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Professor Emmanuel Josserand

Biography

Emmanuel is a Professor of Management at UTS and Director of CMOS. His research focuses on intra- and inter-organizational networks, including the supply chain. He is currently working on negotiation within supply networks, including techniques such as online reverse auctions and their impact on trust and quality in the supplier-buyer relationship. He also has an ongoing project on human trafficking in global supply networks in Asia, with a focus on Vietnamese workers. His writings and research have been published in numerous books as well as peer reviewed journals.

Emmanuel was formerly a Professor at University of Geneva where he served as the Head of the Steering Committee for the PhD in Management, the Director, Executive MBA and the Delegate of the Rectorate for e-learning. In addition to his academic work, he is the Scientific advisor of Self-leadership Lab, a collaborative venture with University of Geneva that specializes in innovative development method for managers. He was also formerly partner of a boutique consulting firm in Paris and Associate Professor at University Paris-Dauphine.

Professor of Management and Organisation Studies, Management Discipline Group
Director, CMOS - Centre for Management and Organisational Studies
Core Member, CMOS - Centre for Management and Organisational Studies
Doctorat es Sciences Degestion
 
Phone
+61 2 9514 3928
Can supervise: Yes

Chapters

Angot, J. & Josserand, E.L. 2001, 'Analyzing Social Networks' in Doing Management Research A Comprehensive Guide, SAGE, pp. 312-331.
Hunt (eds), Archaeology of the Lapita Cultural Complex: A Critical Review, Seattle, WA: Burke Museum Research Reports, 5, 1988. Irwin, G., 'Chieftainship, Kula and Trade in Massim Prehistory', in ].W. Leach and ER. Leach (eds), The Kula: ...

Conferences

Pitsis, T., Clegg, S. & Josserand, E.L. 2006, 'The Power of One? Learning in Mega-Project Alliances', 22nd EGOS Colloquium, Bergen, Norway.

Journal articles

Josserand, E.L., Clegg, S., Pitsis, T. & Mehra, A. 2016, 'The innovative power of network dynamics', Organization Studies.
View/Download from: UTS OPUS
Clegg, S., Josserand, E., Mehra, A. & Pitsis, T.S. 2016, 'The Transformative Power of Network Dynamics: A Research Agenda', ORGANIZATION STUDIES, vol. 37, no. 3, pp. 277-291.
View/Download from: UTS OPUS or Publisher's site
Clegg, S., Josserand, E.L., Mehra, A. & Pitsis, T. 2013, 'Call for Papers', Organization Studies, vol. 34, no. 3, pp. 426-428.
View/Download from: UTS OPUS or Publisher's site
Clegg, S., Josserand, E., Mehra, A. & Pitsis, T. 2013, 'Organization Studies: Call for Papers Special Issue on 'The transformative and innovative power of network dynamics'', Organization Studies, vol. 34, no. 6, pp. 864-866.
View/Download from: Publisher's site
Bardon, T., Clegg, S.R. & Josserand, E.L. 2012, 'Exploring identity construction from a critical management perspective: A research agenda', M@n@gement, vol. 15, no. 4, pp. 350-366.
View/Download from: UTS OPUS or Publisher's site
In contemporary western society, questions of identity concerning who am I? and how should I act? (Alvesson, 2000: 1105) are now a central concern in peoples lives. Indeed, the western, liquidly modern context (Bauman 2000; 2001; 2003; 2005; Bauman & Haugaard 2008; Bauman & Tester 2001) is characterized, precisely, by absences: the loss of traditional sources of authority, such as family, union, or religion, foundations that used to provide individuals with a collective sense of belonging around commonly taken-for-granted bases of identification (Collinson, 2003). The absent spaces are now occupied by a multitude of ephemeral bases of identification that blur old dualisms such as capital and labour, man and woman, married or single. Culturally tribal fashionable codes of speaking, dressing, playing, and so forth, mostly grounded in consumption rather than production, increasingly provide experiences of belonging. In such a fragmented context, constructing a distinctive identity becomes a constantly shifting project (Knights & Willmott, 1989; Giddens, 1991; McAdams, 1996). Consequently, individuals tend now to problematize identity through projects of the self more likely undertaken at an individual or group level rather than as a part of an organized collective process that is automatically reproduced.
Bardon, T., Clegg, S. & Josserand, E. 2012, 'Exploring identity construction from a critical management perspective: A research agenda', Management (France), vol. 15, no. 4, pp. 350-366.

Other

Roger, P. 2016, 'The psychology of change', Marketing.
Morcom, J. 2016, 'Tracking injustice through our supply chains', Think:Sustainability, 2SER.
Morcom, J. 2016, 'Nightmare work conditions for Vietnamese migrants', Think: Sustainability, 2SER.
Aedy, R. 2016, 'The self-leadership lab', Best Practice, Radio National.
Evans, T. 2016, 'Do your employees trust one another?', SEEK.com.
Tarrant, D. 2016, 'Leadership - the first 100 days', Leadership Matters.
Maguire, J. 2015, 'Is this the key to successful L&D programs?', Human Capital magazine (HC) online.
Parker, L. 2014, 'An Australian 'Standard' for Leaders', UTS Newsroom.
Josserand, E.L. & Kaine, S., 'Uber vs regulators: the heavyweight bout of 2015'.
Published Aug 27, 2015 in the conversation. Then picked up by SMH 6 Oct, 2015

Reports

Agarwal, R., Scott-kemmis, D., Green, R., Josserand, E. & Heizmann, H. 2016, The Regional High Performance Network Abridged Final Report.
Agarwal, R., Scott-Kemmiss, D., Green, R., Josserand, E. & Heizmann, H. 2016, The Regional High Performance Network Main Report.
Howard, J.H., Green, R., Josserand, E., Agarwal, R., Chelliah, J., Ayers, M. & Umbers, R. McKell Institute and UTS Business 2015, Digital Post – Business Transformation and the future sustainability of Australia Post.