.

Dr Michael Butler

Work & Organisational Psychology Department

Michael Butler

I am a Reader in Transformational Change, and Founder/Director of The TRANSFORMATION Project (www.thetransformationproject.co.uk), Aston Business School, UK. My research interests focus on understanding change from a multi-disciplinary perspective (institutional, biological and historical). I am on the Editorial Board of International Journal of Complex Governance Networks and Asia Pacific Journal of Business Administration, and Review Editor, Frontiers in Psychology, section Educational Psychology. I publish in leading management and organization journals (British Journal of Management, Human Relations, International Journal of Operations and Production Management, Journal of Management, The Leadership Quarterly and Organization Science - all rated 4* [out of 4*] internationally excellent). I have co-edited three books (the most recent, the CIPD’s Introduction to Organisational Behaviour). My engaged scholarship (funded to c£1.5m) has been recognized (CMI and ESRC), and the OECD used my research to evaluate international policy implementation. An ERDF project facilitated measurable growth across 38 SMEs.

Role: Work & Org Psychology Business Partnership and Community Engagement Convenor
Position: Reader in Transformational Change 
Phone: +44(0)121 204 3053
Email: m.j.r.butler@aston.ac.uk
Room: SW8023 
LinkedIn profile   
CV

  • 2013 – 2016, Kellogg College, Oxford University, UK, MSt.  in the History of Design.  Pass with Distinction.
  • 1995 – 2000, Centre for Corporate Strategy and Change, Warwick Business School, UK, PhD Management – ‘The Rise and Rise of the New Public Management’.
  • 1985 – 1988, University of Durham, UK, BA History (Hons).
  • 1984 – 1985, University of London, UK, Certificate in Field Archaeology.
  • 2012 to date, Reader in Transformational Change, Work and Organisational Psychology Group, Aston Business School, Aston University, UK
  • 2008 – 2012, Senior Lecturer in Management, Work and Organisational Psychology Group, Aston Business School, Aston University, UK
  • 2006 – 2008, Lecturer in Management, Work and Organisational Psychology Group, Aston Business School, Aston University, UK
  • 2003 – 2006, Lecturer in Management, Policy Studies and Services Management Group, Aston Business School, Aston University, UK
  • 2000 – 2003, Lecturer in Change Management, People and Organisations Group, Cranfield School of Management, Cranfield University, UK

Awards and Prizes

  • 2017 to date, Senior Fellow, HEA (Higher Education Academy) (national level award)
  • 2009, Beta Gamma Sigma, Aston University Chapter (international level award)
  • 2008 – 2010, CAMPUS Teaching and Learning Fellowship, Salford University, UK (national level award)
  • 2007, Aston Business School Excellence in Teaching Award (school level award)
  • 2005, Aston Excellence in Teaching Award (university level award)

Teaching Responsibilities

  • 2006 to date, BH2296, Strategy for Future Leaders (Double), 2nd Yr. 150 Single Hons. Business.
  • 2017 to date, BHM530A, Navigating & leading complex organisations 1, MBA Core (Team Lecturer and Second Marker).
  • 2017 to date, BHM530B, Navigating & leading complex organisations 2 (Team Lecturer and Second Marker).
  • 2004 to date, BPM761, Creative Decisions for Effective Change, MBA Elective (Second Marking and Strategic Advice).
  • 2003 to date, MSc/MBA/Apprenticeship Dissertation and Research Student Supervision.

The main focus of my research is change management and transformation, specifically, adapting promising management practices to enhance performance across varied organisational contexts, contributing to ideas about:

  • receptive and non-receptive contexts for chang
  • co-creation through absorptive capacity

A new research theme understands cycles of transformation over deep time through:

  • a business and design history perspective
  • sustainable urban development

Underpinning change are strategic decision-making processes influenced by our human nature.  These deep processes reveal the biological underpinnings of organisational behaviour, investigated through:

  • Organisational Cognitive Neuroscience
  • behaviour insights
  • Currently generated both individually and as part of a team £1,389,080, most as Principal Investigator (PI).

