Dr Andrew Armitage

Senior Lecturer, Leadership and Management

Faculty:Lord Ashcroft International Business School

Department:Leadership and Management Staff - beta version

Location: Chelmsford

Dr Armitage’s area of enterprise include research methods and critical management education. Andrew is looking into the use of Problem Based Learning, and the role of trust in the creative learning process.

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andrew.armitage@anglia.ac.uk

Background

Dr Armitage, is a Fellow of the Higher Education Academy, and lectures in Management Development and Research Methods at Lord Ashcroft International Business School. Andrew is a member of his Faculty’s Research Ethics Panel, and Deputy Chair of the Research Degree Committee.

Andrew regularly publishes in peer-reviewed journals, conferences and is collaborating with colleagues at Aalborg University on the use of Problem Based Learning, and the role of art based methods in the creative learning process.

Research interests

  • Use of art based methods in management education
  • Critical Management Studies
  • High Performance Working

Areas of research supervision

  • Corporate Social Responsibly
  • Higher Education in a Business Context
  • Women in Business

Teaching

  • CIPD HRM in Context
  • Research for Business and Organisations

Qualifications

  • BEng (Hons) Mechanical Engineering, University of Bradford.
  • MSc Production and Design Engineering, Cranfield University
  • MA Education, Open University,
  • EdD, Anglia Ruskin University
  • Grad. Cert Ed. University of Leeds

Memberships, editorial boards

  • Fellow Chartered Quality Institute
  • Fellow Higher Education Academy
  • Member Chartered Management Institute

Selected recent publications

Armitage, A. (2014) Poetry and the Silence of Working Life, Journal of Critical Organizational Studies.

Keeble-Ramsay, D. and Armitage, A. (2014) HRD Challenges when faced by disengaged UK workers, Journal of Workplace Learning, Vol.26, Issue 4.

Armitage, A. (2012) A Methodology of the Imagination, Journal of Administrative Research, Vol, 1, No.1. pp.1-12.

Armitage, A. and Thornton, A. (2012) The Use of Narratives to Reveal the Secret Data of Organisational Life, The Electronic Journal of Business Research Methods Volume 10 Issue 1 2012:1-8.

Armitage, A. (2011) Critical Pedagogy and Learning to Dialogue: Towards Reflexive Practice for Financial Management and Accounting Education, The Journal for Critical Education Policy Studies, Vol. 9, No.2.

Armitage, A. (2011) Learning to Dialogue: Towards a critical pedagogy for public finance and accounting management practice, Journal of Finance and Management in Public Services.

Armitage, A. (2010) From sentimentalism towards a critical HRD pedagogy, Journal of European Industrial Training, Vol.34, No.8/9, pp.735-752.

Armitage, A. and Keeble-Allen, D. (2010) High Performance Working: Closing the Productivity Gap? Implications from the public sector in a post crisis world,Journal of General Management.

Armitage, A. and Keeble-Allen, D. (2010) High Performance Working: What are the perceptions as a new form of employer-worker relationship? International Journal of Employment Studies, Vo17, No1.

Armitage, A. and Keeble-Allen. (2010) Total Quality Management meets Human Resource Management: Perceptions of the shift towards High Performance Working, Journal of Total Quality Management, Vol. 22, 1, pp.5-25.

Armitage, A. (2009) The Re-thinking of University Education, Journal of the World Universities Forum, Vol.2, pp.127-136.

Armitage, A. and Keeble-Allen, D. (2009) High Performance Working – what are the perceptions as a new form of employer-worker relationship? International Journal of Employment Studies, Vol.17, No.1, pp.57-89.

Armitage, A. and Keeble-Allen. (2009) High Performance Working and Wellbeing, The International Journal of Environmental, Cultural, Economic and Social Responsibility, Vol. 5, Issue 6, pp.149-160.

Armitage, A. and Keeble-Allen, D. (2009) Public Service sand Performance Management: The High Performance Working Inventory, Journal of Finance and Management in Public Services, Vol.8, No.7, pp.1-19.