Dr Svenja Tams
MSc (Brussels),MSc (LSE), PhD (London Business School)
Director of Studies MSc Advanced Management Practice, Lecturer (Assistant Professor) Organization Studies
Affiliated Research Centre:
Key Research Interests:
Learning, Leadership, Social Change, Careers
My research is concerned with two themes. One stream examines individuals’ construction of agency and learning as socially, institutionally and biographically situated. A second stream studies learning across organizational boundaries – such as in learning communities and collaborative innovation. Under this theme, I analyse the practices, discourses and power issues in engaging diverse groups in developing responses to sustainability and social challenges. For example, I lead a Knowledge Exchange Project with Wessex Water, adopting a collaborative innovation approach to explore how to engage customers, communities and other stakeholders in sustainable water consumption and resilience.
Career History. I started my career during the early days of the dot.com era as a Marketing Manager with AT&T Europe, Middle East and Africa. I have subsequently designed technology-oriented management development programmes at Management Centre Europe, conducted organizational change and HRM consulting with Accenture. I was previously a Research Assistant at London Business School and have taught at the London School of Economics.
Teaching. My teaching on the Bath MBA, MSc in Advanced Management Practice, and executive programmes focuses on leadership, organizations, and careers.
Consulting. I have worked with organizations from diverse sectors, spanning automotive, cultural, energy, engineering, consumer goods, finance, public health, water, and non-profit sectors. One key theme in my executive development work is on how individual managers can be more effective in complex leadership contexts. Increasingly, this work also addresses how organizations can enable change and innovation across boundaries, often engaging diverse groups in developing responses to sustainability and social challenges.
I currently co-supervise doctoral research on the construction of speed in project teams (D Nedjati-Gilani), and identity in organizational learning (H Mujib). I welcome proposals from applicants who would like to study organizational responses to sustainability and social/societal challenges by focusing on the social construction of leadership, institutional work, careers, learning communities and/or collaborative innovation.
Jump to:Leading Refereed Journals Papers | Other Outputs
Leading Refereed Journal Papers
Tams, S. & Marshall, J. 2011. Responsible careers: Systemic reflexivity in shifting landscapes. Human Relations, 64(1): 109–131, DOI: 10.1177/0018726710384292.
Tams, S. & Arthur, M. B. 2010. New directions for boundaryless career: Agency and interdependence in a changing world. Journal of Organizational Behavior, 31(5): 629-646, DOI: 10.1002/job.712.
Tams, S. 2008. Constructing self-efficacy at work: a person-centered approach. Personnel Review, 37(2): 165-183, DOI: 10.1108/00483480810850524.
Tams, S. 2008. Self-directed social learning: the role of individual differences. Journal of Management Development, 27(2): 196-213, DOI: 10.1108/02621710810849335.
Tams, S. & Arthur, M. B. 2007. Studying careers across cultures: distinguishing international, cross-cultural, and globalization perspectives. Career Development International, 12(1): 86-98, DOI: 10.1108/13620430710724848.
Caprar, D. V., Gao, J., Haezendonck, E., Pinkse, J. & Tams, S. 2010. Academic theory. In D. De Lange (Eds.), Research Companion to Green International Management Studies. Edward-Elgar.
Tams, S., & Arthur, M. B. 2006. The boundaryless career. In J. H. Greenhouse, & G. A. Callanan (Eds.), Encyclopedia of Career Development: 1: 44-49. ThousandOaks, CA: Sage.
Audia, P. G., & Tams, S. 2002. Goal setting, performance appraisal and feedback across cultures. In M. J. Gannon, & K. L. Newman (Eds.), Handbook of Cross-Cultural Management: 143-154. Oxford: Blackwell.