Professor Maxine Robertson

Profile

Professor Maxine Robertson is an Emeritus Professor of Innovation and Organisation in the School of Business Management at Queen Mary University of London, having joined the school in 2007. She has sat on the Queen Mary Ethics of Research Committee. Maxine holds a PhD from the University of Warwick's Business School.

Research

Research Interests:

Maxine's research interests focus primarily on three inter-related areas: networked innovation processes and practices, knowledge work and professional identity. She has explored these domains in a variety of sectors and contexts, notably the biomedical sector (the development of radical therapeutics and the management of clinical trials); the IT sector (gender, expertise and project working); the UK investment banking sector (careers and identity work); the UK legal sector (professional identity in mid-tier firms); expert consulting firms (managing knowledge workers, autonomy and identity).

Maxine is a Trustee and Council Member of the Society for Advanced Management Studies (SAMS). She held membership of Queen Mary’s Ethics of Research Committee and Chaired one of the research ethics sub-boards. Recent funded research projects include an examination of the barriers to women reaching senior management positions in a large IT organization; a 2 year ESRC funded project on the Management of clinical trials and a three year ESRC/EPSRC funded project entitled "The Evolution of Biomedical Knowledge: Interactive Innovation in the UK and US" which developed a multi-level analysis of the factors that both facilitate and constrain the development of biomedical innovations in the UK and US with Professor’s Newell (Sussex), Swan (Warwick) and Bresnen (Manchester). Maxine has supervised a number of PhD studies, the most recent of which was an examination of the role of national and organizational culture in the formation and changes to the psychological contract following repatriation.

Publications

Journal articles:

