Martin Clarke

Background

After graduating from Aston University, Martin joined Vauxhall Motors, eventually working within their management development function.

In 1983, he joined the National Freight Consortium, firstly in BRS and then latterly helping to set up Newsflow, a new division leading a fresh approach to newspaper and magazine distribution.

Before joining Cranfield School of Management in 1993, Martin worked as a Director of a European business information company. He obtained his PhD from Cranfield in 2006.

Current activities

Martin is currently engaged in activities including strategic organisational development, executive talent development, employee engagement and organisational change. 

Clients

Recent clients include:

Air Partner

Nikon

St Gobain

Rathbones

Technip

Hilti

Ericsson

British Quality Foundation

Publications

• Articles in journals
• Conference papers
• Books

Articles In Journals

• Butcher D & Clarke M Addressing the governance gap., Think Cranfield (February 2013).
• Butcher D, Clarke & M. (2012) Reconciling visionary and democratic leadership., Developing Leaders.
• Bailey C, Butcher D & Clarke M (2012) Addressing the governance gap: organizational democracy and moral communities, Developing Leaders (8) 18-23.
• Butcher D & Clarke M (2012) Good governance: a role for organizational politics and organizational democracy in creating moral communities, Organizational Dynamics, 41 (3) 230-235.
• Clarke M (2011) Engaging employees: too much ''trust'', not enough debate?, Business Leadership Review, 8 (2).
• Clarke M (2011) Organizational democracy, ethics and leadership: the mediating role of organizational politics, Leadership, 7 (4) 415-433.
• Clarke M (2010) Engaging employees, Management focus (28) 10-13.
• Clarke M & Butcher D (2009) Political leadership, bureaucracies and business schools: A comfortable union?, Management Learning, 40 (5) 587-607.
• Clarke M (2009) Managers face crucial new challenges in recession, Think Cranfield (September).
• Clarke M, Bailey C & Burr J (2008) Leadership development: making a difference in unfavourable circumstances, Journal of Management Development, 27 (8) 824-842.
• Butcher D & Clarke M (2008) Politics and worthy management agendas, Management Online Review (August) 1-10.
• Bailey C & Clarke M (2008) Aligning business leadership development with business needs: the value of discrimination, Journal of Management Development, 27 (9) 912-934.
• Clarke M & Butcher D (2006) Voluntarism as an organizing principle for ''responsible organizations'', Corporate governance: the international journal of business in society, 6 (4) 527-544.
• Clarke MS & Butcher DJ (2006) Reconciling hierachy and democracy: The value of management learning, Management Learning, 37 (3) 313-333.
• Butcher D & Clarke M (2006) Political leadership in democracies: Some lessons for business?, Management Decision, 44 (8) 985-1001.
• Butcher D, Bailey C & Clarke M (2006) Business performance and development of business leaders: A gap analysis, The Human Factor, 2 (2) 32-40.
• Clarke M (2006) A Study of the Role of ''Representative'' Leadership in Stimulating Organization Democracy, Leadership, 2 (4) 427-450.
• Clarke M & Bailey C (2006) Desarrollar: Para ser rentables, Conocimiento & Direccion (Edition 66) 78-82.
• Clarke M (2006) Smart Management: How to be a good corporate politician, Think Cranfield (February).
• Clarke M (2005) Critical condition., People management, 11 (17).
• Clarke M (2004) Does Organizational democracy require managers to act like political representatives?, Think Cranfield (July).
• Clarke M & Bristow M (2004) Similarities and differences between leadership development in the Private and Public sectors, Think Cranfield (January).
• Butcher DJ & Clarke MS (2003) Redefining Managerial Work: Smart Politics, Management Decision, 41 (5) 477-487.
• Bailey CT & Clarke MS (2003) Failing to Talk Business, Training (March) 30-32.
• Butcher DJ & Clarke MS (2002) Organizational politics: The cornerstone for organizational democracy, Organizational Dynamics, 31 (1) 35-46.
• Butcher D & Clarke M (2002) Smart management: How to be a good corporate politician, Training Magazine -Sutton- (March) 24-27.
• Butcher D & Clarke M (2002) Smart Management: How to be a good corporate politician, Think Cranfield (June).
• Bailey CT & Clarke MS (2001) Managing Knowledge for Personal and Organizational Benefit, Journal of Knowledge Management, 5 (1) 58-67.
• Bailey CT & Clarke MS (2000) How do Managers use Knowledge about Knowledge Management?, Journal of Knowledge Management, 4 (3) 235-243.
• Clarke MS (1999) Does Human Resource Management Really Have Strategic Relevance: A Critical Analysis, International Journal of Management, 16 (3) 311-323.
• Bailey CT & Clarke MS (1999) Going for Gold, Human Resources -London- (43) 69-72.
• Clarke MS (1999) Management Development as a Game of Meaningless Outcomes, Human Resource Management Journal, 9 (2) 38-49.
• Clarke M (1999) Management development: a new role in social change?, Management Decision, 37 (10) 767-777.
• Butcher D & Clarke M (1999) Organisational politics: the missing discipline of management?, Industrial and Commercial Training, 31 (1) 9-12.
• Clarke Martin (1999) Management development as a game of meaningless outcomes., Human Resource Management Journal.
• Clarke M & Meldrum M (1999) Creating change from below: Early lessons for change agents, Leadership and Organization Development Journal, 20 (2) 70-80.
• Clarke MS & Butcher DJ (1998) Office Politics: The Art of the Possible, Director -London- Director Publications- (December) 27-28.
• Clarke MS (1998) Can Specialists be General Managers? Developing Paradoxical Thinking in Middle Managers, Journal of Management Development, 17 (3) 191-206.
• Clarke MS (1998) Peripheral Revision, People management, 4 (14) 46-48.
• Clarke M. 28/2/16 - What are the basic principles to successfully tackle employee engagement?, UK Excellence.

