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Professor Paul Hibbert

Professor Paul Hibbert


Professor of Management

Contact details

Tel: +44 (0)1334 462201
Fax: +44 (0)1334 462812

Teaching 2014-2015

  • MN4245 Leadership Development
  • MN4310 Scenario Thinking
  • MN5501 Scenario Thinking and Strategy


Paul came to academia after a career in industry and management consultancy. His research is principally concerned with knowledge, learning and reflexivity. These overlapping themes are explored in a number of interesting contexts, including: inter-organisational collaborations and network forms of organisation, where knowledge is most obviously contested; communities of practice, where processes of learning and becoming overlap; and research practices, where reflexivity is centrally important.

Research specialisms

Knowledge and Learning
Inter-organisational collaborations and networks

Selected publications

Hibbert, P. and Cunliffe, A. (2014, forthcoming) Responsible Management: Engaging Moral Reflexive Practice through Threshold Concepts. Accepted for publication in Journal of Business Ethics, available online early:
doi: 10.1007/s10551-013-1993-7

Hibbert, P., Sillince, J., Diefenbach, T. and Cunliffe, A. (2014, forthcoming) Relationally Reflexive Practice: A Generative Approach to Theory Development in Qualitative Research. Accepted for publication in Organizational Research Methods, available online early:
doi: 10.1177/1094428114524829.

Hibbert, P. (2014, forthcoming) On Leading in Networks: The Role of Reflexive Practices. Accepted for publication in Beech, N. and Gilmore, C (eds.) Organizing and Music. Cambridge: Cambridge U. Press.

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.

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

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