Professor Andrew Sturdy

Professor Andrew Sturdy

Professor Andrew Sturdy
Professor in Management

Howard House, Queen's Avenue, Bristol
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Telephone Number (0117) 42 84645

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. From 2010-2018, he was Head of the Department of Management at the University of Bristol.


Andrew Sturdy is a Professor of Organisation and Management. His 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. Recent projects have looked at the use of management consultants in the NHS, alternative models to external management consultancy and national differences in consulting use and sources of management advice. 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 an unpaid basis) 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 and his most recent book, the Oxford Handbook of Management Ideas, was published in 2019.

Andrew's research area webpage

Fields of interest

Management Consultancy, Organisational Innovation, Management Ideas

Key publications

  1. O'Mahoney, J & Sturdy, AJ, 2016, ‘Power and the diffusion of management ideas: The Case of McKinsey & Co.’. Management Learning, vol 47., pp. 247-265
  2. Kirkpatrick, I, Sturdy, A, Alvarado, N, Blanco-Oliver, A & Veronesi, G, 2019, ‘The impact of management consultants on public service efficiency’. Policy and Politics, vol 47., pp. 77-95
  3. Seeck, H, Sturdy, A, Boncori, A-L & Fougère, M, 2019, ‘Ideology in management studies (a review)’. International Journal of Management Reviews.
  4. van Grinsven, M, Sturdy, A & Heusinkveld, S, 2019, ‘Identities in translation: Management concepts as means and outcomes of identity work’. Organization Studies.
  5. Sturdy, A & O'Mahoney, J, 2018, ‘Explaining national variation in the use of management consulting knowledge: A framework’. Management Learning, vol 49., pp. 537-558
  6. Gill, M, McGivern, G, Sturdy, A, Pereira, S, Gill, D & Dopson, S, 2019, ‘Negotiating Imitation: Examining the Interactions of Consultants and Clients to Understand Institutionalization as Translation’. British Journal of Management.
  7. Spence, C, Sturdy, A & Carter, C, 2018, ‘Professionals with borders: The relationship between mobility and transnationalism in global firms’. Geoforum, vol 91., pp. 235-244
  8. Sturdy, AJ, Wright, C & Wylie, N, 2015, ‘Management as Consultancy: Neo-bureaucracy and the consultant manager’. Cambridge University Press
  9. Morgan, G, Sturdy, A & Frenkel, M, 2019, ‘The Role of Large Management Consultancy Firms in Global Public Policy’. in: Diane Stone, Kim Moloney (eds) The Oxford Handbook on Global Public Policy and Transnational Administration. Oxford University Press, pp. 583-598
  10. Sturdy, A, 2018, ‘Promoting solutions and co-constructing problems: Management consultancy and instrument constituencies?’. Policy and Society, vol 37., pp. 74-89

Latest publications

  1. Fletcher, L & Sturdy, A, 2019, ‘The Subjectivity of Boundary Spanning – Composite Boundaries in Project Working’. in: EGOS Colloquium, Edinburgh, UK, 4-7 July 2019.
  2. Heusinkveld, S, Gabbioneta, C, Werr, A & Sturdy, A, 2018, ‘Professions and (new) management occupations as a contested terrain: Redefining jurisdictional claims’. Journal of Professions and Organization, vol 5., pp. 248-261
  3. Wylie, N & Sturdy, A, 2018, ‘Structuring Collective Change Agency Internally: Transformers, Enforcers, Specialists and Independents’. Employee Relations, vol 40., pp. 313-328
  4. Sturdy, AJ, Wright, C & Wylie, N, 2016, ‘Managers as consultants: The hybridity and tensions of neo-bureaucratic management’. Organization, vol 23., pp. 184-205
  5. Boussebaa, M, Sturdy, A & Morgan, G, 2014, ‘Learning from the world? Horizontal knowledge flows and geopolitics in professional service multinationals’. International Journal of Human Resource Management, vol 25., pp. 1227-1242
  6. Wylie, N, Sturdy, A & Wright, C, 2014, ‘Change agency in occupational context: lessons for HRM’. Human Resource Management Journal, vol 24., pp. 95-110
  7. 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
  8. 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
  9. Wright, C, Sturdy, A & Wylie, N, 2012, ‘Management innovation through standardization: Consultants as standardizers of organizational practice’. Research Policy, vol 41., pp. 652 - 662
  10. 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
  11. 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
  12. Fleming, P & Sturdy, A, 2011, ‘"Being Yourself" in the Electronic Sweatshop: New Forms of Normative Control’. Human Relations, vol 64., pp. 177 - 200
  13. Heusinkveld, S, Sturdy, A & Werr, A, 2011, ‘The co-consumption of management ideas and practices’. Management Learning, vol 42, 2., pp. 1 - 9
  14. Heusinkveld, S, Sturdy, A & Werr, A, 2011, ‘The co-consumption of management ideas and practices’. Management Learning, vol 42, 2., pp. 1 - 9
  15. Brocklehurst, M, Grey, C & Sturdy, A, 2010, ‘Management - the work that dares not speak its name’. Management Learning, vol 41, 1., pp. 7 - 19
  16. Grey, C & Sturdy, A, 2010, ‘A Chaos that Worked: Organizing Bletchley Park’. Public Policy and Administration, vol 25, 1., pp. 47 - 66
  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, 2009, ‘Popular Critiques of Consultancy and a Politics of Management Learning’. Management Learning, vol 40., pp. 457 - 463
  19. Sturdy, A, Handley, K, Clark, T & Fincham, R, 2009, ‘Management Consultancy, Boundaries and Knowledge in Action’. Oxford University Press
  20. 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
  21. 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
  22. Fleming, P & Sturdy, A, 2009, ‘Just Be Yourself - Towards Neo-Normative Control in Organisations’. Employee Relations, vol 31, 6., pp. 569 - 583
  23. Grey, C & Sturdy, A, 2009, ‘Historicising Knowledge-Intensive Organizations: The Case of Bletchley Park’. Management and Organizational History, vol 4, 2., pp. 131 - 150
  24. Sturdy, A & Wright, C, 2008, ‘A consulting diaspora? Enterprising selves as agents of enterprise’. Organization, vol 15, 3., pp. 427 - 444
  25. Grey, C & Sturdy, A, 2008, ‘The 1942 Reorganization of the Government Code and Cypher School’. Cryptologia, vol 32., pp. 311 - 333
  26. Briner, RB & Sturdy, A, 2008, ‘Food, work and organization’. Human Relations, vol 61., pp. 907 - 912
  27. 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

Full publications list in the University of Bristol publications system

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