Chris Hendry

Until retiring in 2010, Chris Hendry was Centenary Professor in Organisational Behaviour; Director of the Centre for New Technologies, Innovation and Entrepreneurship (CENTIVE); and an AIM Innovation Fellow. From 2001-2007, he was Associate Dean (Research). From 1985-94, he was Principal Research Fellow and Associate Director in the Centre for Corporate Strategy and Change at Warwick University. He taught entrepreneurship, strategic human resource management and international human resource management, and conducted extensive funded research within HRM, entrepreneurship and technology innovation.

Qualifications

BA, MSc and PhD.

Visiting Appointments

EPSRC SUPERGEN High-Level Group, The Engineering and Physical Sciences Research Council (EPSRC), Sep 2007 – present

Fellowships

• AIM Innovation Fellow, Advanced Institute of Management Research/ESRC, Jul 2007 – Jun 2010
• Fellow, Royal Society of Arts

Memberships of Professional Organisations

• Member, British Academy of Management, Sep 1987 – present
• Society for the Advancement of Management Studies

Languages

French.

Expertise

Primary Topics

• Human Resource Management
• Innovation & Creativity
• Organizational Behaviour
• Small Business Management
• Technology Management

Industries/Professions

• energyf
• uel cell
• shigh technology

Geographic Areas

• Americas - North
• Asia - Southeast
• Europe

Books (15)

• Hendry, C. and Woodward, S. (2003). CST Consulting (PRISM case study). European Case Clearing House.
• Hendry, C.N. and Patel, D. (2003). The Changing Face of Product Design: Making Real Returns from Intangible Assets. The Case Centre (Previoulsy ECCH).
• Hendry, C. and Brown, J.E. (2003). PDD Design Consultancy (PRISM case study). European Case Clearing House.
• Hendry, C. and Brown, J.E. (2003). Thales Optics (PRISM case study). European Case Clearing House.
• Hendry, C.N. and Brown, J.E. (2002). A case study on Measuring Skills in Technological Leadership. The Case Centre (Previously ECCH)
• Perkins, S.J. and Hendry, C. (1999). The IPD Guide on International Reward and Recognition. IPD. ISBN 0-85292-837-8.
• Woodward, S. and Hendry, C. (1997). Managing and Coping with Change in Financial Services.
• Hendry, C. and Bradley, P. (1996). Competency-Based Pay.
• Hendry, C. and Bradley, P. (1996). Broadbanding.
• Hendry, C. and Bradley, P. (1996). Skill-Based Pay.
• Hendry, C., Silverstone, R. and Livy, B. (1995). A Bibliography of Literature and Research on Training, Development and Related Human Resource Issues in the Financial Services Sector. CILNTEC.
• Hendry, C., Arthur, M. and Jones, A. (1995). Strategy Through People: Adaptation and Learning in the Small-Medium Enterprise. Cengage Learning EMEA.
• Hendry, C. (1995). Human Resource Management: A Strategic Approach to Employment. Routledge. ISBN 0-7506-0994-X.
• Hendry, C. (1994). Human Resource Strategies for International Growth. Cengage Learning EMEA. ISBN 0-415-09774-6.
• Hendry, C. and Jones, A. (1992). The Learning Organisation: A Review of Literature and Practice. London Human Resource Development Partnership.

Journal Articles (52)

