Com. Eng, Bsc, PhD
Professor
- About
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- Email Address
- ignacio.canales@abdn.ac.uk
- Telephone Number
- +44 (0)1224 273236
- School/Department
- Business School
Biography
Professor J. Ignacio Canales is the chair in Strategic Management at the Business School of the University of Aberdeen. Previously he held posts at the University of Glasgow as Professor, Reader and Senior Lecturer in Strategy; and at the University of St Andrews as Lecturer in Management. His academic publications have appeared in the Academy of Management Review, Journal of Management Studies, Long Range Planning and the British Journal of Management.
Prof. Canales is the departmental research director for Business and Management and as such he sits in the Research Committee. He also serves as director of the MA in International Business and acts as an Academic Line Manager. He has previously been Head of Business and Management, and in other institutions director of MBA Programmes, AMBA accreditation champion, Convener of the Ethics Committee and International Exchange Officer. Before academia Prof. Canales was CFO in several firms.
Editorial board member
Journal of Management
Journal of Management Studies
Long Range Planning
Watch the video describing My Research
Listen my latest podcast The end of strategy
Listen my podcast series during the pandemic Escaping Lockdown
Qualifications
- PhD Management2004 - IESE Business School - U. de Navarra
- BSc Ingeniero Comercial (Business and Management)1992 - PUC Chile
- BSc Bachelor in Business and Management1992 - PUC Chile
- PhD Business and Management (Revalidated PhD)2004 - Universidade de Brasilia 2017
- Fellow Higher Education Academy2018 - Higher Education Academy PR162537.
Prizes and Awards
SMS Best Paper nomination “Joining the Dots: Inclusion, Transparency and Open Strategizing” nominated for the SMS London Research Methods Paper Prize 2020.
PhD Dissertation Committee of Strategic Management Society 2012-2014
Research Committee of the Business, Policy and Strategy Division (BPS) of the Academy of Management (AOM) 2012-2014
Outstanding Reviewer Award, granted by the Business Policy and Strategy division of the Academy of Management, Anaheim, 2008
Outstanding Reviewer Award, granted by the Business Policy and Strategy division of the Academy of Management, Honolulu, 2005
Outstanding Reviewer Award, granted by the Business Policy and Strategy division of the Academy of Management, Seattle, 2003
Awarded best PhD student paper as the Booz Allen Hamilton Fellowship, Strategic Management Society, Baltimore, Nov. 2003.
Awarded the IESE Business School fellowship from 1999 to 2003.
Invited to participate in the Business Policy and Strategy division Doctoral Consortium, AOM, Denver, 2002
Leadership of the Strategic Management Society (SMS)
- Elected Program Chair of the Strategy Practice Interest Group 2023 -2024
- Elected Associate Program Chair of the Strategy Practice Interest Group 2022-2023
- Elected Chair of the Strategy Process Interest Group 2017-2018
- Elected Program Chair of the Strategy Process Interest Group 2016 -2017
- Elected Associate Program Chair of the Strategy Process Interest Group 2015-2016.
- Elected Representative at large of the Strategy Process Interest Group. 2011-2013
- Appointed to Best PhD Dissertation Panel 2012-2014
- Research
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Research Overview
My research interest is Strategic Management from a Strategy Process perspective and within it I am interested on the Strategy making Process. I have worked in Strategy Process including Leadership, Subsidiary Strategy, Evolution of organizations, Actors in Strategy and lastly with PhD students in Mergers and Acquisitions as well as Energy transition.
My research focuses in the relationship and interaction between asymmetric organizational players when they formulate and implement strategy.
I profess that organizations can be managed by strategy because in its genesis lies the capacity to bring organizational players together in coordination to internalize strategy and encourage subsequent action.
I am happy to consider potential PhD students on all strategic management areas but specially in the broad theme of the social phenomena that underpins implementation of Strategy
PhD Supervision
PhD finalized passed with minor corrections.
Dr. Javier Yáñez-Arenas: Thesis title: Service Innovation, Supply Chain Management, Strategy
 2013. Co-supervisor: Prof. Robert Paton
Dr Haitham Jafar. Thesis title: Middle Managers Connectivity in Strategy making, 2016. Co-supervisor: Prof. Robert Paton
Dr Yameng Zhang. Thesis title: Too Comfortable in the Saddle ? CEO Tenure, Board Attributions of Poor Performance and CEO Dismissal, 2017. Co-supervisor: Prof Trevor Buck and Dr Stephan von Delft.
