Professor Veronica Hope-Hailey
Job Title: Chair in Management Studies,
Head of Strategic and International Management Group
Key research interests: Strategic Change, HR Strategy, Trust and Trust Repair, Employee Engagement, the Employment Relationship.
Veronica’s research focuses on the link between Business Strategy, HR Strategy and Change Management. She is particularly interested in the link between organisational change and individual transition. She teaches and consults on an international basis.
Veronica specialises in working with large, mature organisations in collaborative research partnerships with particular interest in exploring the challenges of corporate renewal and people transformation. Her most recent work has focused on the Repair of Trust in following the financial crisis culminating in a report for the CIPD “Where has all the trust gone?” based on research within 14 organisations including the John Lewis Partnership, GKN, Norton Rose, HMRC and a banking group. It was published in March 2012. Before that Veronica was funded by SHRM in the USA to conduct a study comparing Employee Engagement and Performance Management in the UK, India and China and The Netherlands. She has just commenced a new project with the CIPD looking at Innovation and HRM.
In the 1990s she worked with Lynda Gratton on the Leading Edge Forum at LBS after which Veronica went on to found and direct the Change Management Consortium (CMC) which ran from 2002 until 2008. Members of the CMC included GSK, Ernst and Young, GKN, MOD, Kraft etc.
Veronica is a member of the UK Government’s Task Force on Employee Engagement. Veronica’s previous appointments include Associate Dean and Professor of HRM at Cass Business School, Professor of HRM at Cranfield School of Management and also a Fellowship at the University of Cambridge. Her publications includeStrategic Human Resource Management with Lynda Gratton and Exploring Strategic Change with Julia Balogun which goes into 4th edition in 2013.
Veronica is married with five daughters.
Recent Publications 2001 to date
Balogun J & Hope-Hailey V (2008) Exploring Strategic Change 3rd Edition. Prentice Hall
Balogun J & Hope-Hailey V (2003) Exploring Strategic Change 2nd Edition. Prentice Hall
Hope-Hailey V (2000) Strategic Human Resource Management: Corporate Rhetoric and Human Reality. Oxford: Oxford University Press
Building a Trust Fund People Management October 2011
Developing context sensitive change Public Sector Executive 2009
The three levels of developing a change capability People Management February 2009
Culture of human resource management Quality Management May 1999
Transforming your Organisation through People Management Focus 1998
Transforming your Organisation Credit Control 8(19) 1998
The Role of the HR function Management Quarterly January 1999
Introduction to People Management Management Quarterly October 1998
Kelliher C, Clarke C, Hope-Hailey V & Farndale E (2012) Going global, feeling small: an examination of managers' reactions to global restructuring in a multinational organisation. International Journal of HRM 23(11):2163-2179. DOI:10.1080/09585192.2011.610936
Farndale E, Kelliher C & Hope-Hailey V (2011) High commitment performance management: the role of organisational justice and trust. Personnel Review 40(1):5-23. DOI:10.1108/00483481111095492
Farndale E, van Ruiten J & Hope-Hailey V (2010) The influence of employee voice on organisational commitment in times of organisational change; an exchange perspective. Human Resource Management
Farndale E & Hope-Hailey V (2010) Personnel Departmental Power: realities fom the UK Higher Education sector. Management Review 20(4):392-412
Brown A, Moore C & Hope-Hailey V (2009) Discourse and Identity: discipline and resistance in the making of work identities. Human Relations
Hope-Hailey V (2007) Being real or being someone else? Managers, Change and Emotion Work European Management Journal 25(2):92-103
Balogun J, Willmott H, Gleadle P & Hope-Hailey V (2005) Managing change across boundaries: boundary shaking practices. British Journal of Management 16(4):261-278. DOI:10.1111/j.1467-8551.2005.00463.x
Hope-Hailey V, Farndale E & Truss C (2005) HRM and firm performance: the role of the HR department Human Resource Management Journal 15(3):49-66. DOI:10.1111/j.1748-8583.2005.tb00153.x
Kelliher C, Truss C & Hope-Hailey V (2004) Disappearing between the cracks: HRM in permeable organisations. Management Review 15(3):305-323.