• Aldossari. M., Robertson, M.and Chaudhry, S. (2022) ‘I didn’t promise, I said inshallah^[1]: Saudi Arabian employees’ perceptions of the importance of implicit promises within the psychological contract’, European Management Review. ^[1] Inshallah is an Arabic phrase that means "if God wills" and is said when one is talking about something that will happen in the future. Practically, it means that I may or may not deliver what I have promised only if God wills it.
• Kirton, G. & Robertson, M. (2018) Sustaining and advancing IT careers: Women’s experiences in a UK-based IT company, Journal Strategic Information Systems. 
• Vick, T. and Robertson, M. (2017) A systematic literature review of UK university- industry collaboration for knowledge transfer: A future research agenda. Science and Public Policy
• Swan, J., Bresnen, M., Newell, S. and Robertson, M. (2017) The object of knowledge: The role of objects in biomedical innovation, published in Knowledge and knowing in the study of organization: From commodity to communication, virtual special issue Human Relations
• Kirton, G., Robertson, M. and Avdelidou‐Fischer, N., (2016). Valuing and value in diversity: the policy‐implementation gap in an IT firm. Human Resource Management Journal 
• Aldossary, M. & Robertson, M. (2016) Repatriation and the Psychological Contract: A Saudi Arabian Comparative Study. The International Journal of Human Resource Management
• Aldossary, M. & Robertson, M. (2015) The role of wasta in repatriates’ perceptions of a breach to the psychological contract: A Saudi Arabian Case Study. International Journal of Human Resource Management.
• Scarbrough, H., Robertson, M. & Swan, J. (2015) Diffusion in the face of failure: the evolution of a management innovation, British Journal of Management.
• Robertson, M. and Alvesson, M. (2015) Money Matters: Teflonic Identity Manoeuvring in the Investment Banking Sector. Organization Studies.
• Robertson, M. (2014) The case for ethics review in the social sciences: Drawing from practice at Queen Mary University of London, Research Ethics.
• Swan, J., Bresnen, M., Robertson, M., Newell, S. & Dopson, S. (2010) When policy meets practice: Colliding logics and the challenge of Mode ‘2’ initiatives in the translation of academic knowledge, Organization Studies.31, 1311-1340.
• Oswick, C. and Robertson, M. (2009) Boundary Objects Reconsidered: From Bridges and Anchors to Barricades and Mazes, Journal of Change Management, Vol. 9, No. 2, pp. 179-193.
• Swan, J. Bresnen, M., Robertson, M., & Newell, S. (2007) The Object of Knowledge: The Role of Objects in Biomedical Innovation, Human Relations.60, 1089-1837.
• Swan, J., Robertson, M., Goussevskaia, A., Newell, S., Bresnen, M. (2007) The role of institutional differences in biomedical innovation processes: a comparison of the UK and US. International Journal of Health Technology and Management, 8,3 , 333-369
• Scarbrough, H. , Robertson, M. Nicolini, D. Swan, J. (2007) Organizational learning, knowledge and capabilities. Management Learning, 38,3, 259-264.
• Robertson, M. (2007) Translating breakthroughs in genetics into biomedical innovation: The case of UK Genetic Knowledge Parks, Technology Analysis & Strategic Management Journal
• Swan, J., Robertson, M., Goussevskaia, A., Newell, S.,Bresnen, M., & Obembe, A. (2007) Modes of organizing biomedical innovation in the UK and US and the role of integrative and relational capabilities, Research Policy. 36, 4, 529-576
• Alvesson, M., and Robertson, M. (2006) The brightest and the best: The role of elite identity in knowledge intensive companies. Organization, 13,2, 195-224.
• Scarbrough, H., Robertson, M., Swan, J. (2005) Professional media and management fashion: The case of knowledge management, Scandinavian Journal of Management, 21,2, 197-208.
• Oswick, C., Robertson, M. and Jones, P. (2005) From Brands to Personal Branding: The Manufacture of Faux Management Identities, Tamara: Journal of Critical Postmodern Organizational Science, Vol. 5, No. 5, pp. 1-14.
• Robertson, M. and Swan, J. (2004) Going Public: The emergence and effects of soft bureaucracy in a knowledge intensive firm. Organization, 11,1, 123-148.
• Pittaway, L., Robertson, M., Munir, K., Denyer, D. & Neely, A. (2004) Networking and innovation: A systematic review of the evidence, International Journal of Management Reviews, Vol. 5 / 6,. 3 / 4, 137-169.
• Robertson, M. and Swan, J. (2003). “Control- what control?” Culture and ambiguity within a knowledge intensive firm, Journal of Management Studies, 40,4, 831-858.