Conference Papers

• Clarke M & Butcher D (2007) Political leadership, bureaucracies and business schools: a comfortable union?. In: 6th Annual Studying Leadership Conference, Warwick.
• Clarke M & Butcher D (2006) Voluntarism, Representative Leadership and Organisational Democracy. In: 5th Studying Leadership Conference, Cranfield.
• Clarke M & Butcher D (2005) Voluntarism as an organizing principle for ''responsible'' organizations?. In: EABIS 4th Annual Colloquium on Corporate Responsibility and Competitiveness: Developing Human Capital for Sustainable Growth, Warsaw.
• Clarke M (2004) The role of voluntarism and ''representational leadership'' in pluralistic organisations. In: EURAM 4th annual conference, St Andrews, Scotland, 5 May 2004.
• Bailey C, Clarke M & Offley N (2003) Senior leadership development in the NHS - creating future innovative practice. In: Health Service Journal Conference, London.
• Clarke M & Bailey C (2002) Leadership Development - Creating Innovative Future Practice. In: EIASM Workshop on Leadership Research, Oxford, 16 December 2006.
• Clarke M (2002) Achieving business results from leadership development. In: Joint Cranfield/CIPD seminar, London, 1 January 2002.

Books

• Ferguson D & Clarke M (2012) Enabling the change: Corporate sustainability and employee engagement. In: Cranfield on Corporate Sustainability. Grayson D, Exter N (ed.), Sheffield: Greenleaf Publishing, p. 167-183.
• Bailey C, Clarke M & Butcher D (2010) Strategically aligned leadership development. In: Leadership in Organizations, Current Issues and Key Trends. Storey J (ed.), Abingdon: Routledge, p. 167-184, ed. 2nd.
• Clarke M (2009) Stimulating organisational democracy: Leadership, voluntarism and political leadership. Koln, Germany: Lambert Academic Publishing.
• Clarke M & Butcher D (2008) Voluntarism, representative leadership and organizational democracy. In: Leadership Perspectives: Knowledge into Action. Turnbull James K, Collins J (ed.), Palgrave.
• Butcher D & Clarke M (2008) Smart Management: Using Politics in Organisations. Palgrave, ed. 2nd edition.
• Butcher D & Clarke M (2007) Get Smart, Get Political. In: Organizational Politics, New Insights. Reddy S (ed.), Icfai University Press, p. 166-172.
• Butcher D & Clarke M (2006) The symbiosis of organizational politics and organizational democracy. In: The Handbook of Organisational Politics. Vigoda-Gadot E, Drory A (ed.), Cheltenham: Edward Elgar Publishing, p. 286-300.
• Butcher D & Clarke M (2004) Organizational democracy and organizational politics. In: FT Handbook of Management. Crainer S, Dearlove D (ed.), Pearson, p. 521-530.
• Clarke M, Butcher D & Bailey C (2003) Strategically aligned leadership development. In: Leadership in Organizations: Current Issues and Key Trends. Storey J (ed.), London: Routledge, p. 271-292.
• Butcher D & Clarke M (2001) Smart Management: Using Politics in Organisations. Palgrave, ed. 1st edition.