Professor Damian Hodgson
PhD, MA, BA (Hons)
Professor of Organisation Studies
+44 114 222 3273
Full contact details
Sheffield University Management School
Damian is Professor of Organisation Studies, having joined the Management School in March 2020 from the Alliance Manchester Business School, University of Manchester where he was Director of the Institute for Health Policy and Organisation. He was awarded a PhD from the University of Leeds in 1999, and has worked at the University of Birmingham and University of Manchester Institute of Science and Technology (UMIST). He has spent time as visiting faculty at the University of Sydney, the Royal Melbourne Institute of Technology and the Royal Institute of Technology in Stockholm, Sweden. He was visiting research fellow at CRISES Research Centre in Quebec, Canada, in 2009 and is currently honorary professor in Population Health, Health Services Research and Primary Care within the School of Health Sciences at the University of Manchester.
- Research interests
Damian's research focuses on issues of power, knowledge, identity and control in complex organisations and on the management of experts/professionals in these settings. He has developed these interests through research in a range of industries including financial services, creative industries, R&D and engineering. However, his primary research interest is on the transformation of health and care, with a particular focus on the organisational and policy dimensions of this transformation. He is committed to engaged research which is pragmatic but theory-driven, with a focus on supporting and informing real change in practice.
In line with this approach, he has led a suite of co-produced research projects over the last 10 years, examining primary care reorganisation, access to care and continuity of care, skillmix and workforce transformation, and the integration of health and care in collaboration with a range of colleagues including Professor Kath Checkland, Dr Pauline Nelson, Professor Anne McBride and Dr Sharon Spooner (University of Manchester). Through this work he has also explored the use of policy pilots to effect change and the role of evidence in policy making with Dr Simon Bailey (University of Kent). He has also been Co-Investigator in several NIHR-funded research projects in healthcare; on the growth of GP federations, digital capture of patient experience data and healthcare leadership. He has published research from these projects in a range of leading journals in the fields of organisation studies, management, public administration and health services research.
Across these projects, an enduring theme in his research has been work to open up project management and project-based organisation to critical examination, given the ongoing 'projectification' of society in recent decades. With his colleagues Dr Svetlana Cicmil (University of the West of England), Professor Monica Lindgren and Professor Johann Packendorff (KTH Royal Institute of Technology, Sweden), he co-founded the “Making Projects Critical” workshop series; these workshops have involved over 200 academics from across the world, the most recent event (the 9th MPC workshop) was held in Sweden in January 2019. This international collaborative movement has resulted in the publication of several books, special issues and articles and in 2017 Damian and colleagues received the 2017 Project Management Institute Research Achievement Award for this work. Damian has also written extensively on the emergence of project management as a 'corporate profession' with Dr Steve Paton (University of Strathclyde) and Professor Daniel Muzio (University of York) and his most recent book "The Projectification of the Public Sector" was published by Routledge in 2019, co-edited with colleagues Dr Simon Bailey (University of Kent), Dr Mats Fred and Professor Patrik Hall (University of Malmö, Sweden).
- The Projectification of the Public Sector. Routledge.
- Managing Modern Healthcare. Routledge.
- Making Projects Critical. Macmillan International Higher Education.
- Discourse, discipline and the subject: A foucauldian analysis of the UK financial services industry.
- Management Knowledge and the New Employee. Routledge.
- Ambiguous workarounds in policy piloting in the NHS : tensions, trade‐offs and legacies of organisational change projects. New Technology, Work and Employment.
- Digital methods to enhance the usefulness of patient experience data in services for long-term conditions: the DEPEND mixed-methods study. Health Services and Delivery Research, 8(28). View this article in WRRO
- More that unites us than divides us? A qualitative study of integration of community health and social care services. BMC Family Practice, 21(1). View this article in WRRO
- Implementing a digital patient feedback system: an analysis using normalisation process theory. BMC Health Services Research, 20(1). View this article in WRRO
- Managing death: navigating divergent logics in end-of-life care. Sociology of Health and Illness. View this article in WRRO
- Regional variation in practitioner employment in general practices in England: a comparative analysis. British Journal of General Practice, 70(692), e164-e171. View this article in WRRO
- Mobilizing management knowledge in healthcare : institutional imperatives and professional and organizational mediating effects. Management Learning, 48(5), 597-614. View this article in WRRO
- Investigation of the demand for a 7-day (extended access) primary care service : an observational study from pilot schemes in England. BMJ Open, 9(9). View this article in WRRO
- Hybrid managers, career narratives and identity work : a contextual analysis of UK healthcare organizations. Human Relations, 72(8), 1341-1368. View this article in WRRO
- Skill-mix change in general practice : a qualitative comparison of three ‘new’ non-medical roles in English primary care. British Journal of General Practice, 69(684), e489-e498. View this article in WRRO
- Not every public sector is a field : evidence from the recent overhaul of the English NHS. Public Management Review, 21(4), 559-580. View this article in WRRO
- Implementing new care models : learning from the Greater Manchester demonstrator pilot experience. BMC Family Practice, 19(1). View this article in WRRO
- GPs’ views of health policy changes : a qualitative ‘netnography’ study of UK general practice online magazine commentary. British Journal of General Practice, 68(671), e441-e448. View this article in WRRO
- Skill-mix change and the general practice workforce challenge. British Journal of General Practice, 68(667), 66-67. View this article in WRRO
- The policy work of piloting : mobilising and managing conflict and ambiguity in the English NHS. Social Science & Medicine, 179, 210-217. View this article in WRRO
- Associations between extending access to primary care and emergency department visits : a difference-in-differences analysis. PLoS Medicine, 13(9). View this article in WRRO
- Making projects critical 15 years on : a retrospective reflection (2001-2016). International Journal of Managing Projects in Business, 9(4), 744-751. View this article in WRRO
- PROFESSIONALS AS KNOWLEDGE BROKERS: THE LIMITS OF AUTHORITY IN HEALTHCARE COLLABORATION. Public Administration, 94(2), 472-489.
