Dr Andromachi Athanasopoulou
Lecturer in Organisational Behaviour
Email: firstname.lastname@example.orgTelephone: +44 (0)20 7882 8785Room Number: Room 4.33, Bancroft Building, Mile End Campus
Student drop-in and feedback hours
Friday 12:00 pm - 2:00 pm
First Year Academic Advisor
Dr Andromachi Athanasopoulou is a Lecturer in Organisational Behaviour at Queen Mary University of London, School of Business and Management. She is also an Associate Fellow - Executive Education at the Saïd Business School, University of Oxford.
Her prior appointments include a Research Fellowship at the Edmond J. Safra Center for Ethics, Harvard University and a Junior Research Fellowship at Green Templeton College, University of Oxford. Her research interests lie in the areas of organisational behaviour, leadership/leadership development and business ethics.
Andromachi has published an Oxford University Press book, book chapters and peer-reviewed papers at international journals. As part of a research collaboration between the Said Business School and Heidrick & Struggles, she has co-authored a practitioner report on how CEOs develop the competence to lead in highly uncertain environments. The report was presented at the 2015 World Economic Forum in Davos and covered by international media.
Andromachi has received several scholarships and awards including an outstanding reviewer award at the Academy of Management and a nomination for the 2014 British Medical Journal Award on Clinical Leadership as a member of Green Templeton College’s Management in Medicine Programme Committee. She is a regular reviewer at top peer-reviewed journals, has served as an associate editor for the Academy’s submissions and is a member of the editorial board of the Journal of Change Management. She is a fellow of the UK Higher Education Academy and has teaching experience at undergraduate, postgraduate and executive education.
Andromachi holds an MBA, MSc in Management Research and DPhil in Management Studies, all from the University of Oxford, and an undergraduate degree in Business Administration from the Athens University of Economics and Business. Prior to her postgraduate studies, Andromachi worked in banking.
In her research, Andromachi explores how leaders’ behaviour affects and is affected by the social context within which they operate, with emphasis on issues relating to two areas: ethical/responsible leadership and personal leadership development. Her expertise is primarily in qualitative research.
Ethical/Responsible Leadership and Corporate Social Responsibility
One stream of research is focused on how managers in large multinationals make sense of the implementation of corporate social responsibility (CSR) practices, looking into the social contextual and processual drivers of this sensemaking. Andromachi’s second line of research within the field of ethical leadership started when she was a Fellow at the Edmond J. Safra Center for Ethics at Harvard University. It involves a study of how different groups of professionals (managers and business school academics in particular) make decisions that involve moral dilemmas. This project includes multiple research methods (qualitative interviews, photo elicitation, surveys and experiments).
Leadership and Leadership Development
Andromachi’s interest in leadership research extends beyond leaders' ethical decision-making and consists of two streams: The first focuses on executive coaching practices and their outcomes, which has led to the publication of an Oxford University Press book (with S. Dopson) in 2015.
The second stream of Andromachi’s leadership development research comes from her collaboration with Said Business School faculty on a joint research project with a leading executive search and leadership consulting firm, Heidrick & Struggles. The project explores how CEOs develop the competence to lead in highly uncertain environments. This group project is global in scale and involved in-depth qualitative interviews with more than 150 CEOs from around the world and from a very broad range of sectors and industries. It is one of the largest in-depth qualitative studies of its kind. The key findings can be found in the CEO Report, which received extensive media attention at its launch in January 2015.
Overall, from the breadth of projects she has been involved in, Andromachi has obtained extensive research experience within the context of a variety of industries, both in the private and the public sector, including the NHS, as well as experience in the collaboration between academics and practitioners. She has received awards and research funding both individually and as part of team-submissions.
Athanasopoulou, A. & Dopson, S. 2015. Developing Leaders by Executive Coaching: Practice and Evidence. Oxford: Oxford University Press.
Athanasopoulou, A. & Selsky, J. 2015. The Social Context of Corporate Social Responsibility: Assessing Competing Perspectives to Enrich Research and Practice, Business & Society, 54(3) 322–364.
Athanasopoulou, A. 2012. Managers’ Corporate Social Responsibility Perceptions and Attitudes across Different Organizational Contexts within the Non-Profit – For-Profit Organizational Continuum. Journal of Change Management, 12(4): 467-494.