Award Winning

  • 2013, The TRANSFORMATION Project became an ESRC Good Practice Case Study for co-production action research: http://www.esrc.ac.uk/news-events-and-publications/impact-case-studies/project-management-toolsets-improved-policing/ (1,460 YouTube views)

Research Funding (from 2010)

  • 2015 – 2016 (CI), £9,750, New Anglia LEP, ‘Proposal to New Anglia LEP – Evaluation of Growth Hub’, invited to be PI, but sought collaboration with Policy Research Group, St.  Chad’s College, Durham University, as a means of following-on from the Transformation collaboration
  • 2014 – 2015 (PI), £5000, Sponsorship won from partners contributing to the ERDF Transformation for Growth events eg Chartered Institute of Management Accountants (CIMA)
  • 2013 – 2015 (PI), £479,276, ERDF Award, ‘Transformation for Growth’, utilising a set of transformation toolkits the project acted as a catalyst for SMEs to identify and implement strategies for transformation and growth, extended the ESRC TRANSFORMATION Project
  • 2012 – 2013 (PI), £3000, ESRC EREBUS Research Voucher, ‘Improving Customer Care in South Staffordshire plc Group Services IT – Using The Receptivity for Change Toolset to Drive and Track Change’
  • 2011 – 2015 (PI), £71,627, ESRC CASE Award, 'The GREEN ENERGY Project - Evaluating Top Project Team Formation and Development for Business Transformation and Profitability'
  • 2009 – 2012 (PI), £124,000, ESRC Follow-On Fund, ‘The TRANSFORMATION Project – Transferring Knowledge to Transform Project Management Practice’, a follow-on grant using contemporary management theory to create practical management tools for performance improvement – identified by the ESRC as a Good Practice Case Study

Future PhD Students and Researchers

I am continuously recruiting excellently qualified, highly motivated and globally–oriented PhD students and researchers with, preferably, some practice experience, who can contribute to my research agenda in transformation, especially The TRANSFORMATION Project

Current Research Students (PhD and DBA)

  • 2016 to date, Xueer Ma, Full Time PhD.  Receptivity for Change in the Context of the Chinese State-Owned Enterprises (she intends to further develop the HR element of the Receptivity for Change Toolset)
  • 2013 to date, Misida Al jahwari, Full Time PhD – fully funded by Oman government.  HRM and Change
  • 2013 to date, Krishnamurthy Shankar, Part Time DBA.  Emotional Capability and its Impact on Strategic Transformation: A Case Study of an Indian Telecom Firm
  • 2009 to date, Quintin Heath, Part Time DBA.  Project Management and Change (improving project management practice and performance, UK, China and South Africa), submitted

4 Completions

Examinations: 4 as either External/Internal Examiner, and 2 Chair of Panel

Academic

  • 2014 to date, Senior Common Room, St. Chad’s College, University of Durham
  • 2012 to date, British Academy of Management (BAM)
  • 2009 to date, Founder & Director, The TRANSFORMATION Project

Policy and Advice

  • 2017 to date, Fellow, Chartered Management Institute (CMI)
  • 2017 to date, Senior Fellow, Higher Education Academy (HEA)
  • 2015 to date, Fellow, RSA (Royal Society for the encouragement of Arts, Manufactures and Commerce)
  • 2015 to date, Trustee and Member of Citizenship Committee, Birmingham Civic Society, UK

Publications and Awards/Prizes

  • Currently have 133 publications, 38 are articles. So far, my work has 724 citations and an h-index of 14: https://scholar.google.co.uk/citations?hl=en&user=c58AwC0AAAAJ.
  • ORCiD number:  0000-0002-0061-9538
  • 2012: The Chartered Management Institute (CMI) awarded myself (with Sweeney & Crundwell) one of the Top Five Management Articles. It was highly rated by peer review, involving practitioners and academics through an open source process and the CMI Academic Advisory Council, chaired by Sir Paul Judge.

Journal Articles (from 2010)