- Project managers on the edge: liminality and identity in the management of technical work. New Technology, Work and Employment, 31(1), 26-40.
- The Politics of Projects in Technology-Intensive Work. New Technology, Work and Employment, 31(1), 1-3.
- Understanding the professional project manager: Cosmopolitans, locals and identity work. International Journal of Project Management, 34(2), 352-364.
- Leadership talk: From managerialism to leaderism in health care after the crash. Leadership, 11(4), 451-470.
- Something Old, Something New?: Competing Logics and the Hybrid Nature of New Corporate Professions. British Journal of Management, 26(4), 745-759.
- Damaged identities: Examining identity regulation and identity work of Gulf project managers. International Journal of Project Management, 33(7), 1523-1533.
- The re-regulation of control in the context of project-based work. International Journal of Work Innovation, 1(3), 287-287.
- Learning from international development projects: Blending Critical Project Studies and Critical Development Studies. International Journal of Project Management, 32(7), 1182-1196.
- "Informal Networking in Healthcare Management: Motivations, Tensions and Challenges". Academy of Management Proceedings, 2014(1), 15525-15525.
- The price of corporate professionalisation: analysing the corporate capture of professions in the UK. New Technology, Work and Employment, 28(3), 227-240.
- Controlling the uncontrollable: ‘Agile’ teams and illusions of autonomy in creative work. Work, Employment and Society, 27(2), 308-325.
- ‘The ground beneath my feet’: projects, project management and the intensified control of R&D engineers. New Technology, Work and Employment, 27(3), 163-177.
- Great expectations and hard times: the paradoxical experience of the engineer as project manager. IEEE Engineering Management Review, 40(3).
- Towards corporate professionalization: The case of project management, management consultancy and executive search. Current Sociology, 59(4), 443-464.
- Great expectations and hard times: The paradoxical experience of the engineer as project manager. International Journal of Project Management, 29(4), 374-382.
- Who am I and what am I doing here?. Journal of Management Development, 29(2), 157-166.
- View this article in WRRO Project Management behind the Façade. Ephemera : Theory and Politics in Organization, 9(2), 78-92.
- View this article in WRRO By Any Means Necessary? Ethnographic Access, Ethics and the Critical Researcher. Tamara Journal for Critical Organization Inquiry, 7(4), 127-146.
- The other side of projects: the case for critical project studies. International Journal of Managing Projects in Business, 1(1), 142-152.
- The politics of standards in modern management: Making 'the project' a reality. Journal of Management Studies, 44(3), 431-450.
- Exploring the role of formal bodies of knowledge in defining a profession – The case of project management. International Journal of Project Management, 24(8), 710-721.
- Rethinking Project Management: Researching the actuality of projects. International Journal of Project Management, 24(8), 675-686.
- From projectification to programmification. International Journal of Project Management, 24(8), 663-674.
- New Possibilities for Project Management Theory: A Critical Engagement. Project Management Journal, 37(3), 111-122.
- From the Editor. Project Management Journal, 36(3), 3-4.
- ‘Putting on a Professional Performance’: Performativity, Subversion and Project Management. Organization, 12(1), 51-68.
- Introduction: New Organizational Thinking. Organization, 12(1), 5-8.
- Project Work: The Legacy of Bureaucratic Control in the Post-Bureaucratic Organization. Organization, 11(1), 81-100.
- ‘Taking it Like a Man’: Masculinity, Subjection and Resistance in the Selling of Life Assurance. Gender, Work & Organization, 10(1), 1-21.
