Ian R. Hodgkinson
Ian R. Hodgkinson
Professor of Strategy, Loughborough University
Verified email at lboro.ac.uk - Homepage
Cited by
Cited by
Foreign competition, domestic knowledge base and innovation activities: Evidence from Chinese high-tech industries
X Liu, IR Hodgkinson, FM Chuang
Research policy 43 (2), 414-422, 2014
New development:‘Healing at a distance’—telemedicine and COVID-19
H Leite, IR Hodgkinson, T Gruber
Public Money & Management 40 (6), 483-485, 2020
When public services fail: A research agenda on public service failure
S Van de Walle
Journal of Service Management, 2016
Customer experience driven business model innovation
T Keiningham, L Aksoy, HL Bruce, F Cadet, N Clennell, IR Hodgkinson, ...
Journal of Business Research 116, 431-440, 2020
Strategy development: Driving improvisation in Malaysia
IR Hodgkinson, P Hughes, DA Arshad
Journal of World Business, 2016
Toward a public service management: past, present, and future directions
IR Hodgkinson, C Hannibal, BW Keating, RC Buxton, N Bateman
Journal of service management, 2017
Institutional, ideological and political influences on local government contracting: evidence from England
J ALONSO, R Andrews, IR Hodgkinson
Public Administration, 2016
Explaining the entrepreneurial orientation–performance relationship in emerging economies: The intermediate roles of absorptive capacity and improvisation
P Hughes, IR Hodgkinson, M Hughes, D Arshad
Asia Pacific Journal of Management 35 (4), 1025-1053, 2018
A resource-advantage perspective on the orchestration of ambidexterity
IR Hodgkinson, MN Ravishankar, M Aitken-Fischer
The Service Industries Journal 34 (15), 1234-1252, 2014
What causes imbalance in complex service networks? Evidence from a public health service
K Verleye, E Jaakkola, IR Hodgkinson, GT Jun, G Odekerken-Schröder, ...
Journal of Service Management, 2017
Absorptive capacity and market orientation in public service provision
IR Hodgkinson, P Hughes, M Hughes
Journal of Strategic Marketing 20 (3), 211-229, 2012
Planning to improvise? The role of reasoning in the strategy process: Evidence from Malaysia
P Hughes, IR Hodgkinson, D Arshad, M Hughes, V Leone
Asia Pacific Journal of Management 35 (2), 449-470, 2018
Sport participation: From policy, through facilities, to users’ health, well-being, and social capital
H Kumar, AE Manoli, IR Hodgkinson, P Downward
Sport management review 21 (5), 549-562, 2018
Are generic strategies ‘fit for purpose’ in a public service context?
IR Hodgkinson
Public policy and administration 28 (1), 90-111, 2013
Strategy content and public service provider performance in the UK: an alternative approach
I Hodgkinson, P Hughes
Public Administration 92 (3), 707-726, 2014
Affective commitment within the public sector: antecedents and performance outcomes between ownership types
IR Hodgkinson, P Hughes, Z Radnor, R Glennon
Public Management Review 20 (12), 1872-1895, 2018
Strategy, operations, and profitability: the role of resource orchestration
P Hughes, IR Hodgkinson, K Elliott, M Hughes
International Journal of Operations & Production Management, 2018
A level playing field: social inclusion in public leisure
IR Hodgkinson, P Hughes
International Journal of Public Sector Management, 2012
Does ownership matter for service delivery value? An examination of citizens’ service satisfaction
IR Hodgkinson, P Hughes, M Hughes, R Glennon
Public management review 19 (8), 1206-1220, 2017
Re-examining the deployment of market orientation in the public leisure sector
IR Hodgkinson, P Hughes, M Hughes
Journal of Marketing Management 28 (11-12), 1249-1269, 2012
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