Professor Veronica Hope Hailey
BA, MSc, PhD
Dean, School of Management;
Chair in Management Studies
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 relationship 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. A consistent theme of these collaborations is exploration of the challenges of corporate renewal and people transformation. Her most recent work has focused on the Repair of Trust following the financial crisis, culminating in a report for the CIPD “Where has all the trust gone?”. This research was undertaken within 14 organisations, including the John Lewis Partnership, GKN, Norton Rose, HMRC and a banking group. 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. Veronica has just commenced a new project with the CIPD, looking at Innovation and HRM. She is also launching the second phase of her Trust research, examining how to foster the development of trustworthy leaders.
2016 HR Most Influential Thinkers list: Professor Hope-Hailey ranked 6th [more info... ]
Professor Hope Hailey listed in the 2015 Top Thought Leaders in Trust [more info...]
At Corporate Research Forum, Professor Hope-Hailey identifies the key drivers of trustworthiness and discusses whether today's organisations are all facing the same challenge on trust. Watch her interview [video »]
Professor Hope-Hailey speaksto Harvard Business Review on communicating change, leadership in context and the importance of persevering [webcasts »]
In the 1990s Veronica worked with Lynda Gratton on the Leading Edge Forum at LBS, after which she 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 and Kraft.
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 include Strategic Human Resource Management with Lynda Gratton and Exploring Strategic Change with Julia Balogun which goes into 4th edition in 2013.
Dean, School of Management
The School has performed extremely well with The Times Rankings 2012, evidence of this. The School has come out 1st for Business, Faculty Quality, Accounting & Finance, Salary Increase and Graduate Jobs. Delivering the very best student experience from a world class research base remains central to the School’s mission.
Veronica is married with five daughters
Jump to:Books | Practitioner journals | Leading Refereed Journals Papers | Other Outputs
Balogun, J. & Hope-Hailey, V. 2008. Exploring Strategic Change, (3rd ed.). Prentice Hall.
Balogun, J. & Hope-Hailey, V. 2003. Exploring Strategic Change, (2nd ed.). 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.
Leading Refereed Journal Papers
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., Ruiten, J. van, Kelliher, C., & Hope Hailey, V. 2011. The influence of employee voice on organisational commitment in times of organisational change: an exchange perspective. Human Resource Management, 50(1): 1-17, DOI: 10.1002/hrm.20404.
Farndale, E. & Hope Hailey, V. 2010. Personnel Departmental Power: realities from the UK Higher Education sector. Management Review, 20(4): 392-412.
Clarke, C. A., Brown, A. & Hope Hailey, V. 2009. Working identities? Antagonistic discursive resources and managerial identity. Human Relations, 62(3): 323-352, DOI: 10.1177/0018726708101040.
Hope Hailey, V. 2007. Being real or being someone else? Managers, Change and Emotion Work. European Management Journal, 25(2): 92-103, DOI: 1016/j.emj.2007.02.004.
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 K. Truss and R. Delbridge (Eds.), Employee Engagement in Theory and Practice. Routledge.
Hope-Hailey, V., Kelliher, C. & Farndale, E. 2010. Trust in turbulent times: organisational change and the consequences for intra-organisational trust. In R. Lewicki, M. Saunders and D. Skinner (Eds.), Organisational Trust: a cultural perspective. Cambridge University Press.
Hope-Hailey, V., Kwiatkowski, R., Jaina, J., Knox, S., Moir, L. & van der Hoven, C. 2008. Academic Reflection vs Practical Training - can the MBA develop leadership? In K. James (Eds.), Leadership Learning: Knowledge into Action . Palgrave/MacMillan.
Hope-Hailey, V. 2004. What really matters in HRM and Business Performance - organisational agility as an alternative perspective. In S. Chowdhury (Eds.), Next Generation Business Thinkers Series . John Wiley.
Hope-Haley, V. & Balogun, J. 2001. A Context Sensitive Approach to Change. In L. Fahey (Eds.), The Portable MBA.
Hope-Hailey, V. & Gratton, L., et al. 1999. The People Process Model. In R. Schuler and S. Jackson (Eds.), Strategic Human Resource Management. Blackwells.
Hope-Hailey, V. & Gratton, L., et al. 1999. Managing Culture. In Strategic Human Resource Management. Oxford: Oxford University Press.
Hope-Hailey, V. & Gratton, L., et al. 1999. Contextual Diversity for the Role and Practice of HR. In Strategic Human Resource Management. Oxford: Oxford University Press.
Hope-Hailey, V. & Gratton, L., et al. 1999. The Rhetoric and Reality of New Careers. In Strategic Human Resource Management. Oxford: Oxford University Press.
Hope-Hailey, V. & McGovern, P. 1997. Inside Hewlett Packard: Corporate Culture and Bureaucratic Control. In S. Sackman (Eds.), Culture and Sub-Cultures. Sage.