Dr Abdulaziz A. Alturiqui. Exploring the Relationship between the Components of Transformational Leadership and the Satisfaction of the Followers' Basic Psychological Needs in the Public Sector, 2019. Co-supervisor: Prof Iain Docherty.
Dr Agostinho Abrunhosa. Business Models of Business Schools. 2023. Co-supervised with Prof Anna Morgan-Thomas
Research Areas
Accepting PhDs
I am currently accepting PhDs in Management.
Please get in touch if you would like to discuss your research ideas further.
Research Specialisms
- Business and Management
- Social Theory
- Strategic Management
- Evolution
Our research specialisms are based on the Higher Education Classification of Subjects (HECoS) which is HESA open data, published under the Creative Commons Attribution 4.0 International licence.
Knowledge Exchange
Blog:
Times they are a-chainging... or so it seems
Toys R'...there's an app for that
Visit My Podcast series on Escaping Lockdown
Escaping Lockdown
Popular Press and Managerial Publications.
· CGTN News 29.08.2019. China Central Television interviewed for a feature on the origin of Unicorn firms.
· STV News 29.05.2019. Interviewed by Business News on the Strategy of First Group.
· The Herald. HeraldScotland.com. The Herald Business Magazine P4. 14.04.2016. Strategy in the Middle Ground.
· IESE Insight .2016. Beyond the Task, with Carlos Garcia-Pont.
Supervision
My current supervision areas are: Management.
· Angel Patricio González Prado. MNC strategy
· Agostinho Abrunhosa. Business Models of Business Schools
- Teaching
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Teaching Responsibilities
MS4536 Business Strategy
IN4001 Contemporary Issues in International Business I
IN 4502 Contemporary Issues in International Business II
MA in International Business and MBus Programme Director
Non-course Teaching Responsibilities
Teaching Philosophy.
Students are not consumers and it is wrong to consider them as such. Please read thsi extract from Michel Serres
If you have a loaf of bread and I have a coin, and I buy the bread from you, I will have a loaf of bread and you will have the coin, and you will see a balance in that exchange, that is, A has a coin and B has bread, and conversely, B has the bread and A has the coin. So this is a perfect balance.But if you have a sonnet by Verlaine, or the theorem by Pythagoras, and I have nothing, and you show them to me, at the end of that exchange I will have the sonnet and the theorem, but you will have kept them.In the first case, there is balance. That's commerce. In the second, there is growth. That's culture. Michel Serres
If you are a student in one of my courses take a minute to read my teching philosophy below:
My teaching philosophy for years has been to enable learning by encouraging a student led teaching for Strategy and Entrepreneurship. If you attend one of my courses you will get involved rather than being passive. The payout is that you will genuinely learn startegy for a lifetime.
The following quotes illustrate this.
Tell me and I will forget, teach me and I will remeber but involve me and I will learn
wrongly attributed to Benjamin Franklin
...or this one
Not having heard of it is not as good as having heard of it. Having heard of it is not as good as having seen it. Having seen it is not as good as knowing it. Knowing it is not as good as putting it into practice. Learning arrives at putting it into practice and then stops.
