Attitudes to Learning in the Collaborative Process. London: AIM Research.

Huxham, C. and Hibbert, P. (2006) Taking Chances with Learning, in: Partnering for Profit. London: PSL.