Dr Christopher Low
Chris is Head of Portfolio and Partnerships in the College of Health, Wellbeing and Life Sciences. He is responsible for the development and implementation of portfolio innovations including degree apprenticeships, and leads strategic engagement across the public and private sectors. As a member of the College’s Leadership Team, he shares responsibility for the College’s overall strategic direction. Prior to joining Hallam as Director of the Centre for Leadership and Postgraduate Medical Education in 2013, Chris was Head of the Division of Health and Wellbeing and Director of the Social Enterprise Unit at the University of Huddersfield where he received the VC's Enterprise Award in 2012.
As a member of the College Leadership Team he has strategic oversight of
- degree apprenticeship portfolio
- £2m+ CPD contracts
- business engagement in the Advanced Wellbeing Research Centre linking the skills and innovation dimensions of the Industrial Strategy
- regional engagement as Vice Chair of the Yorkshire and Humber Regional Leadership Council; membership of the South Yorkshire and Bassetlaw Local Workforce Action Board, South Yorkshire Teaching Partnership, and NHS Test Bed Board; Partner Governor at Rotherham NHS Foundation Trust
- workforce policy position statements and consultation responses
Chris contributes to the design and delivery of leadership programmes for client organisations in the NHS and broader public sector. He has taught in universities in the UK and France.
His research focuses on governance challenges in innovative organisational forms in health and social care. He holds a PhD and BSc (Hons) from Bradford University School of Management and is a Fellow of the RSA and the Higher Education Academy.
Low, C. (2015). The Role of Governmental Decision Makers in Hybridization. International Studies of Management & Organization, 45 (3), 226-240. http://doi.org/10.1080/00208825.2015.1006028
Low, C. (2006). A framework for the governance of social enterprise. International Journal of Social Economics, 33 (5/6), 376-385. http://doi.org/10.1108/03068290610660652
Low, C., & Cowton, C. (2004). Beyond stakeholder engagement: the challenges of stakeholder participation in corporate governance. International Journal of Business Governance and Ethics, 1 (1), 45. http://doi.org/10.1504/ijbge.2004.004896