Professor Andrew Sturdy

Professor Andrew Sturdy

Professor Andrew Sturdy
Head of Department of Management and Chair in Management

The Priory Road Complex, Priory Road, Clifton
(See a map)

Telephone Number (0117) 928 8606

Department of Management

Personal profile

Andrew Sturdy is a graduate of the University of Manchester (BSc, 1983; PhD, 1990). He has held academic posts in various institutions including a lectureship at the University of Bath, a senior lectureship at the University of Melbourne, Australia and a readership at Imperial College London. In 2004, he became a professor of organisational behaviour at Warwick Business School, University of Warwick, where he was subsequently appointed Associate Dean.


Professor Andrew Sturdy's research interests focus mainly on issues of power and identity in the production and use of management ideas, especially in relation to management consultancy and organisational change. He has published widely on these topics in articles and books and led two ESRC-funded research projects on management consultancy. He advises various organisations on the use of management consultancy and has a public policy interest in this area. He is an Associate Editor of the Journal of Management Inquiry.

Andrew's research area webpage

Fields of interest

Management Consultancy, Organisational Change

Key publications

  1. Boussebaa, M, Morgan, G & Sturdy, A 2012, ‘Constructing global firms? National, transnational and postcolonial effects in international management consultancies’. Organization Studies, vol 33., pp. 465 - 486
  2. Wright, C, Sturdy, A & Wylie, N 2012, ‘Management innovation through standardization: Consultants as standardizers of organizational practice’. Research Policy, vol 41., pp. 652 - 662
  3. Sturdy, A 2011, ‘Consultancy’s consequences? A critical assessment of management consultancy’s impact on management’. British Journal of Management, vol 22, 3., pp. 517 - 530
  4. Sturdy, AJ, Wright, C & Wylie, N 2015, ‘Management as Consultancy: Neo-bureaucracy and the consultant manager’. Cambridge: Cambridge University Press

Latest publications

  1. O'Mahoney, J & Sturdy, A 2016, ‘Power and the Diffusion of Management Ideas: The Case of McKinsey & Co.’. Management Learning.
  2. Sturdy, A, Wright, C & Wylie, N 2015, ‘Managers as consultants: The hybridity and tensions of neo-bureaucratic management’. Organization.
  3. Wylie, N, Sturdy, A & Wright, C 2014, ‘Change agency in occupational context: lessons for HRM’. Human resource management journal, vol 24., pp. 95-110
  4. Boussebaa, M, Sturdy, AJ & Morgan, G 2014, ‘Learning from the world? Horizontal knowledge flows and geopolitics in international consulting firms’. International Journal of Human Resource Management, vol 25., pp. 1227-1242
  5. Sturdy, AJ, Wylie, N & Wright, C 2013, ‘Management consultancy and organizational uncertainty: The case of internal consultancy’. International Studies of Management and Organization, vol 43., pp. 58-73
  6. Heusinkveld, S, Sturdy, A & Werr, A 2011, ‘The co-consumption of management ideas and practices’. Management Learning, vol 42, 2., pp. 1 - 9
  7. Heusinkveld, S, Sturdy, A & Werr, A 2011, ‘The co-consumption of management ideas and practices’. Management Learning, vol 42, 2., pp. 1 - 9
  8. Sturdy, A & Wright, C 2011, ‘The active client: The boundary-spanning roles of internal consultants as gatekeepers, brokers and partners of their external counterparts’. Management Learning, vol 42, 5., pp. 485 - 503
  9. Fleming, P & Sturdy, A 2011, ‘"Being Yourself" in the Electronic Sweatshop: New Forms of Normative Control’. Human Relations, vol 64., pp. 177 - 200
  10. Brocklehurst, M, Grey, C & Sturdy, A 2010, ‘Management - the work that dares not speak its name’. Management Learning, vol 41, 1., pp. 7 - 19
  11. Grey, C & Sturdy, A 2010, ‘A Chaos that Worked: Organizing Bletchley Park’. Public Policy and Administration, vol 25, 1., pp. 47 - 66
  12. Sturdy, A, Werr, A & Buono, A 2009, ‘The client in management consultancy research: Mapping the territory’. Scandinavian Journal of Management, vol 25., pp. 247 - 252
  13. Grey, C & Sturdy, A 2009, ‘Historicising Knowledge-Intensive Organizations: The Case of Bletchley Park’. Management and Organizational History, vol 4, 2., pp. 131 - 150
  14. Fleming, P & Sturdy, A 2009, ‘Just Be Yourself - Towards Neo-Normative Control in Organisations’. Employee Relations, vol 31, 6., pp. 569 - 583
  15. Alvesson, M, Karreman, D, Sturdy, A & Handley, K 2009, ‘Unpacking the client(s): Constructions, positions and client–consultant dynamics’. Scandinavian Journal of Management, vol 25., pp. 253 - 263
  16. Sturdy, A 2009, ‘Popular Critiques of Consultancy and a Politics of Management Learning’. Management Learning, vol 40., pp. 457 - 463
  17. Sturdy, A, Clark, T, Fincham, R & Handley, K 2009, ‘Between Innovation and Legitimation - Boundaries and Knowledge Flow in Management’. Organization, vol 16., pp. 627 - 653
  18. Sturdy, A, Handley, K, Clark, T & Fincham, R 2009, ‘Management Consultancy, Boundaries and Knowledge in Action’. Oxford University Press
  19. Sturdy, A & Wright, C 2008, ‘A consulting diaspora? Enterprising selves as agents of enterprise’. Organization, vol 15, 3., pp. 427 - 444
  20. Fincham, R, Clark, T, Handley, K & Sturdy, A 2008, ‘Configuring expert knowledge: the consultant as sector specialist’. Journal of Organizational Behavior, vol 29., pp. 1145 - 1160
  21. Grey, C & Sturdy, A 2008, ‘The 1942 Reorganization of the Government Code and Cypher School’. Cryptologia, vol 32., pp. 311 - 333
  22. Briner, RB & Sturdy, A 2008, ‘Food, work and organization’. Human Relations, vol 61., pp. 907 - 912

Full publications list in the University of Bristol publications system

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