Athanasopoulou, A. & Selsky, J. (forthcoming) The role of social context in Corporate Social Responsibility research. In Örtenblad, A. & Arora, B. Research Handbook on Corporate Social Responsibility in Context. Edward Elgar Publishing Ltd. (To be published in 2015)
Athanasopoulou, A. 2008. Turbulence and Corporate Social Responsibility: Is there a role for scenarios?” In Ramirez, R., Selsky, J. and van der Heijden, K. (eds.), pp. 243-258, Business Planning for Turbulent Environments: New Methods for Applying Scenarios (1st Ed.), London: Earthscan (2nd ed. in 2010)
Said Business School and Heidrick & Struggles - The CEO Report: Embracing the Paradoxes of Leadership and the Power of Doubt (2015 World Economic Forum, Davos) [Group research project – collaboration between Said Business School faculty and research fellows and Heidrick & Struggles executives].
Athanasopoulou, A., Cowan, A., Smets, M. & Morris, T. (2016) The king is dead, long live the king! CEOs and the politics of sensemaking, 32nd European Group for Organization Studies Colloquium (July 2016 – Naples, Italy)
Smets, M., Cowan, A., Athanasopoulou, A. & Morris, T. (2016) To solve a problem, make it bigger – Kind of a paradox! 32nd European Group for Organization Studies Colloquium (July 2016 – Naples, Italy)
Athanasopoulou, A. (2015) Coping with Moral Dilemmas at Work: Managers, Business School Academics and the Development of Ethical Leaders, Ending Institutional Corruption Conference, Harvard University (May 2015 – Boston, USA)
Athanasopoulou, A., Taylor, A., Leaver, L. & Brankin, P. (2014) A training programme engaging medical trainees in service improvement: How bottom-up change can work in practice, International Forum on Quality and Safety in Health Care (April 2014 – Paris, France)
Athanasopoulou, A. & Dopson, S. (2013) Assessing the Executive Coaching Research and its Impact on Practice and Executive Education, Annual Meeting of the Academy of Management (August 2013 – Orlando, FL, USA)
Athanasopoulou, A. (2012) Corporate Social Responsibility Sensemaking and Enactment: The study of a reflective practice. Research Development Workshop by the Academy of Management Journal and the Organization and Management Theory Division of the Academy of Management (May 2012, SDA Bocconi, Milan, Italy)
Athanasopoulou, A. (2009) A Critical Appreciation of the CSR Theory and Empirical Studies: Is Something Missing?, Annual Meeting of the Academy of Management (August 2009 – Chicago, USA)
Athanasopoulou, A. (2009) CSR Examined Through the Key Social Context Theories in Organization Studies, Annual Meeting of the Academy of Management (August 2009 – Chicago, USA)
Athanasopoulou, A. (2009) Exploring the Social Dynamics of Implementing Corporate Social Responsibility Standards in MNEs, 25th European Group for Organization Studies Colloquium (July 2009 – Barcelona, Spain)
Athanasopoulou, A. (2008) Corporate Social Responsibility Sensemaking and Enactment: The study of a reflective practice, 24th European Group for Organization Studies Colloquium (July 2008 – Amsterdam, The Netherlands)
Athanasopoulou, A. and S. Dopson (2007) Practicing Corporate Social Responsibility: Doing good and doing well, Annual Meeting of the Academy of Management (August 2007 – Philadelphia, PA, USA)
Athanasopoulou, A. and S. Dopson (2006) Below the Tip of the Iceberg: Exploring a practice within a practice – an empirical study of the practice of corporate social responsibility, Second Organization Studies Summer Workshop (June 2006 - Mykonos, Greece)
Athanasopoulou, A., (2005) Making Corporate Social Responsibility Research More Useful: Thinking “outside the box”, British Academy of Management Conference 2005 (September 2005 - Oxford, UK)
Athanasopoulou, A. (2005) Can Corporate Social Responsibility Help Organizations in Managing Turbulence or Responding to it More Effectively? Some thoughts, Oxford Futures Forum 2005 (October 2005 - Oxford, UK)
Athanasopoulou, A.(2004) Corporate Social Responsibility: Managers’ views and work implications, European Academy for Business in Society Colloquium (September 2004 - Ghent, Belgium)
Coping with moral dilemmas at work: managers, business school academics and other key influences in managers’ decision-making and ethical leadership development. Edmond J. Safra Lab Seminar Series (31 March 2015, Harvard University)
Introduction to Corporate Social Responsibility. Seminar for the course "Economics and Diplomacy of the Environment", Department of International and European Relations (13 May 2011, University of Piraeus, Greece)
Understanding the Implementation of Corporate Social Responsibility: Context, Motives and Drivers. Working Seminars of the Department of Business Administration (10 May 2010 – Athens University of Economics and Business)
Making Sense of Corporate Social Responsibility: A Study of the Implementation Process. Oxford-Achilles Working Group on CSR, Seminar Series (28 February 2008 - Said Business School, University of Oxford)