Cliff Bowman

Background

• Economist for the UK Civil Aviation Authority 1974-1980
• Senior Lecturer then HoS Humberside CHE 1980-1988
• Cranfield 1988-2007
• Director of Research Ashridge 2007-2008
• Cranfield SOM Professor of Strategic Management 2008-date

Current activities

Cliff has undertaken a wide range of consulting assignments which focus on the facilitation of strategy processes within firms. He has written eight books and published over sixty papers. He was Chairman of the European Case Clearing House, and Academic Dean of the School of Management from 1998-2006.

• Complex systems
• The fundamentals of organising
• Empirical evidence of dynamic capabilities
• Value creation and capture

Articles In Journals

• [Bowman C (2015) The role of technology in the creation and capture of value, Technology Analysis and Strategic Management, 27 (2) 237-248.]
• [Schoenberg R, Collier N & Bowman C (2013) Strategies for Business Turnaround and Recovery: A Review and Synthesis, European Business Review, 25 (3) 243-262.]
• [Ambrosini V, Bowman C & Schoenberg R (2011) Should Acquiring Firms Pursue More Than One Value Creation Strategy? An Empirical Test of Acquisition Performance, British Journal of Management, 22 (1) 173-185.]
• [Ambrosini V, Bowman C & Collier N (2010) Using teaching case studies for management research, Strategic Organization, 8 (3) 206-229.]
• [Ambrosini V & Bowman C (2010) How value is created, captured and destroyed, European Business Review, 22 (5) 479-495.]
• [Ambrosini V & Bowman C (2010) The Impact of Causal Ambiguity on Competitive Advantage and Rent Appropriation, British Journal of Management, 21 (4) 939-953.]
• [Schoenberg R & Bowman C (2010) Value creation in corporate acquisitons: Linking value creation logic, organisational capabilities and implementation processes., Advances in Mergers and Acquisitions, 9 153-176.]
• Bowman C & Schoenberg R (2010) Value Creation in Corporate Acquisitions: Linking value creation logic, organisational capabilities and implementation processes, Advances in Mergers and Acquisitions, 9 153-175.
• [Ambrosini V & Bowman C (2009) What are dynamic capabilities and are they a useful construct in strategic management?, International Journal of Management Reviews, 11 (1) 29-49.]
• [Ambrosini V, Bowman C & Collier N (2009) Dynamic capabilities: An exploration of how firms renew their resource base, British Journal of Management, 20 (S1) 9-24.]
• [Ambrosini V & Bowman C (2008) Surfacing tacit sources of success, International Small Business Journal, 26 (4) 403-432.]
• [Bowman C & Ambrosini V (2007) Firm value creation and levels of strategy, Management Decision, 45 (3) 360-371.]
• Ambrosini V & Bowman C (2007) How to recognise strategic assests, Management Online Review.
• Bowman C & Swart J (2007) Whose human capital? The challenge of value capture when capital is embedded, Journal of Management Studies, 44 (4) 488-505.
• Ambrosini VL, Bowman C & Burton-Taylor S (2007) Inter-team coordination activities as a source of customer satisfaction, Human Relations, 60 (1) 59-98.
• [Birnik A & Bowman C (2007) Marketing mix standardization in multinational corporations: A review of the evidence, International Journal of Management Reviews, 9 (4) 303-324.]
• Bowman C & Ambrosini V (2007) Identifying Valuable Resources, European Management Journal, 25 (4) 320-329.