• Harborne, P. and Hendry, C. (2012). Commercialising new energy technologies: Failure of the Japanese machine? Technology Analysis and Strategic Management, 24(5), pp. 497–510. doi:10.1080/09537325.2012.674671.
• Hendry, C. and Harborne, P. (2011). Changing the view of wind power development: More than " bricolage". Research Policy, 40(5), pp. 778–789. doi:10.1016/j.respol.2011.03.001.
• Hendry, C., Harborne, P. and Brown, J. (2010). So what do innovating companies really get from publicly funded demonstration projects and trials? innovation lessons from solar photovoltaics and wind. Energy Policy, 38(8), pp. 4507–4519. doi:10.1016/j.enpol.2010.04.005.
• Hendry, C., Logan, J., Brown, J. and Courtney, N. (2010). Hidden Innovators: personal, societal and technological success factors in minority group entrepreneurship. International Small Business Journal .
• Hendry, C., Harborne, P. and Brown, J. (2010). The lead user as a distributed role in complex systems innovation. Research Policy .
• Logan, J., Hendry, C. and Courtney, N. (2010). What can we learn from older entrepreneurs and how can they be encouraged? International Journal of Entrepreneurial Behaviour & Research .
• Harborne, P. and Hendry, C. (2009). Pathways to commercial wind power in the US, Europe and Japan: The role of demonstration projects and field trials in the innovation process. Energy Policy, 37(9), pp. 3580–3595. doi:10.1016/j.enpol.2009.04.027.
• Brown, J. and Hendry, C. (2009). Public demonstration projects and field trials: Accelerating commercialisation of sustainable technology in solar photovoltaics. Energy Policy, 37(7), pp. 2560–2573. doi:10.1016/j.enpol.2009.01.040.
• Brown, J., Hendry, C. and Harborne, P. (2007). Developing radical technology for sustainable energy markets: The role of new small firms. International Small Business Journal, 25(6), pp. 603–629. doi:10.1177/0266242607082524.
• Hendry, C., Harborne, P. and Brown, J. (2007). Niche entry as a route to mainstream innovation: Learning from the phosphoric acid fuel cell in stationary power. Technology Analysis and Strategic Management, 19(4), pp. 403–425. doi:10.1080/09537320701403292.
• Brown, J.E., Hendry, C.N. and Harborne, P. (2007). An emerging market in fuel cells? Residential combined heat and power in four countries. Energy Policy, 35(4), pp. 2173–2186. doi:10.1016/j.enpol.2006.07.002.
• Harborne, P., Hendry, C. and Brown, J. (2007). The development and diffusion of radical technological innovation: The role of bus demonstration projects in commercializing fuel cell technology. Technology Analysis and Strategic Management, 19(2), pp. 167–188. doi:10.1080/09537320601168060.
• Hendry, C. and Brown, J. (2006). Dynamics of clustering and performance in the UK opto-electronics industry. Regional Studies, 40(7), pp. 707–725. doi:10.1080/00343400600877862.
• Hendry, C. and Brown, J. (2006). Organizational networking in UK biotechnology clusters. British Journal of Management, 17(1), pp. 55–73. doi:10.1111/j.1467-8551.2005.00464.x.
• Harborne, P., Hendry, C. and Brown, J. (2006). Fuel cells - how long before they enter the mainstream? Energy World, 338(April), pp. 16–18.
• Brown, J.E., Hendry, C. and Harborne, P. (2006). Demonstrating the power of fuel cells to match emerging markets for new energy systems. Viewpoint, Fuel Cell Knowledge Transfer Network (KTN) .
• Hendry, C. and Brown, J.E. (2006). The Dynamics of Clustering and Performance in the UK Opto-Electronics Industry. Regional Studies, 40(7), pp. 707–725. doi:10.1080/00343400600877862.
• Perkins, S.J. and Hendry, C. (2005). Ordering top pay: Interpreting the signals. Journal of Management Studies, 42(7), pp. 1443–1468. doi:10.1111/j.1467-6486.2005.00550.x.
• Hendry, C.N. (2005). University Challenge: Uncovering the secrets of innovation. Spectra (Journal of the Management Consultancies Association), (Summer), pp. 10–Dec.
• Woodward, S. and Hendry , C. (2004). Leading and coping with change. Journal of Change Management, 4(2), pp. 155–183. doi:10.1080/1469701042000221687.
• Hendry, C. (2003). Applying employment systems theory to the analysis of national models of HRM. International Journal of Human Resource Management, 14(8), pp. 1430–1442.
• Hendry, C., Brown, J., Ganter, H.D. and Hilland, S. (2003). Facilitating innovation in opto-electronics in a national, global, and regional context. Environment and Planning C: Government and Policy, 21(1), pp. 53–70. doi:10.1068/c0222.
• Nadeem, S. and Hendry, C. (2003). Power dynamics in the long‐term development of employee‐friendly flexible working. Women in Management Review, 18(1/2), pp. 32–49. doi:10.1108/09649420310462316.
• Hendry, C. (2002). Science, industry and the laity: Towards a knowledgeable society for biotechnology. New Genetics and Society, 21(2), pp. 177–198. doi:10.1080/1463677022000007005.
• Hendry, C., Brown, J., Ganter, H.-.D. and Hilland, S. (2001). Industry Clusters as a Location for Technology Transfer and Innovation: The Case of Opto-Electronics. Industry and Higher Education, 15(1), pp. 33–41. doi:10.5367/000000001101295461.
• Hendry, C. and Perkins, S.J. (2001). Global Champions: Who's Paying Attention? Thunderbird International Business Review, 48(1), pp. 53–75.
