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  4. Diana Rosemary Sharpe

Dr Diana Sharpe PhD

Senior Lecturer In International Business

Summary

Diana Rosemary Sharpe has over twenty years experience in the broad area of comparative and international management and human resource management. She completed a PhD at Manchester Business School in the field of International Management and has continued research on the management of multinational organisations and the transfer of management practices across contexts. A particular focus has been on comparative analysis of Asian, American and European business systems and management practices. Her research has been published in leading international journals in the field including Journal of International Management, International Journal of Human Resource Management and Journal of Management Studies. Her teaching, consulting and research experience includes six years in Greece, six years in the USA and seven years in the UK. She has a particular interest and experience in comparative ethnographic research in international management.

  • About

    Qualifications

    • 1998: PhD International Comparative Management, University of Manchester, United Kingdom
    • 1986: MSc Organisational Psychology, University of Manchester, United Kingdom
    • 1983: MBA Industrial Relations and Human Resource Management, City University London
    • 1981: BSc Management Sciences, University of Manchester, United Kingdom

    CPD/ Attendance at annual conferences

    Other

    • 2005: Affliliated Fellow, Center for Women and Work, United States of America

    Senior Lecturer in International Business

    Research

    • transfer of management practices in multinationals

  • Teaching

    Department of Management

    Sheffield Business School

    International Business

  • Publications

    Journal articles

    Sharpe, D. (2018). Researching the multinational corporation: contributions of critical realist ethnography. Critical perspectives on international business, 14 (4), 383-403. http://doi.org/10.1108/cpoib-08-2014-0038

    Sharpe, D. (2009). Control as Colonialism: Workplace Democracy and the Transfer of Managerial Practices within Multinationals. Journal of Workplace Rights, 14 (1), 27-48.

    Sharpe, D.R. (2006). Shop floor practices under changing forms of managerial control: A comparative ethnographic study of micro-politics, control and resistance within a Japanese multinational. Journal of International Management, 12 (3), 318-339. http://doi.org/10.1016/j.intman.2006.06.003

    Sharpe, D. (2005). Introduction - Critical Perspectives on Asian Business and Management. Asian Business and Management, 4 (4), 361-363.

    Sharpe, D. (2003). Global Managers and Japanese Multinationals: Internationalization and Management in Japanese Financial Institutions. The International Journal of Human Resource Management, 14 (3).

    Sharpe, D. (2003). The Changing Japanese Multinational. Journal of Management Studies, (Special Issue).

    Sharpe, D. (2002). Globalizations and its Discontents. Eastern Economic Journal.

    Morgan, G., Sharpe, D.R., Kelly, W., & Whitley, R. (2002). The Future of Japanese Manufacturing in the UK. Journal of Management Studies, 39 (8), 1023-1044. http://doi.org/10.1111/1467-6486.00322

    Rosemary Sharpe, D. (2002). Teamworking and managerial control within a Japanese manufacturing subsidiary in the UK. Personnel Review, 31 (3), 267-282. http://doi.org/10.1108/00483480210422705

    Sharpe, D. (1994). Trends in Organisational behaviour - Book Review. Creativity and Innovation Management.

    Book chapters

    Sharpe, D. (2009). The Multinational Firm as an Instrument of Exploitation and Domination. In Collinson, S. (Ed.) Images of the Multinational Firm. (1st). (pp. 247-266). Oxford: Wiley-Blackwell

    Sharpe, D. (2004). The Relevance of Ethnography to International Business Research. In Handbook on Qualitative Research Methods for International Business. Cheltenham: Edward Elgar Publishing

    Sharpe, D. (2001). Globalization and Change: An In-Depth Case Study of Processes of Organisational Community and Change Within a Japanese Manufacturing Organisation in the UK. In The Multinational Firm: Organizing Across National and Institutional Divides. Oxford: Oxford University Press

    Sharpe, D. (1998). Working in organizational complexity and diversity. In Hooley, G.J. (Ed.) Internationalisation:process,context and markets. London: W H Freeman (Macmillan Press Palgrave)

    Sharpe, D.R. (n.d.). Machine Bureaucracy. SAGE Publications, Inc: http://doi.org/10.4135/9781412956246.n287

    Books

    Sharpe, D. (2007). New Horizons in Asian Management. Basingstoke: Palgrave Macmillan UK.