• Bowman C & Ambrosini V (2006) How the Resource Based and Dynamic Capability Views of The Firm Inform Competitive and Corporate Level Strategy, British Journal of Management, 14 (4) 289-303.
• [Bowman C & Collier N (2006) A contingency approach to resource creation processes, International Journal of Management Reviews, 8 (4) 191-211.]
• [Ambrosini V & Bowman C (2005) Reducing causal ambiguity to facilitate strategic learning, Management Learning, 36 (4) 493-512.]
• [Bowman C & Ambrosini V (2003) Managerial Consensus and Corporate Strategy: Why Do Executives Agree or Disagree About Corporate Strategy?, European Management Journal, 21 (2) 213-221.]
• [Bowman C, Ward K & Kakabadse A (2002) Congruent, Divergent and Incoherent Corporate Level Strategies, European Management Journal, 20 (6) 671-679.]
• [Ambrosini V & Bowman C (2001) Tacit Knowledge: Some Suggestions for Operationalization, Journal of Management Studies, 38 (6) 811-829.]
• Kakabadse A, Ward K, Bowman C & Korac-Kakabdase N (2001) Role and Contribution of Non-Executive Directors, Corporate governance: the international journal of business in society, 1 (1) 4-7.
• Bowman C & Ambrosini V (2001) "Value" in the resource-based view of the firm: A contribution to the debate, Academy of Management Review, 26 (4) 501-502.
• Bowman C & Ambrosini V (2000) Strategy from an Individual Perspective, European Management Journal, 18 (2) 207-215.
• Bowman C & Ambrosini V (2000) Value Creation Versus Value Capture: Towards a Coherent Definition of Value in Strategy, British Journal of Management, 11 (1) 1-15.
• Bowman C (1999) Action-led Strategy and Managerial Self Confidence, Journal of Managerial Psychology, 14 (7/8) 558-568.
• Bowman C & Ambrosini V (1997) Perceptions of Strategic Priorities Consensus and Firm Performance, Journal of Management Studies, 34 (2) 241-258.
• Bowman C & Ambrosini V (1997) Using Single Respondents in Strategy Research, British Journal of Management, 8 (2) 119-131.
• Bowman C & Kakabadse A (1997) Top Management Ownership of the Strategy Problem, Long Range Planning, 30 (2) 197-208.
• Ambrosini V & Bowman C (1996) Tracking Patterns of Realised Strategy, Journal of General Management, 21 (3) 59-73.
• Bowman C & Ambrosini V (1996) Tracking Realised Strategy Using Perceptions of Strategic Priorities, Journal of General Management, 21 (3) 59-73.
• Bowman C & Carter S (1995) Organizing for Competitive Advantage, European Management Journal, 13 (4) 423-433.
• Bowman C (1995) Strategy Workshops and Top Team Commitment to Strategic Change, Journal of Managerial Psychology, 10 (8) 4-12.
• [Bowman Cliff, Daniels & Kevin (1995) The Influence of Functional Experience on Perceptions of Strategic Priorities, British Journal of Management, 6 (3) 157-167.]
• Bowman C & Pelligrinelli S (1994) Implementing Strategy Through Projects, Long Range Planning, 27 (4) 125-132.
• Bowman C & Faulkner D (1994) Measuring Product Advantage Using Competitive Benchmarking and Customer Perception, Long Range Planning, 27 (1) 119-132.
• Bowman C (1994) Stuck in the old routines, European Management Journal, 12 (1) 76-82.
• Bowman C & Faulker D (1992) Generic Strategies and Congruent Organisational Structures, European Management Journal, 10 (4) 494-500.
• Bowman C & Johnson G (1992) Surfacing Competitive Strategies, European Management Journal, 10 (2) 210-219.