• Hendry, C., Woodward, S.A., Bradley, P. and Perkins, S.J. (2000). Performance and Rewards: Cleaning Out the Stables. Human Resource Management Journal, 10(3), pp. 46–62. doi:10.1111/j.1748-8583.2000.tb00026.x.
• Hendry, C. (2000). Employment Systems for Comparing HRM Practices. Revue de Gestion des Ressources Humaines,, 37(1), pp. 38–56.
• Hendry, C., Brown, J. and DeFillippi, R.J. (2000). Understanding the Relationships Between Universities and High Technology-Based SMEs: Lessons from Government Policy. International Journal of Innovation Management, 4(1), pp. 54–75. doi:10.1142/S1363919600000044.
• Hendry, C., Woodward, S., Harvey-Cook, J. and Gaved, M. (1999). Investors' Views of People Management. Corporate Governance: An International Review, 7(4), pp. 324–337. doi:10.1111/1467-8683.00163.
• Wong, M.M.L. and Hendry, C. (1999). Employment strategy - Comparing Japanese and British retail companies in Hong Kong. PERSONNEL REVIEW, 28(5-6), pp. 474–490. doi:10.1108/00483489910286783.
• Brown, J.E. and Hendry, C. (1997). Industrial Districts and Supply Chains as Vehicles for Managerial and Organizational Learning. International Studies of Management & Organization, 27(4), pp. 127–157. doi:10.1080/00208825.1997.11656721.
• Hendry, C., Bradley, P. and Perkins, S. (1997). Missed a Motivator. People Management pp. 20–25.
• Wong, M.M.L. and Hendry, C. (1997). A study of the employment system of Japanese multinational retailers in Hong Kong. The International Journal of Human Resource Management, 8(5), pp. 629–643. doi:10.1080/095851997341423.
• Hendry, C. and Jenkins, R. (1997). Psychological Contracts and New Deals. Human Resource Management Journal, 7(1), pp. 38–44. doi:10.1111/j.1748-8583.1997.tb00272.x.
• Hendry, C., Bradley, P. and Perkins, S.J. (1997). Is there a market for top pay? Governance, 48, pp. 08–10.
• Hendry, C. (1996). Continuities in human resource processes in internationalization and domestic business management. JOURNAL OF MANAGEMENT STUDIES, 33(4), pp. 475–494. doi:10.1111/j.1467-6486.1996.tb00165.x.
• Hendry, C. (1996). Understanding and Creating Whole Organizational Change Through Learning Theory. Human Relations, 49(5), pp. 621–641. doi:10.1177/001872679604900505.
• Jenkins, R. and Hendry, C. (1996). The new deal in employment. Long Range Planning, 29(2), pp. 253–254. doi:10.1016/S0024-6301(96)90191-0.
• Hendry, C. and Jenkins, R. (1996). Changing Jobs: Changing Expectations: Editorial to special issue on The New Deal in Employment. Journal of Managerial Psychology, 11(7), pp. 4–8.
• Hendry, C. and Bradley, P. (1996). This Big Fat Cat Went to Market.... .
• Hendry, C. (1996). The development and performance of opto-electronics in the UK, Germany, and the USA. ORGANIZATION STUDIES, 17(2), pp. 357–357.
• Hendry, C., Arthur, M. and Jones, A. (1995). Adaptation and Resource Management in the Small-Medium Firm. The Journal of Entrepreneurship, 4(2), pp. 165–184. doi:10.1177/097135579500400202.
• Hendry, C. (1994). Personnel and Human Resource Management in Britain. German Journal of Human Resource Managemen (Zeitschrift fur Personalforschung), 8(3), pp. 209–238.
• Hendry, C. and Jones, A. (1994). The Learning Organization: Adult Learning and Organisational Transformation. British Journal of Management, 5(2), pp. 153–162. doi:10.1111/j.1467-8551.1994.tb00075.x.
• Hendry, C. and Pettigrew, A. (1992). Patterns of Strategic Change in the Development of Human Resource Management. British Journal of Management, 3(3), pp. 137–156. doi:10.1111/j.1467-8551.1992.tb00041.x.
• Hendry, C. (1991). International Comparisons of Human Resource Management: Putting the Firm in the Frame. International Journal of Human Resource Management, 2(3), pp. 415–440. doi:10.1080/09585199100000075.
• Hendry, C., Jones, A. and Arthur, M. (1991). Skill Supply, Training, and Development in the Small-Medium Enterprise. International Small Business Journal, 10(1), pp. 68–72. doi:10.1177/026624269101000105.
• Arthur, M.B. and Hendry, C. (1990). Human resource management and the emergent strategy of small to medium-sized business units. International Journal of Human Resource Management, 1(3), pp. 233–250. doi:10.1080/09585199000000049.
• Hendry, C. and Pettigrew, A. (1990). Human Resource Management: An Agenda for the 1990s. International Journal of Human Resource Management, 1(1), pp. 17–43. doi:10.1080/09585199000000038.
• Hendry, C. (1990). New technology, new careers: the impact of company employment policy. New Technology, Work and Employment, 5(1), pp. 31–43. doi:10.1111/j.1468-005X.1990.tb00117.x.
• Hendry, C. (1990). The Corporate Management of Human Resources under Conditions of Decentralisation. British Journal of Management, 1(2), pp. 91–103. doi:10.1111/j.1467-8551.1990.tb00165.x

Course Directorship

• 2001 - 2007, Research, Director

Editorial Activities (9)

• Economic Geography, Referee, 2008 – present.
• British Journal of Management, Associate Editor, 2005 – present.
• Organisation Studies, Referee, 2003 – 2008.
• Regional Studies, Referee, 2002 – 2010.
• Human Relations, Referee, 1997 – 2008.
• Human Relations, Referee, 1997 – 2008.
• Journal of Management Studies, Referee, 1995 – 2010.
• International Journal of Human Resource Management, Referee, 1990 – 2010.
• International Small Business Journal, Referee, 1990 – 2010.