Staff profiles
Dr Murray C. Clark
BSc MBA PhD Ceng MIMMM
Phone 0114 225 5241
E-mail m.c.clark@shu.ac.uk
Subject areas
Organisational behaviour and human resource management
Research centres and institutes associated with
Centre for Business and Management
Profile
Murray Clark is a principal lecturer in organisation behaviour and research methodology, as well as the leader of the DBA programme in the Sheffield Business School (formerly the Faculty of Organisation and Management). Prior to his academic career he was a manager for British Coal and is a qualified mining engineer.
Murray has undertaken and published research mainly in the areas of trust and leadership using various quantitative methodologies. Recently he has co-authored a book on dilemmas of leadership and has published in an array of refereed journals including the Journal of Organization Behaviour and the International Journal of HRM. He has experience of supervising management research projects from first degree to doctorate.
Research interests
- focus on the development and maintenance of effective partnerships in the work environment, in particular;
- the role and development of trust in work relationships; and
- trust based leadership
Teaching interests
- organisational theory
- leadership and change management
- human resource management
- business and manageemnt research methodology
Author of recent publications
The Dilemmas of Leadership. Routledge (September 2005). Rickards, T. and Clark, M.
Business and Management Research Methodologies. Sage Library in Business Management (February 2006). Edited by Johnson, P. and Clark, M.
Payne, R.L. and Clark, M.C. (2003) The process of trusting: its relevance to vulnerability and resilience in traumatic situations. In Paton, D., Violanti, J.M. and Smith, L.M. (Eds.) Promoting Capabilities To Manage Posttraumatic Stress: Perspectives on resilience. Springfield, Ill: Charles C Thomas
Payne, R.L. and Clark, M.C. (2003) Dispositional and Situational Determinants of Trust in Managers. International Journal of Human Resource Management, 14(1) 128-138