Conference Papers

• Pavlov A & Bowman C (2015) The End of Management Control. In: PMA Performance Management Association 2015 Symposium, Bologna, 23 September 2015.
• Pavlov A & Bowman C (2014) Micro-Yes! Foundations-No!. In: Strategic Management Society Special Conference: Micro-Foundations for Strategic Management Research - Embracing Individuals, Copenhagen, 13 June 2014.
• Bowman C & Pavlov A (2014) Strategy Practices and the Micro-foundations of Advantage. In: Strategic Management Society Special Conference: Micro-Foundations for Strategic Management Research - Embracing Individuals, Copenhagen, 13 June 2014.
• Bowman C & Collier N (2012) Deriving three knowledge "Forms" from the knowledge based theory of the firm. In: Academy of Management Annual Meeting, 2012, Boston, MA, 3-7 August 2012.
• Bowman C, Collier N & Schoenberg R (2012) Transition through turnaround strategies: A special case of ambidexterity. In: Strategic Management Society (32nd Annual International Conference), Prague, 7 October 2012.
• Schoenberg R, Bowman C & Ambrosini V (2009) Is one dynamic capability better than two?. In: Academy of Management Annual Meeting, 2009**, Chicago, IL, 7-11 August 2009.
• Ambrosini V, Bowman C & Collier N (2008) Dynamic capabilities: Proposing a clearer way forward. In: Academy of Management Annual Meeting, 2008, Anaheim, 8 August 2008.
• Ambrosini V, Bowman C & Collier N (2008) Could teaching materials be research materials. Using case-studies to inform the resource-based view. In: Academy of Management Annual Meeting, 2008, Anaheim, 8 August 2008.
• Ambrosini V & Bowman C (2008) Eliciting sources of success to help stategizing. In: Academy of Management Annual Meeting, 2008, Anaheim, 8 August 2008.
• Birnik A & Bowman C (2007) Beyond induction and deduction: The case for retroductive research in international business. In: Academy of International Business Annual Meeting, Indianapolis.
• Bowman C, Ambrosini V & Birnik A (2007) Local-global tensions in multinational subsidiaries: Cases from mobile communications. In: Academy of Management Annual Meeting, Philadelphia.
• Birnik A, Bowman C & Ambrosini V (2006) Challenges to cross-border integration: an exploratory study of MNC subsidiary management. In: Academy of Management Annual Meeting, Atlanta.
• Ambrosini V & Bowman C (2006) An exploration of the impact of causal ambiguity within the firm. In: Academy of Management Annual Meeting, Atlanta.
• Ambrosini V, Birnik A & Bowman C (2006) The causes, consequences and mediating effect of practical drift in the multinational subsidiary. In: British Academy of Management Conference, Belfast.
• Ambrosini V, Birnik A & Bowman C (2006) Causes and consequences of practical drift in the multinational subsidiary. In: Academy of International Business Annual Meeting, Beijing.
• Birnik A, Bowman C & Ambrosini V (2006) Practical drift as a response to strategic integration: An exploratory study of MNC subsidiary management. In: Singapore Inter-Island Strategy Seminar Series, Singapore.
• Birnik A & Bowman C (2006) Unbundling strategic integration in the multinational corporation. In: Academy of International Business Annual Meeting, Beijing, 23 June 2006.
• Birnik A & Bowman C (2006) Marketing mix standardisation in multinational corporations: A review of the evidence. In: Academy of Management Annual Meeting, Atlanta.
• Birnik A & Bowman C (2006) Towards a micro-model of the multinational corporation. In: British Academy of Management Conference, Belfast.
• Bowman C (2006) Value Capture in Knowledge Industry Contexts: The Case of the University Business School. In: Stategic Management Society 26th Annual International Conference, Vienna, 29 October 2006.
• Ambrosini V, Bowman C, Collier N, Jenkins M & Schoenberg R (2006) Single loop and double loop dynamic capabilities: An exploration of how firms change. In: The Practice of Dynamic Capabilities: Theory Development and Research Workshop , Lancaster, 4 May 2006.
• Burton-Taylor S, Ambrosini V & Bowman C (2005) Inter-team coordination routines as a source of competitive advantage. In: Academy of Management Annual Meeting, Honolulu.
• Bowman C & Ambrosini V (2005) What does value mean to stakeholders?. In: British Academy of Management Conference, Oxford.
• Burton-Taylor S, Ambrosini V & Bowman C (2005) Linking strategic resources with customers'' perception of value. In: Strategic Management Society 25th Annual International Conference, Orlando.
• Ambrosini V & Bowman C (2004) Creating actionable knowledge: How can consultants intervene and facilitate strategic learning. In: Academy of Management Annual Meeting, New Orleans.
• Bowman C (2004) Use value, exchange value, and value: Marx meets the resource-based view. In: Academy of Management Annual Meeting, New Orleans.
• Bowman C & Collier N (2004) Resource-based view and strategy process prescriptions. In: Strategic Management Society 24th Annual International Conference, Puerto Rico.
• Turnbull James K, Kwiatkowski R & Bowman C (2004) Developing Strategic Capability: Managerial imaginings and psychological insights. In: BPS Annual Conference 2004, London, 15 April 2004.