Hope-Hailey V & Balogun J (2002) Devising Context Sensitive Approaches to Change: The example of Glaxo Wellcome Long Range Planning 35:153-178 DOI:10.1016/S0024-6301(2)00035-3
Truss C, Gratton L & Hope-Hailey V (2002) Paying the piper: choioce and constraint in changing HR roles. Human Resource Management Journal 12(2):39-63 DOI:10.1111/j.1748-8583.2002.tb00063.x
Hope-Hailey V (2001) Breaking the mould? Innovation as a strategy for Corporate Renewal. International Journal of Human Resource Management. 12(7): 1126-1140 DOI:10.1080/09585190110068340
Gratton L & Hope-Hailey V (1999) Delivering Short Term and Long Term Business Strategy Through People. Human Resource Management
McGovern P, Stiles P & Hope-Hailey V (1998) The Managerial Career after Downsizing. Work, Employment and Society 12(3):457-477 DOI:10.1177/0950017098123003
Truss K, Gratton L, Hope-Hailey V, McGovern P & Stiles P. (1997) Soft and Hard Models of Human Resource Management: A Reappraisal. Journal of Management Studies 34(1):53-73. DOI:10.1111/1467-6486.00042
Stiles P, Gratton L, Hope-Hailey V, McGovern P & Truss K (1997) Performance Management and the Psychological Contract. Human Resource Management Journal 7(1):57-66 DOI:10.1111/j.1748-8583.1997.tb00274.x
Hope-Hailey V, Gratton L, McGovern P, Stiles P & Truss C (1997) The Chameleon Function? HRM in the 90's Human Resource Management Journal 7(3):5-18. DOI:10.1111/j.1748-8583.1997.tb00421.x
McGovern P, Gratton L, Hope-Hailey V, Stiles P & Truss K (1997) Human Resource Management on the Line? Human Resource Management Journal 7(4):12-29 DOI:10.1111/j.1748-8583.1997.tb00286.x
Hope-Hailey V & Hendry J (1995) Corporate Cultural Change: Is it relevant for Organisations in the 1990's? Human Resource Management Journal 5(4):61-73 DOI:10.1111/j.1748-8583.1995.tb00383.x
Hope-Hailey V & Hendry J (1994) Cultural Change and Competitive Performance European Management Journal 12(4):401-406 DOI:10.1016/0263-2373(94)90026-4
Hope-Hailey V (1990) Our most valuabgle asset is people: practising a popular philosophy in a Life Assurance Company. Personnel Review 19(5):14-23. DOI:10.1108/EUM0000000000778
Hope-Hailey V, Knights D & Willmott H (1988) The Ambivalence of Personnel: The Challenge of Change Personnel Review 17(1):32-37 DOI:10.1108/eb055583
Kelliher, C. ,Hope Hailey, V., Farndale, V. (2013) Employee Engagement in Multi National Organisations in Employee Engagement in Theory and Practice edited by Truss, K. and Delbridge, R. , Routledge.
Hope-Hailey V, Kelliher C & Farndale E (2010) Trust in turbulent times: organisational change and the consequences for intra-organisational trust in Organisational Trust: a cultural perspective Lewicki R, Saunders M & Skinner D (Eds), Cambridge University Press
Hope-Hailey, Kwiatkowski R, Jaina J, Knox S, Moir L & van der Hoven C (2008) Academic Reflection vs Practical Training - can the MBA develop leadership? in Leadership Learning: Knowledge into Action James K, (Ed), Palgrave/MacMillan
Hope-Hailey V (2004) What really matters in HRM and Business Performance - organisational agility as an alternative perspective in Next Generation Business Thinkers Series Chowdhury S (Ed), John Wiley
Hope-Haley V & Balogun J (2001) A Context Sensitive Approach to Change in The Portable MBA Fahey L (Ed)
Hope-Hailey V & Gratton L et al (1999) The People Process Model in Strategic Human Resource Management Schuler R & Jackson S (Eds), Blackwells
Hope-Hailey V & Gratton L et al (1999) Managing Cultur in Strategic Human Resource Management OUP
Hope-Hailey V & Gratton L et al (1999) Contextual Diversity for the Role and Practice of HR in Strategic Human Resource Management OUP
Hope-Hailey V & Gratton L et al (1999) The Rhetoric and Reality of New Careers in Strategic Human Resource Management OUP
Hope-Hailey V & McGovern P (1997) Inside Hewlett Packard: Corporate Culture and Bureaucratic Control in Culture and Sub-Cultures Sackman S (Ed) Sage