Original quote found “Xunzi: The Complete Text”
For more details visit https://quoteinvestigator.com/2019/02/27/tell/
- Publications
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Page 1 of 1 Results 1 to 22 of 22
Attention Focus and Attention Framework: A Configuration Perspective of Attention to Innovation
British Journal of Management, vol. 35, no. 2, pp. 914-931Contributions to Journals: ArticlesDual strategy process in open strategizing
Long Range Planning, vol. 55, no. 6, pp. 102-117Contributions to Journals: ArticlesKeep the Candle Lit: A case study of Candle Shack
The Case Centre (Text). 12 pages.Other Contributions: Other ContributionsNever the Twain Shall Meet? Knowledge strategies for digitalization in healthcare
Technological Forecasting and Social Change, vol. 170, 120923Contributions to Journals: ArticlesState ownership and innovation: the relative merits of local and central state judged by innovation performance
International Journal of Innovation Management, vol. 25, no. 3, 2150026Contributions to Journals: ArticlesNoncognitive microfoundations: understanding dynamic capabilities as idiosyncratically refined sensitivities and predispositions
Academy of Management Review, vol. 45, no. 2, pp. 280-303Contributions to Journals: ArticlesMaterial Conflict: MOOCs and Institutional Logics in Business Education
Materiality in Institutions: Spaces, Embodiment and Technology in Management and Organization. de Vaujany, F., Adrot, A., Boxenbaum, E., Leca, B. (eds.). Springer, pp. 255-279, 75 pagesChapters in Books, Reports and Conference Proceedings: Chapters- [ONLINE] DOI: https://doi.org/10.1007/978-3-319-97472-9
- [ONLINE] View publication in Mendeley
Too Comfortable in the Saddle? The Effect of CEO Tenure on Board Attributions of Poor Performance
Academy of Management Proceedings, vol. 2017, no. 1Contributions to Journals: Articles- [ONLINE] DOI: https://doi.org/10.5465/AMBPP.2017.11912abstract
Encouraging emergence of cross-business strategic initiatives
European Management Journal, vol. 35, no. 3, pp. 300-313Contributions to Journals: ArticlesDelegate responsibilities and go beyond the task: motivating yourself & your team
IESE Insight, vol. 29, pp. 15-22Contributions to Journals: Articles- [ONLINE] DOI: https://doi.org/10.15581/002.ART-2846
Sources of Selection in Strategy Making
Journal of Management Studies, vol. 52, no. 1, pp. 1-31Contributions to Journals: Articles- [ONLINE] DOI: https://doi.org/10.1111/joms.12101
- [OPEN ACCESS] http://aura.abdn.ac.uk/bitstream/2164/9369/1/96048_1_.pdf
Constructing interlocking rationales in top-driven strategic renewal
British Journal of Management, vol. 24, no. 4, pp. 498-514Contributions to Journals: Articles- [ONLINE] DOI: https://doi.org/10.1111/j.1467-8551.2012.00821.x
Entrepreneurial orientation and the threat of imitation: the influence of upstream and downstream capabilities
European Management Journal, vol. 31, no. 3, pp. 263-277Contributions to Journals: Articles- [ONLINE] DOI: https://doi.org/10.1016/j.emj.2012.11.006
A new approach to the concept of knowledge strategy
Journal of Knowledge Management, vol. 16, no. 1, pp. 22-44Contributions to Journals: Articles- [ONLINE] DOI: https://doi.org/10.1108/13673271211198927
Case Study: design and development of strategy processes at RACC
Exploring Strategy: Text and cases. Johnson, G., Whittingotn, R., Scholes, K. (eds.). Cambridge: Pearson Education pp. 738-741, 4 pages.Chapters in Books, Reports and Conference Proceedings: Other ContributionsManagerial interplay: linking intent to realized strategy
Handbook of Research on Strategy Process. Mazzola, P., Kellermanns, F. (eds.). Edward Elgar Publishing.Chapters in Books, Reports and Conference Proceedings: Other ContributionsManagerial interplay: linking intent to realized strategy
Academy of Management Proceedings, vol. 2009, no. 1 (Suppl.), pp. 1-6Contributions to Journals: Articles- [ONLINE] DOI: https://doi.org/10.5465/AMBPP.2009.44270115
Subsidiary Strategy: The Embeddedness Component
Journal of Management Studies, vol. 46, no. 2, pp. 182-214Contributions to Journals: Articles- [ONLINE] DOI: https://doi.org/10.1111/j.1467-6486.2008.00797.x
Can strategic planning make strategy more relevant and build commitment over time? The case of RACC
Long Range Planning, vol. 41, no. 3, pp. 273-290Contributions to Journals: Articles- [ONLINE] DOI: https://doi.org/10.1016/j.lrp.2008.02.009
Case study: RACC's turning point
Exploring Corporate Strategy. Johnson, G., Scholes, K., Whittington, R. (eds.). Pearson Education pp. 866-868, 3 pages.Chapters in Books, Reports and Conference Proceedings: Other ContributionsSequence of thinking and acting in strategy-making
Advances in Strategic Management, vol. 22, pp. 93-116Contributions to Journals: Articles- [ONLINE] http://eprints.gla.ac.uk/49741/
- [ONLINE] DOI: https://doi.org/10.1016/S0742-3322(05)22004-1
Strategy formation effects on managerial action
Innovating Strategy Process. Floyd, S., Roos, J., Jacobs, C., Kellermanns, F. (eds.). Malden, MA, USA: Blackwell pp. 33-46, 14 pages.Chapters in Books, Reports and Conference Proceedings: Other Contributions