• Robertson, M., Scarbrough, H. and Swan, J. (2003) Knowledge creation in professional service firms: Institutional effects. Organization Studies,24,6,831-858.
• Robertson, M., Sorensen, C. and Swan, J.  (2002). Survival of the Leanest: Intensive Knowledge Work and Groupware Adaptation, Information Technology & People, 14, 4, 334-353.
• Swan, J., Scarbrough, H. and Robertson, M. (2002). The construction of ‘communities of practice’ in the management of innovation. Management Learning, 33,4, 479-496.
• Newell, S., Robertson, M. and Swan, J. (2001). Management Fads and Fashions, Organization, 8, 1, 5-15.
• Swan, J., Robertson, M. & Bresnen, M. (2001). Knowledge Management and the colonization of knowledge, The Electronic Journal of Radical Organization Theory,7,2,
• Evans, C. Hammersley, G. and Robertson, M. (2001). Assessing the role and efficacy of communication strategies in times of crisis, Journal of European Industrial Training,25: 6/7, 297-309.
• Robertson, M. and Hammersley, G. (2000). Knowledge Management practices within a knowledge-intensive firm: The significance of the people management dimension, Journal of European Industrial Training, 24:2/3/4, 241-253.
• Robertson, M., Newell, S., Swan, J., Mathiassen, L. and Bjerknes, G. (2000). The issue of gender within computing: Reflections from the UK and Scandinavia, Information Systems Journal, 11, 111-126.
• Newell, S., Swan, J. and Robertson, M. (1999). A cross national comparison of the adoption of BPR: fashion setting networks. Journal of Strategic Information Systems, 7, 299-317.
• Swan, J., Newell. S. and Robertson, M. (1999). National Differences in the diffusion and design of technological innovation: The role of inter-organisational networks. Special Issue of the British Journal of Management, 10, S45-S61.
• Swan, J., Newell, S. and Robertson, M. (1999). The diffusion, design and social shaping of production management information systems in Europe. Special Issue on Diffusion, Transfer and Adoption of Information Technology in Information Technology and People,13, 1, 27-45.
• Swan, J., Newell, S. and Robertson, M. (1999).The illusion of best practice in information systems for operations management. European Journal of Information Systems,8, 284-293.
• Swan, J., Newell, S. and Robertson, M. (1999). Central agencies in the diffusion and design of technology: A comparison of the UK and Sweden. Organization Studies, 20, 6, 905-932.
• Robertson, M. and Swan, J. (1998). Universal Consultancy: A case study of modes of knowledge, power and egos. Organization, 5,4, 543-564.
• Bresnen, M., Dale, K., Newell, S., Robertson, M. and Swan, J. (1998). Modes of organizing, power/knowledge shifts and the case of a conference’. Organization, 5, 4, 451-460.
• Robertson, M., Swan, J. and Newell, S. (1997).  The spread of technologies to support operations management, The Journal of the Institute of Operations Management, 23, 2, 24-27.
• Robertson, M. (1996). Networks and the diffusion of MRPII, Integrated Manufacturing Systems, 7, 1, 35-49.
• Robertson, M., Swan, J. and Newell, S. (1996). The role of networks in the diffusion of technological innovation, Journal of Management Studies,33,3, 333-360.
• Swan, J., Newell, S. and Robertson, M. (1995). The diffusion of knowledge and the role of cognition’s in technology design, Management Research News, 18,10/11 , 30-41.
• Swan, J., Bresnen, M., Robertson, M., Newell, S. & Dopson, S. (Forthcoming 2010) When policy meets practice: Colliding logics and the challenge of Mode ‘2’ initiatives in the translation of academic knowledge, Organization Studies.
• Oswick, C. and Robertson, M. (2009) Boundary Objects Reconsidered: From Bridges and Anchors to Barricades and Mazes, Journal of Change Management, Vol. 9, No. 2, pp. 179-193
• Robertson, M. and Oswick, C. (2010) “Interorganizational relationships: Noble Biotech” in R. Daft, J. Murphy and H. Willmott (eds), Organizational Theory and Design, European Edition, Cengage Learning, Hampshire
• Swan, J., Robertson, M., and Evans, S. (2009) “Managing clinical research in the UK”. ISBN: 978-0-902683-97-6   available at http://www2.warwick.ac.uk/fac/soc/wbs/research/ikon/research/clinicaltrials
• Swan, J. and Robertson, M. (2009) “Knowledge”, in Hancock, P. and A. Spicer (eds), Understanding Corporate Life, Oxford university Press, Oxford.
• Oswick, C. and Robertson, M. (2009) “Communicating Knowledge: Boundary Objects as Texts”, in R. A. Oglesby, and M. G. Adams (eds), The Business Research Yearbook: Global Business Perspectives, Vol. XVI, No. 2, IABD Press.

