Dr Nima Heirati
Lecturer in Marketing and Innovation Strategy
Email: email@example.comTelephone: +44(0)20 7882 6612Room Number: Room 3.28d, Bancroft Building, Mile End campusWebsite: www.twitter.com/NheiratiOffice Hours: Semester 1 2017-18: Tuesdays 11:00 – 12:00 and Wednesdays 11:00 – 12:00
Lecturer in Marketing and Innovation Strategy
BSc in Marketing and Management Programme Director
BERG Research Group Coordinator
Dr Nima Heirati is a lecturer in Marketing and Innovation Strategy at the School of Business and Management. Previously, he held an academic appointment at Newcastle University Business School and was an adjunct faculty member at the University of Tasmania. He has a BSc in Mechanical Engineering and an MBA in Business Administration. He obtained his PhD in Strategic Marketing from the University of Tasmania. Before joining academia, Dr Heirati held senior positions as a marketing and business development manager at several Middle-Eastern manufacturing firms.
His research relates predominantly to the field of Product/Service Innovation, Strategic Marketing, Service Marketing, Business Relationships and Networks, Customer Engagement, and International Marketing Strategy. Dr Heirati’s work has been published in journals such as Industrial Marketing Management, Asia Pacific Journal of Management, Journal of Strategic Marketing, Journal of Business and Industrial Marketing, among others.
- UG: Strategic marketing (2016-17), Services Marketing (2016-18)
- PG: E-Marketing (201-18)
- PhD workshop: Analysis of Complex Models - Application of Structural Equation Modelling
- European Marketing Academy (EMAC)
- British Academy of Management (BAM)
- Korean Scholars of Marketing Science (KSMS)
- Australian and New Zealand Marketing Academy (ANZMAC)
- Association for Key Account Management (A4KAM)
- Service innovation
- Servitization and service infusion
- Co-creation within the service supply network
- Service solution and innovation in professional service firms (PSFs)
Product Innovation & Industrial Marketing Management
- New product development (NPD)
- Dynamic capabilities / Organisational ambidexterity
- Integrative marketing capabilities
- Social networks / Social capital (particularly in emerging economies)
Service Marketing and Consumer Research
- Customer participation (co-creation)
- Customer service experience
- Brand self-congruence
Heirati N, Siahtiri V (2017) The Driving service innovativeness via collaboration with customers and suppliers: Evidence from business-to-business services, Industrial Marketing Management, Accepted.
Heirati N, O’Cass A, Sok P (2017). Identifying the resource conditions that maximize the relationship between ambidexterity and new product performance? Journal of Business and Industrial Marketing, InPress.
Heirati N, O'Cass A, Siahtiri V, Schoefer K. (2016) The Do professional service firms benefit from customer and supplier collaborations in competitive, turbulent environments?, Industrial Marketing Management, 55, 50-58.
Heirati N, O’Cass A. (2015) Supporting new product commercialization through managerial social ties and market knowledge development in an emerging economy, Asia Pacific Journal of Management, 33(2), 411–433.
O'Cass A, Heirati N. (2015) Mastering the complementarity between marketing mix, brand management, customer relationship management capabilities to enhance new product performance, Journal of Business and Industrial Marketing, 30(1), 60-71.
O’Cass A, Heirati N, Ngo LV. (2014) New product success via the synchronization of exploration and exploitation across multiple levels and functional areas, Industrial Marketing Management, 43(5), 862-872.
Heirati N, O’Cass A, and Ngo L. V. (2013) The contingent value of marketing and social networking capabilities in firm performance, Journal of Strategic Marketing, 21(1), 82-98.
O'Cass A, Ngo LV, Heirati N. (2012) Examining market entry mode strategies via resource-based and institutional influences: Empirical evidence from a region-within-country economy context, Australasian Marketing Journal, 20(3), 224-233.
