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Professor Paul Hibbert

Professor Paul Hibbert


Professor of Management

Dean of Arts & Divinity


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. In addition, he has related interests in learning and reflexivity in relation to the theory and practice of management education.

Paul also has active research relationships with the University of Queensland Business School and the University of Auckland Business School, and contributes to interdisciplinary doctoral training programs at the University of Strathclyde.

Additional roles include:
- Associate Editor, Management Learning
- Associate Editor, Management Teaching Review
- Academy of Management MED Division leadership track (8/2015-8/2020).

For more information and access to publications see – profile:
Researchgate page:

Research specialisms

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

Selected publications

Wright, A., Zammuto, R., Liesch, P, Middleton, S., Hibbert, P., Burke, J. and Brazil, V. (forthcoming) Evidence-based management in practice: opening up the decision process, decision-maker and context. Accepted for publication in the British Journal of Management.

Hibbert, P. and Semler, M. (forthcoming) Faculty Development in Teaching and Learning: the UK framework and current debates. Innovations in Education and Teaching International, available online early, doi: 10.1080/14703297.2015.1022201.

Hibbert, P., Siedlok, F. and Beech, N. (forthcoming) The Role of Interpretation in Learning Practices, in the Context of Collaboration. Accepted for publication in Academy of Management Learning and Education, available online early, doi: 10.5465/amle.2014.0004.

Hibbert, P. and Cunliffe, A. (2015) Responsible Management: Engaging Moral Reflexive Practice through Threshold Concepts. Journal of Business Ethics, 127: 177-188.
doi: 10.1007/s10551-013-1993-7.

Siedlok, F., Hibbert, P. and Sillince, J. (2015) From practice to collaborative community in interdisciplinary research contexts. Research Policy 44: 96-107. doi:10.1016/j.respol.2014.07.018.

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.

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.
doi: 10.1177/1094428114524829.

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.

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. London: Sage.

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.

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. Oxford: OUP.

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.

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. 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. 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. London: Routledge.

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.