• Bowman C (2004) Deriving Strategy Process Prescriptions from the Resource-Based View. In: Strategic Management Society 24th Annual International Conference, Puerto Rico, 31 October 2004.
• Bowman C & Ambrosini V (2004) What is a Valuable Resource?. In: Strategic Management Society 24th Annual International Conference, Puerto Rico, 31 October 2004.
• Turnbull James K, Kwiatkowski R & Bowman C (2004) Developing Individual Strategic Capability. In: 3rd Studying Leadership Conference, Exeter, 15 December 2004.
• Bowman C (2003) Differential labour and competitive advantage: Embedding resource-based theory within Marx''s labour theory of value. In: Strategic Management Society 23rd Annual International Conference, Baltimore, MD.
• Bowman C & Ambrosini V (2003) The two sides of causal ambiguity. In: Strategic Management Society 23rd Annual International Conference, Baltimore, MD.
• Bowman C, James K & Kwiatkowski R (2003) Developing individual strategic capability: rediscovering psychological capability and context. In: Strategic Management Society 23rd Annual International Conference, Baltimore, MD.
• Bowman C & Ambrosini V (2003) What Does Value Mean and How is it Created, Maintained and Destroyed?. In: American Academy of Management Annual Meeting, 2003, Seattle, WA, 1 August 2003.
• Bowman C & Ambrosini V (2002) Causal ambiguity: some empirical and conceptual developments. In: Academy of Management Annual Meeting, Denver.
• Bowman C & Gleadle P (2002) Culture as a dynamic capability: the case of 3M in the UK. In: Academy of Management Annual Meeting, Denver.
• Bowman C & Raspin P (2001) The relationship between scanning behaviour and beliefs about competitive advantage. In: Strategic Management Society 21st Annual International Conference, San Francisco, CA.
• Bowman C & Ambrosini V (2000) An empirically derived taxonomy of organisational routines. In: Academy of Management Annual Meeting, Toronto.
• Ambrosini V & Bowman C (1999) Mapping Organisational Success. In: 3rd International Conference on Organisational Learning, Lancaster.
• Bowman C & Ambrosini V (1999) Perceptions of rationales of corporate strategy: does managerial reality match the conceptual perspectives. In: Strategic Management Society Conference.
• Ambrosini V & Bowman C (1998) The Dilemma of Tacit Knowledge: Tacit Routines as a Source of Sustainable Competitive Advantage. In: British Academy of Management Conference, Nottingham.
• Ambrosini V & Bowman C (1998) When ''Peripheral'' Activities are at the ''Core''. In: Strategic Management Society Conference, Orlando.
• Bowman C & Ambrosini V (1998) Tacit Knowledge as a Source of Success or When Perhipheral Activities are at the Core of the Business. In: Strategic Management Society 18th Annual International Conference, Orlando, Florida, USA, 1 November 1998.
• Ambrosini V & Bowman C (1997) An Empirical Exploration of Tacit Knowledge. In: Strategic Management Society Conference, Barcelona.
• Bowman C & Johnson G (1997) Strategy and Everyday Reality: The Case for the Study of ''Micro-Strategy''. In: EGOS Conference, Warwick, 1 January 1997.
• Ambrosini V & Bowman C (1996) Perceptions of Strategic Priorities, Consensus and Firm Performance. In: Academy of Management Annual Meeting, Cincinnati.
• Ambrosini V, Bowman C & Jenkins M (1996) Stereotyping as Sensemaking: The Possibility of the Thought-Less Enterprise. In: 4th EIASM International Workshop on Managerial and Organisational Cognition, Stockholm.
• Bowman C (1996) Value Generation versus Value Capture. In: Strategic Management Society Conference, Phoenix.
• Bowman C (1995) Top Management Ownership of the Strategy Problem. In: Strategic Management Society Conference, Mexico, 1 October 1995.
• Bowman C & Carter S (1994) Organising for Competitive Advantage. In: Strategic Management Conference, Paris, 1 October 1994.
• Bowman C, Daniels K & Guppy A (1993) An Organisational Contingency Analysis of the Relationship between Job Characteristics and Psychological Well-Being. In: 3rd Annual Conference on Safety and Well-Being at Work, Loughborough, 1 January 1993.
• Bowman C (1993) Probing the Intuitive Core. In: Strategic Management Society Conference, Chicago, 1 October 1993.
• Bowman C (1992) Interpreting Competitive Strategy. In: British Academy of Management Conference, 1992, Bradford, 8-12 September 1992.
• Bowman C & Asch D (1992) The Assessment of Corporate Transformation: The Vase of Rank Xerox (UK). In: Strategic Managment Society Conference, London, 1 October 1992.
• Bowman C & Johnson G (1991) Surfacing Managerial Patterns of Competitive Strategy: Interventions in Strategy Debates. In: Academy of Management Conference, Miami, 1 August 1991.
• Bowman C (1991) Functional Bias in Perceptions of Strategic Priorities. In: Strategic Management Society Conference, Toronto, 1 October 1991.
• Bowman C & Miller A (1990) Some Proposals and Propositions for New Directors in Research on Managerial Consensus. In: Southern Academy of Management Conference, Miami, 1 November 1990.
• Bowman C (1990) Shared Understanding of Strategic Priorities. In: Strategic Management Society Conference, Stockholm, 24 September 1990.