Dzenkovska, J, Lemke, F, Schoefer, K, Heirati, N. (2017) Customer Experience Quality: Boundaries, Measurement and Management. In: Frontiers in Service, New York (US).
Dzenkovska, J, Lemke, F, Schoefer, K, Heirati, N. (2017) Customer Experience Quality: Quo Vadis?. In: International Colloquium on Relationship Marketing (ICRM), Munich (Germany).
Schoefer, K, Wappling, A, Heirati, N. (2016) The Effect of Cultural Differences on Behavioral Responses to Dissatisfactory Service Experiences. In: The 11th Royal Bank International Research Conference, Wuxi (China).
Dzenkovska J, Lemke F, Schoefer K, Heirati N. (2016) Customer Experience Quality: A Preliminary Inquiry Using the Repertory Grid Technique. In: 24th International Colloquium in Relationship Marketing, Toulouse (France).
Dzenkovska J, Heirati N, Schoefer K, Lemke F. (2016) Shaping Customer Experience through the Service, Communication, and Usage Encounters. In: Academy of Marketing Annual Conference, Newcastle upon Tyne (UK).
Heirati N, O’Cass A, Siahtiri V. (2015) Managing distal searches diminishing returns to service solution provision competence. In: Australian & New Zealand Marketing Academy Conference (ANZMAC), Australia.
Heirati N., O’Cass A, Siahtiri, V. (2015) Investigating the effects of service supply chain collaboration in professional services, In: Australian & New Zealand Academy of Management Conference (ANZAM), Australia.
Heirati N, O'Cass A, Siahtiri V, Lee T. (2014) Examining the contingent effect of market orientation and knowledge specificity on co-design and co-production of B2B professional service firms. In: Australian & New Zealand Marketing Academy Conference (ANZMAC), Brisbane (Australia).
O'Cass A, Heirati N, Schoefer K. (2014) When do customer participation and supplier collaboration help B2B service firms offer superior performance value and relational value. In: Global Marketing Conference (GMC), Singapore.
O'Cass A, Heirati N. (2014) Do market knowledge development and external network ties matter for new product market success via exploratory and exploitative marketing capabilities?. In: Global Marketing Conference (GMC), Singapore.
Siahtiri V, O'Cass A, Heirati N. (2014) Do the interactive effects of innovation in service experience, high levels of knowledge and engagement of customers lead to profitability in professional service firms?. In: Global Innovation and Knowledge Academy (GIKA) Conference, Valencia (Spain).
Heirati N, O’Cass A. (2013) Managing the balance and combination between exploratory and exploitative innovation capabilities in achieving new product success, In: British Academy of Management (BAM) Conference, Liverpool (UK).
Heirati N, O’Cass A. (2013) New product success via exploration and exploitation across multiple levels and functional areas, In: European Marketing Academy Conference (EMAC), Turkey.
Heirati N, Hosseini H. (2008) Marketing based on internal customer loyalty, In: Marketing Management Conference, Iran.
Heirati N, Hajigol H. (2008) Design and establish customer relationship management, In: Customer Relationship Management Conference, Iran.
Dr Nima Heirati and his colleagues are always looking for outstanding prospective PhD students who would like to write their dissertation in the areas of Product/Service Innovation, Business Relationships and Networks, Service Marketing, and Customer Experience. For an informal discussion, please send your resume and a research proposal (maximum 2000 words outlining the research idea & rationale, research questions/objectives, methods, and possible data sources) to firstname.lastname@example.org.
Current Doctoral Students
- Yumeng Zhang (2017 – Ongoing). Topic: Omni-channel business triads
- Julija Dzenkovska (Newcastle University, England, 2014 – ongoing). Topic: Customer service experience.
- Mohammad Ali Bahreini (Tehran University, Iran, 2016 – Ongoing). Topic: Technology transfer and knowledge management.
PhD Supervision Completions
- Dr Vida Siahtiri (University of Tasmania, Australia, 2012-2014). Topic: Service Solution Provision in PSFs.