    Theses / Dissertations

    Wilmot, N. (n.d.). Management of language diversity in international supply chain relationships of UK SMEs. (Doctoral thesis). Supervised by Sharpe, D. http://doi.org/10.7190/shu-thesis-00031

    Presentations

    Johnston, A., De Silva, R., & Sharpe, D. (2016). Value Diversity from Foreignness: How Transnational entrepreneurs adopt bi-focality to recognise institutional differences and identify voids.

    Sharpe, D. (2015). The Transfer of Managerial Practices within MNE's: Theorising Control and Resistance Processes.

    Sharpe, D. (2014). On the Line: Thresholds, Boundaries and Resistance in a Japanese Manufacturing Organisation in the UK.

    Sharpe, D. (2014). Researching the Multinational Organisation.

    Sharpe, D. (2014). The contributions of critical realist ethnography in researching the Multinational.

    Sharpe, D. (2010). A Postcolonial Analysis of the Transfer of Management Practices within Multinationals.

    Sharpe, D. (2009). Resistance and Democracy in the Multinational.

    Sharpe, D. (2009). Sociological Imagination in Researching the Multinational.

    Sharpe, D. (2008). Managing control and commitment on the shop floor.

    Sharpe, D. (2008). Theorizing Power in Organizations.

    Sharpe, D. (2007). Theorizing Culture: Critical Realist Ethnography.

    Sharpe, D. (2007). Theorizing Power and Politics in the Multinational.

    Sharpe, D. (2006). A Comparative Ethnographic Study of Shop Floor Micro-Politics, Power and Conflict.

    Sharpe, D. (2006). Researching Global Settings: The Contribution of Ethnographic Research Approaches.

    Sharpe, D. (2006). Researching Power: The Shop Floor of the Multinational as a Political Arena.

    Sharpe, D. (2005). Contributions of Critical Realist Ethnography to Researching the Multinational Organization.

    Sharpe, D. (2005). Critical Realist Ethnography and its Relevance to Research in International Management.

    Sharpe, D. (2004). EGOS Sub Theme 13: Micropolitics and Conflicts in Multinational Companies. 'An Ethnographic Study of Micro-Politics, Power and Control in a Japanese Multinational'.

    Sharpe, D. (2004). Transferring Managerial Practices Within Multinational Control, Resistance and Empowerment.

    Sharpe, D. (2003). Researching Change Within Firms in an Interconnected Global Context.

    Sharpe, D. (2003). Teamworking Technologies and Organizational Behaviour.

    Sharpe, D. (2003). The Use of Ethnography in International Business.

    Sharpe, D. (2002). Taking Stock: Theoretical and Methodological Issues in the Comparative Study of Organisations: Reflections from Two Empirical Studies.

    Sharpe, D. (2001). After the Crisis: Korean Multinationals in the UK.

    Sharpe, D. (2001). Developing the Global Managers in Japanese Multinationals.

    Sharpe, D. (2001). Multinationals as Organisations.

    Sharpe, D. (2000). Control in Global Corporations.

    Sharpe, D. (2000). Multinationals as Organisations.

    Sharpe, D. (2000). Multinationals, Corporate Governance and Financial Internationalisation.

    Sharpe, D. (2000). The Future of Japanese Manufacturing in the UK.

    Sharpe, D. (2000). The Global Manager? Japanese Expatriate Managing over Distance and Time.

    Sharpe, D. (2000). The Global Manager? Japanese Expatriate Managing over Distance and Time.

    Sharpe, D. (1999). Globalization and Change: An In-Depth Case Study of Processes of Organisational Community and Change Within a Japanese Manufacturing Organisation in the UK.

    Sharpe, D. (1999). Processes of Organisational continuity and change.

    Sharpe, D. (1997). Internationalisation and organisational learning.

    Sharpe, D. (1997). Managing the Foreign Subsidiary and the Role of the Expatriate Manager.

    Sharpe, D. (1996). Shop Floor Practices Under Changing Forms of Managerial Control: A Comparative Ethnographic Study of Micro-Politics, Power and Control in a Japanese Multinational.

    Sharpe, D. (1996). Working with organisational complexity and diversity.

    Other publications

    Sharpe, D. (1996). The Dynamics of Japanese Organizations - Creativity and Innovation Management - Book Review.

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