Chapters in books:

• Alvesson, M. & Robertson, M. (2016) Organizational identity: A critique, in The Oxford Handbook of Organizational Identity, B. Ashforth, M.Pratt, D. Ravasi & M.Schultz (eds). Oxford University Press.
• Robertson, M. & Swan, J. (2016) Mobilizing knowledge in the ecology of healthcare, in Mobilizing Knowledge in Healthcare: Challenges for Management and Organization, J.Swan, D. Nicolini & S. Newell (eds). Oxford University Press.
• Swan, J., Robertson, M. & Newell, S. (2016) Dynamic in-capabilities: The paradox of routines in the ecology of complex innovations, in Perspectives on Process Organization Studies 6th Volume,  J. Howard-Grenville, C.Rerup, A. Langley & H. Tsoukas (eds). Oxford University Press.
• Swan, J., Bresnen, M., Robertson, M., & Newell, S. (2010) “The Object of Knowledge: The Role of Objects in Biomedical Innovation” in M.Kitchener and G. Currie (eds), Organizing Health Services, Sage, London.
• Robertson, M. and Oswick, C. (2010) “Interorganizational relationships: Noble Biotech” in R. Daft, J. Murphy and H. Willmott (eds), Organizational Theory and Design, European Edition, Cengage Learning, Hampshire
• Swan, J. and Robertson, M. (2009) “Knowledge”, in Hancock, P. and A. Spicer (eds), Understanding Corporate Life, Oxford university Press, Oxford.
• Oswick, C. and Robertson, M. (2009) “Communicating Knowledge: Boundary Objects as Texts”, in R. A. Oglesby, and M. G. Adams (eds), The Business Research Yearbook: Global Business Perspectives, Vol. XVI, No. 2, IABD Press.
• Swan, J., Newell, S., Bresnen, M., Robertson, M.,Goussevskaia, A., & Obembe, A. (2008) “Organizing biomedical innovation in the UK and US”, in H. Scarbrough (ed), Evolution of Business Knowledge, Oxford University Press, Oxford.
• Robertson, M and Oswick, C. (2008) “Reframing Boundary Objects: Of Intertextuality, Recontextualization and Formalization”, in T. Keenoy, C. Oswick, I. Sabelis and S. Ybema (eds), Organizational Discourse: Translations, Transformations and Transgressions, KMC Press, London
• Oswick, C. and Robertson, M.  (2007) Being Yourself by Being Someone Else: Personal Branding and Identity, in N. Beech, A. Linstead and D. Sims (eds), Researching Identity: Concepts and Methods, Palgrave, London
• Newell, S., Robertson, M. & Swan, J. (2005) Interactive innovation processes and the problems of managing knowledge in B. Renzl, K. Matzler and H.Hinterhuber (eds),The Future of Knowledge Management, Palgrave
• Robertson, M. and Oswick, C. (2004) “Analyzing the Evolution of Knowledge Management: Theory and Practice”, in M. Boumedine and S. Ranka (eds), Knowledge Sharing and Collaborative Engineering, ACTA Press, Anaheim, CA: USA, pp. 144-149.
• Swan, J., Scarbrough, H. and Robertson, M. (2003). Linking knowledge, networking and Innovation processes: A conceptual model, in L. V. Shavinista (Ed), International Handbook on Innovation, Elsevier Science.
• Swan, J., Robertson, M. and Newell, S. (2002). Knowledge Management: the human factor, in S. Barnes (Ed), Knowledge Management Systems: Theory and Practice, Thomson Learning: Oxford.
• Robertson, M. (1999). Expert Consulting: A case of managed autonomy, In Issues in People Management: Case studies in knowledge management, IPD: London
• Newell, S., Swan, J. and Robertson, M. (1998). Inter-organisational networks and the diffusion of information technology: developing a framework, T.J. Larson (Ed), Information systems and Technology Innovation Diffusion, Idea Publishing group.
• Newell, S., Robertson, M. and Swan, J. (1997). Professional Associations as ‘Brokers’, Facilitating Networking and the Diffusion of New Ideas: Advantages and Disadvantages, J. L. Alvarez (Ed),In The Diffusion and Consumption of Business Knowledge, MOT Research Publications.
• Newell, S., Swan, J. and Robertson, M. (1997). Inter-organisational networks for innovation in logistics, in McMaster, T, Mumford, E, Burton Swanson, E, Warboys, B & Wastell, D (Eds), Facilitating Technology Transfer through partnership learning from practice and research IFIP,Chapman Hall.
• Robertson, M.,Swan, J. and Newell, S. (1996). Interorganizational networks and the diffusion process :the case of networks not working, in Kautz, K., & Pries-Heje, J. (Eds), Diffusion and addoption of Information Technology, IFIP, Chapman Hall.
• Newell, S., Swan, J. and Robertson, M. ( 1996). The Role of Professional Associations in Operations Management. R. Fincham (Ed), In New Relations in the Organized Professions: Managers, Professionals and Knowledge Workers, Avebury Press.

Other publications:

• Swan, J., Robertson, M., and Evans, S. (2009) “Managing clinical research in the UK”. ISBN: 978-0-902683-97-6.
• Robertson, M. and Will, C. (2009) “A qualitative evaluation of the HiLo study”. Tower Hamlets PCT Internal Report.
• Pittaway, L., Robertson, M., Denyer, D., Munir, K. and Neely, A. (2004). i-works: How high value innovation networks can boost UK productivity, published by AIM, July .
• Pittaway, L., Robertson, M., Munir, K., Denyer, D. & Neely, A. (2004). Networking and Innovation in the UK: A systematic review of the evidence, Advanced Institute of Management (AIM) Research, ISBN 0-9546885-3-8
• Galliers, R., Swan, J., Newell, S. and Robertson, M. (1996). The Information Challenge. Second paper in the Hot Topic Series published by Warwick Business School.

Research in progress:

• Robertson, M. & Alvesson, M. Money matters: Teflonic identity manoeuvring in the investment banking sector, Organization Studies (3^rd revision)
• Robertson, M. & Kirton, G. Caught in the middle: The dynamic interplay between structural and cultural conditions preventing women’s progression to senior roles in an IT firm, Human Relations (1^st revision)
• Aldossary, M. & Robertson, M. The role of Wasta in repatriate’s perception of a breach to the psychological contract: A Saudi Arabian Case Study, International Journal of Human Resource Management (1^st revision)
• Bresnen, M., Swan, J., Robertson, M. & Newell, S. "Hanging around in patent place? Temporary organisation in biotechnology and the impact of scientific and commercial logics, Organization Studies (1^st review)

Supervision

Current Doctoral Students

1st Supervisor 

Duncan Reynolds: The role of (dis)trusting in clinical trials: A practice-based approach.