  • Butler, M. (in press).  Organizational cognitive neuroscience – Potential (non-)implications for practice, Leadership and Organization Development Journal.
  • Butler, M., Lee, N. and Senior, C. (in press). Critical Essay: Organizational cognitive neuroscience drives theoretical progress, or: The curious case of the straw man murder, Human Relations.
  • Butler, M., O’Broin, L., Lee, N. and Senior, C. (2016). How organizational cognitive neuroscience can deepen understanding of managerial decision-making: A review of the recent literature and future directions, International Journal of Management Reviews, 18(4), 542–559.
  • Brookes, N., Butler, M.J.R., Dey, P.K. and Clark, R.P. (2014). The Use of Maturity Models in Improving Project Management Performance: An Empirical Investigation, International Journal of Managing Projects in Business, 7:2, pp 231-246.
  • Butler, M.J. (2013). Operationalizing interdisciplinary research – a model of co-production in organizational cognitive neuroscience. Front. Hum. Neurosci. 7:720. doi: 10.3389/fnhum.2013.00720.  Impact Factor 2.99, comparable with leading management and organisation 4* journals eg Leadership Quarterly is currently 2.711.
  • Lee, N., Senior, C. and Butler, M.J.R. (2012). The Domain of Organizational Cognitive Neuroscience:  Theoretical and Empirical Challenges, Journal of Management, 38:4, pp 921-931.
  • Lee, N., Senior, C. and Butler, M.J.R. (2012). Leadership Research and Cognitive Neuroscience – The State of the Union, Leadership Quarterly, 23:2, pp 213-218.
  • Gheorghiu, L. and Butler M.J.R. (2011) What’s the Effect of the Public Policies on the Roma Women in Romania, Nevi Sara Kali, 3, pp 152-155.
  • Senior C., Lee, N. and Butler, M.J.R. (2011). Organisational Cognitive Neuroscience, Organization Science, 22:3, pp 804-815.
  • Butler, M.J.R. (2010). Innovative Management Education through Work-Based Assessment – The Case of ‘Strategy for Future Leaders, Learning and Teaching in Higher Education, 4:2, pp 142-145.
  • Butler, M.J.R. and Gheorghiu, L. (2010). Evaluating the Skills Strategy through a Graduate Certificate in Management – An Experiential Learning Theory Approach, Education and Training, 52:6/7, pp 450-462.
  • Butler, M.J.R. and Gheorghiu, L. (2010). Exploring the Failure to Protect the Rights of the Roma Child in Romania, Public Administration and Development, 30:4, pp 235-246.
  • Butler, M.J.R. and Reddy, P. (2010). Developing Critical Understanding in HRM Students – How You Teach is Important, Journal of European Industrial Training. 34:8/9, pp 772-789.
  • Butler M.J.R., Wilkinson J. and Allen P. (2010). Exploring Innovation in Policy-Making within Central Government – The Case of the UK’s Highways Agency, Public Policy and Administration, 25:2, pp 137-155.
  • Lee, N., Butler, M.J.R. and Senior, C. (2010). ‘The Brain in Business – Neuromarketing and Organisational Cognitive Neuroscience’, der Markt – Journal fürMarketing, 49:3/4, pp 129-131.
  • Roberts, A. and Butler, M.J.R. (2010). Is Psychological Androgyny a Requisite for the Graduate Hospitality Manager? Journal of Human Resources in Hospitality and Tourism, 9:3 pp 270-285.
  • Telle, N-T., Senior, C. and Butler, M.J.R. (2010). Trait Emotional Intelligence Facilitates Responses to a Social Gambling Task, Personality and Individual Differences. 50, pp 523-526.

Books (all)

  • Butler, M.J.R. and Rose, E. (eds) (2015), Introduction to Organisational Behaviour, e-book version, Chartered Institute of Personnel and Development (CIPD), London.
  • Butler, M.J.R. and Rose, E. (eds) (2011), Introduction to Organisational Behaviour, Chartered Institute of Personnel and Development (CIPD), London.
  • Butler, M.J.R. and Rose, E. (eds) (2011), Introduction to Organisational Behaviour, Jaico Publishing House, Mumbai, India.  CIPD book republished in English for Bangladesh, India, Nepal, Pakistan and Sri Lanka.
  • Senior, C .and Butler, M.J.R. (eds) (2007), The Social Cognitive Neuroscience of Organizations, Blackwell Publishing, Boston, Mass.
  • Butler, M .and Keith, G. (1999), Language, Power and Identity, Hodder and Stoughton, London.  Sales: 10,000.

Book Chapters (from 2010)

  • Butler, M.J.R. and Pavlovic, S. (2018). Kenyan SMEs. For a Handbook on Management in Africa.
  • Reddy, P., Butler, M.J.R., Senior, C. and Wood, J. (2013). The Virtual Pedagogy Initiative Revisited, in Green, J. and Higson, H. (eds) Good Practice Guide in Learning and Teaching – Volume 10 Anniversary Edition, Quality Unit, Aston Business School, Aston University, Birmingham, United Kingdom, March, pp 27-28.
  • Butler, M.J.R., Crundwell, D. and Sweeney, M. (2012). Rethinking Change: Losing Businesses, Changing Behaviours and Still Managing to Come Out On Top, in Chartered Management Institute (CMI) (ed) Management Articles of the Year 2012, CMI, London, pp 22-28.
  • Butler, M.J.R. (2012). Five Readiness Factors for organisational Change, in Rathbone, C-L. (ed) Ready for Change?, Palgrave MacMillan, London, pp 29-51.
  • Butler, M.J.R. and Rose, E. (2011). Introduction: A New Model of Learning Blending Employability Skills, International Focus and Multimedia Elements, in Butler, M.J.R. and Rose, E. (eds) Introduction to Organisational Behaviour, Chartered Institute of Personneland Development (CIPD), London, pp 1-10.
  • Butler, M.J.R., Bezant-Niblett, K. and Caine, K. (2011). Decision-Making, in Butler, M.J.R. and Rose, E. (eds) Introduction to Organisational Behaviour, Chartered Institute of Personnel and Development (CIPD), London, pp 237-267.
  • Rose, E. and Butler ,M.J.R. (2011). Conclusion’, in Butler, M.J.R. and Rose , E. (eds) Introduction to Organisational Behaviour, Chartered Institute of Personnel and Development (CIPD), London, pp 440-443.
  • Butler, M.J.R. (2010). Leadership Development Through Embedded Learning – The Case of ‘Strategy for Future Leaders, in Higson, H. (ed) Good Practice Guide in Learning and Teaching – Volume 7, Quality Unit, Aston Business School, Aston University, Birmingham, United Kingdom, pp 24-26.