- DISCIPLINING THE PROFESSIONAL: THE CASE OF PROJECT MANAGEMENT*. Journal of Management Studies, 39(6), 803-821.
- “Know your customer”: marketing, governmentality and the “new consumer” of financial services. Management Decision, 40(4), 318-328.
- Being a manager, becoming a professional? A case study and interview-based exploration of the use of management knowledge across communities of practice in health-care organisations. Health Services and Delivery Research, 2(14), 1-138.
- Decentring Health and Care Networks Springer International Publishing View this article in WRRO
- The Contested Practice of Networking in Healthcare Management, Decentring Health and Care Networks (pp. 17-42). Springer International Publishing
- Pilots as Projects, The Projectification of the Public Sector (pp. 130-148). Routledge
- Institutional Work and Innovation in the NHS: The Role of Creating and Disrupting, Managing Improvement in Healthcare (pp. 237-254). Springer International Publishing
- Problematizing discourse analysis: Can we talk about management knowledge?, Management Knowledge and the New Employee (pp. 56-67).
- Critical approaches to the conceptualization of management knowledge: Reconsidering Jacques, Management Knowledge and the New Employee (pp. 1-7).
- Prospects for Professionalism in Project Management Oxford University Press
- Redirections in the Study of Expert Labour Palgrave Macmillan UK
- Are projects real? The PMBOK and the legitimation of project management knowledge, Making Projects Critical (pp. 29-50). Macmillan Education UK
- Making projects critical: an introduction, Making Projects Critical (pp. 1-25). Macmillan Education UK
- Books. Management Learning, 29(2), 231-233.
Conference proceedings papers
- Motivating factors behind skill mix change: results from a practice managers’ survey in England. British Journal of General Practice, Vol. 70(suppl 1). London, UK, 12 March 2020 - 12 March 2020. View this article in WRRO
- Mobilizing management knowledge in healthcare: managerial hybridity and knowledge epistemes. Academy of Management Proceedings, Vol. 2018(1) (pp 16470-16470)
- Hybrid Careers and Managerial Identity in UK Healthcare Organizations. Academy of Management Proceedings, Vol. 2017(1) (pp 12116-12116)
- Management Knowledge and Learning in the UK Healthcare Context: Change and Continuity. Academy of Management Proceedings, Vol. 2016(1) (pp 13733-13733)
- Professionals as Knowledge Brokers: The Limits of Authority in Healthcare Collaboration. Academy of Management Proceedings, Vol. 2015(1) (pp 11099-11099)
- Leadership talk: Discourses of management and leadership in healthcare. Academy of Management Proceedings, Vol. 2014(1) (pp 13925-13925)
- CoPs and Robbers: Taking and Making Management in UK Healthcare. Academy of Management Proceedings, Vol. 2013(1) (pp 15662-15662)
- Research group
- 2019-2024 NIHR Applied Research Collaboration Greater Manchester (ARC GM) £8,999,731 (CI)
- 2019-2021 Health Foundation Evaluation of the Increasing Continuity of Care in General Practice programme £250,000 (CI)
- 2018-2020 Tameside & Glossop CCG Evaluation of the Tameside and Glossop Greater Manchester Transformation funded schemes £198,709 (CI)
- 2018-2020 NIHR An investigation of the scale, scope and impact of skill mix change in primary care £649,562 (CI)
- 2016-2018 NIHR Learning About and Learning from GP Federations in the English NHS £288,284 (CI)
- 2016-2018 NIHR Developing and Enhancing the Usefulness of Patient Experience and Narrative Data £516,997 (CI)
- 2014-2018 NIHR Greater Manchester CLAHRC (Collaboration for Leadership in Applied Health Research & Care). £11,091,228 (CI)
- 2010-2013 NIHR Exploring the Use of Management Knowledge across Communities of Practice in Healthcare £372,595 (CI)
- Teaching interests
Damian has experience of teaching at all levels, including undergraduate, postgraduate, MBA and Executive Education and to both management and non-management students. His teaching encourages critical thinking on the part of students, and he encourages reflection on the complexities of organisations and organising informed by sociological, historical, political and philosophical insights. His teaching covers organisational theory/organisational behaviour, human resource management and research methods. Damian's teaching style is energetic and engaging, making links between everyday experience and abstract theory, and his goal is to empower students to make informed, critical judgements when faced by complex challenges in public, professional and personal life. Damian is a fellow of the Higher Education Academy, has received over a dozen letters of commendation for his teaching and was nominated for Best Humanities Lecturer at the University of Manchester in 2013.
- PhD supervision
Damian is currently supervising several PhD students. He is interested in supervising doctoral research in the following areas:
- Organisation and policy change in health and care
- The devolution of health and care
- Workforce challenges in health and care
- Professional and managerial identity work in healthcare
- Critical analyses of project management and project organising
- Power and identity in the workplace