Books

• Boulton JG, Allen PM & Bowman C (2015) Embracing Complexity: Strategic Perspectives for an Age of Turbulence. Oxford: Oxford University Press.
• Turnbull James K, Bowman C & Kwiatkowski R (2008) Strategic Leadership. In: Leadership Perspectives: Knowledge into Action. Turnbull James K and Collins J (ed.), Palgrave Macmillan, p. 72-85.
• Bowman C & Schoenberg R (2008) From Customer Understanding to Strategy Innovation: Practical Tools to Establish Competitive Positioning. In: Strategy, Innovation and Change. Galavan R, Murray J, Markides, C (ed.), Oxford, UK: Oxford University Press, p. 38-68.
• Ward K, Bowman C & Kakabadse A (2006) Extraordinary Performance from Ordinary People: Value Creating Corporate Leadership. Butterworth Heinemann.
• Bowman C, Ward K & Kakabadse A (2004) Designing world class corporate strategies: Value creating roles for corporate centres. Oxford: Elsevier Butterworth-Heinemann.
• Bowman C (2003) Formulating strategy. In: The Oxford Handbook of Strategy. Faulkner D, Campbell A (ed.), Oxford University Press.
• Ambrosini V & Bowman C (2002) Mapping successful organisational routines. In: Mapping Strategic Knowledge, Sage, p. 19-45.
• Bowman C (1998) Strategy in Practice. Prentice Hall.
• Bowman C & Faulkner D (1997) Competitive and Corporate Strategy. Irwin Professional Publishing.
• Bowman C & Carter S (1997) Organizing for Competitive Advantage: The Machine Adhocracy. In: Strategy Structure & Style. Thomas H, O''Neal D, Ghertman M (ed.), John Wiley.
• Jarrett M & Bowman C (1996) Management in Practice: A Framework for Managing Organisational Change. Butterworth-Heinemann, ed. 3rd edition.
• Bowman C & Asch D (1996) Managing Strategy. MacMillan.
• Bowman C & Segal-Horn S (1996) Strategic Management and Business Process Re-engineering. In: Business Process Re-engineering: A Multi-Disciplinary Approach. Rowland P, Armistead C (ed.).
• Bowman C & Faulker D (1994) The Essence of Competitive Strategy. Prentice Hall, ed. 1st edition.
• Bowman C (1993) J and M Airframes. In: European Cases in Strategic Management. Hendry J, Eccles T, Ghoshal S, Jenster P, Williamson P (ed.), UK: Chapman and Hall, ed. 1.
• Bowman C (1990) The Essence of Strategic Management. Pearson P T R.
• Bowman C & Asch D (1989) Readings in Strategic Management. Palgrave Macmillan.
• Bowman C & Asch D (1987) Strategic Management. Basingstoke, Hants, UK: Macmillan.