Official Reports (from 2010)

  • Braidford, P., Allinson, G., Houston, M. and Butler, M. (2016). New Anglia Growth Programme, Policy Research Group, St. Chad’s College, University of Durham and Aston University.
  • Butler, M.J.R. and Gheorghiu, L. (2015).  Report on the Application of The Receptivity for Change Toolset to the SME Context, The Transformation for Growth Project, Aston Business School, Birmingham, UK.
  • Butler, M.J.R. and Wilson, S. (2015). Performance Report, The Transformation for Growth Project, Aston Business School, Birmingham, UK.
  • Acknowledged contributor to Thorpe, R. And Rawlinson, R. (2013). The Role of UK Business Schools in Driving Innovation and Growth in the Domestic Economy, Association of Business Schools, London, UK.
  • Butler, M.J.R. and Brookes, N. (2013). The TRANSFORMATION Project: Transferring Knowledge to Transform Project Management Practice, ESRC End of Award Report, res-189-25-0025, ESRC, Swindon.
  • Butler, M.J.R. (2012). The TRANSFORMATION Project – Report for CeDo:  CeDo – Receptivity for Change Audit, Briefing Report (Time 1, of 2), The TRANSFORMATION Project, Birmingham, UK, May.
  • Butler, M.J.R. (2011). The TRANSFORMATION Project – Report for Warwickshire Police:  Pilot Study Reviewing the Receptivity for Change of the Business Improvement Department and the Core Leadership Programme, The TRANSFORMATION Project, Birmingham, UK, March.
  • Butler, M.J.R. (2010). Forward – The TRANSFORMATION Project (Management Tools for Performance Improvement), The TRANSFORMATION Project, Birmingham, UK, November.
  • Butler, M.J.R. (2010) The TRANSFORMATION Project – Management Tools for Performance Improvement, The TRANSFORMATION Project, Aston Business School

In 2013, the ESRC clearly identified the impact of The TRANSFORMATION Project

  • the toolsets enabled Warwickshire Police to identify problem areas and measures to address them
  • the new ANPR schemes were successfully implemented in 2010 on time and within budget
  • between 2010 and 2012, the Coventry Airport ANPR scheme identified 646,172 vehicles of interest to police, while the Nuneaton ANPR scheme identified a further 423,285 vehicles
  • the schemes have provided vital evidence for high profile cases including murder, rape, wounding, major fraud, theft and armed robberies.  They have also led to the recovery of a police vehicle stolen from Northampton, the identification of an organised crime group engaged in the theft of caravans across the Midlands and the successful prosecution of an organised crime group involved in insurance fraud

Between 2013 and 2015, the Transformation for Growth Project, a partnership with Birmingham City Council and part-financed by the West Midlands European Regional Development Fund Programme (ERDF) (£479,276), achieved the following impact

  • worked intensively with 38 SMEs
  • added £2,356,942  Gross Value to the Economy in the West Midlands
  • created 62 Jobs in the West Midlands
  • hosted 4 conferences with internationally renowned speakers – 400 attendees
  • in support of the Equality and Diversity theme, worked with SMEs which identified themselves as Asian or Asian British, Black or Black British, and White British
  • 37 of our SMEs had not previously worked with the Work and Organisational Psychology Group at Aston Business School, Aston University
  • enhanced the TRANSFORMATION Project website to capture all the learning: written and video case studies (www.thetransformationproject.co.uk)

Michael believes in evidence-based transformational change.  As an academic, uniquely, this means that he is continuously researching contemporary issues faced by organisations, and then, crucially, transferring this knowledge through Aston’s and his enterprise network.

See his proven track record in private and public sector transformations and project change:  www.thetransformationproject.co.uk.  There is a knowledge bank of practical resources created with project partners to help you:  unique toolsets, case studies, and creative videos.

For current applications in the voluntary sector through the Citizenship Committee, please see The Birmingham Civic Society where he is a Trustee.  The society is a regional prestigious institution, with national links, celebrating its centenary in 2018!

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