Dr. Barbara Czarniawska


Dr. Barbara Czarniawska is Professor and Chair of Management Studies at Gothenburg Research Institute, School of Business, Economics and Law. She applies a constructivist perspective to her research interests which include narrative, organizational identity, image construction, organizing, and popular culture. Her methodological interests concern fieldwork techniques and the narrative approach in social science studies.

Dr. Czarniawska is a member of the Swedish Royal Academy of Sciences, the Swedish Royal Engineering Academy, the Royal Society of Art and Sciences in Göteborg and the Finnish Society of Sciences and Letters.

She has been a visiting faculty member and distinguished professor at universities around the world.


Dr. Gylfi Magnússon


Dr. Gylfi Magnússon is an associate professor at the School of Business at the University of Iceland.

He has been with the University of Iceland since 1996, but was on leave from the University from February 1st 2009 until September 2nd 2010 while he served in the Icelandic cabinet, first as Minister of Business Affairs and then as Minister of Economic Affairs.

Dr. Gylfi Magnússon has diverse research interests and has written on migration patterns, labour economics, micro- and macroeconomics, finance and game theory.  Lately his research has focused on the financial crisis, both in Iceland and internationally.


Dr. Richard Whittington


Dr. Whittington is a leader in the field of Strategy-as-Practice research, having published the first paper in the field (1996). The Strategy -as-Practice movement has revitalised research on strategic planning, with formally-recognised streams in such leading conferences as the Strategic Management Society, the Academy of Management, the European Group for Organizational Studies and the British Academy of Management. Richard is also working with various professional associations to support the professionalisation of strategy as a practical discipline.

Dr. Whittington’s own research is exploring the recent ‘opening’ of strategy, as it becomes more transparent internally and externally, and involves a widening range of people from inside and outside the organisation. For example, he has found that companies are increasingly communicating about their strategy, with significant impacts upon share prices, both negative and positive. His study has implications for current public policy debates on short-termism in business, supporting the case for more long-term strategic communications to external audiences by senior executives.