This seminar is hosted by the Marketing, International Enterprise and Strategy research division at Sheffield University Management School.
Dr Ioannis Thanos is Senior Lecturer in Strategic Management, PhD Director and Dissertation Coordinator in the Department of Entrepreneurship, Strategy and Innovation at Lancaster University Management School and is the winner of the 2016 Lancaster University Management staff member award of the year, voted by LUMS students.
His research, teaching and consulting activities focus on Strategic Decision Processes and Mergers & Acquisitions. He is Associate Editor of the European Management Journal, Fellow of the Higher Education Academy, UK and Representative at Large of the Strategy Process interest group of the Strategic Management Society. He has widely published in several journals including: British Journal of Management, Journal of World Business, International Small Business Journal, International Business Review, International Journal of Human Resource Management, Journal of Strategy and Management, Journal of General Management, Advances in M&As, in several edited volumes and books (e.g., Handbook of Decision Making, Wiley; Handbook of Mergers and Acquisitions, Oxford University Press; Progress in International Business Research, Emerald, etc.) and has presented more than 20 papers in well-known international conferences. He has received several nominations and distinctions for his research activities (e.g., nomination for the best conference paper award of the 2010 and 2012 Strategic Management Society conferences and is the recipient of the 2015 Journal of Strategy and Management best paper award). In addition, he has been shortlisted twice for prestigious student teaching awards at the University of Glasgow.
There seems to be a consensus in the literature with respect to the main effects of strategic decision processes on firm and decision outcomes. Our knowledge regarding boundary conditions for these effects remains, however, very incomplete. Prior studies have mostly emphasised the external environment as a potential source of moderation on process-outcome relationships and have produced an array of inconsistent results. To address this situation, we conducted a multi-method field study of 143 strategic decisions. Our results have several interesting and important implications for the theory and practice of Strategic Decision Processes.
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