Newcastle University

Background 

My early academic background focused upon management, and in particular managing intangible goods and services.  With a keen interest in technology, I obtained a masters degree in business information technology where I was able to combine my business skills with the ever changing field of information technology.   This led into my PhD research.  The work provided a detailed evaluation of the Soft Systems Methodology eXpanded for Learning incorporating Technology Management (SSM^XLTM) framework in the context of a manufacturing company and three North East NHS hospitals.  The conclusions addressed the effectiveness of a learning approach for information systems (IS) design and development and how this can be incorporated into a soft methodology for the design and implementation of information system applications (ISA).  Important findings related to how SSM^XLTM can impact on theory and practice.  My main methodological influences’ comes from using action research and in particular participatory action research.  I also have knowledge of activity theory and how it can be used in practice.  I am highly competent in using ATLAS.ti and I am capable of utilising quantitative approaches and using SPSS.  I am interested in all aspects of technology including design, implementation, and use as well as looking at these issues through research/consultancy.

Qualifications 

B.A (Hons) - First Class

MSc - Distinction

Ph.D - 'The Exploration and Adaptation of Soft Systems Methodology using Learning Theories to Enable more Effective Development of Information Systems Applications’

Previous Positions

Research Assistant - Northumbria University (January 2010 – June 2010)

Collaborative Innovation Associate - Northumbria University (March 2009 – January 2010)

Research Assistant - Leeds University Business School (May 2008 – March 2009)

Professional Qualifications

PRINCE2 Foundation and Practitioner

I am currently undertaking research in the area of Operations Management.  My main research activities are focussed around the area of Lean and Lean implementation in both manufacturing and service contexts.  I am working on two grant funded projects.  One project is looking at the implementation of Lean within five small-and-medium sized organisations within the North East.  The second project is helping to evaluate the North East Transformation System (NETS).  The project is utilising Lean as a method to help hospital Trusts in the North East become more efficient, effective and provide better quality care to patients.

My previous roles have included providing research and consultancy for two construction companies in the North East.  As a collaborative innovation partnership associate project managing a materials management project within the first construction company , my role was to identify and guide the project team in making strategic decisions in relation to materials management.  The majority of my time was spent liaising with a wide range of individuals across the organisation identifying their role and perspectives on the current materials management process, and any envisioned improvements that would benefit the organisation.  The second construction project required my help from an already implemented content management technology.  I was responsible for meeting with the IT developers, establishing the questions that needed answers, and obtaining these from the developers of the technology.  I then translated the IT language to business needs and goals that the employees could understand and updated the project documentation and trained the users so that it could be understood and used by everyone.

Keywords 

Operations Management, Lean, Information Systems Design and Implementation, Soft Systems Methodology, Systems Thinking, Project Management, Business Management, Action Research, Business Intelligence and Learning Theories

Postgraduate Teaching

NBS8372 Research Methods

• Erskine J, McGovern T, Hicks C, Lugsden E, Small A. A history of the North East Transformation System. Business History 2012. In Preparation.
• Small A, McGovern T, Hicks C. Implementing Lean in SMEs in North East England. International Journal of Operations and Production Management 2012. In Preparation.
• McGovern T, Hicks C, Whitty P, Cox C, Small A. Implementing the 'three-legged stool' and managing change at TUWE. International Journal of Operations and Production Management 2012. In Preparation.
• Preutisrunyanont O, Hicks C, McGovern T, Small A. An analysis of the development of the capability to implement and sustain Lean: a case study based approach. In: 25th Annual Australian and New Zealand Management Conference. 2011, Wellington, New Zealand.
• O'Neill P, Hicks C, McGovern T, Small A. Comparisons of Lean in Healthcare: Comparing UK and Australian Hospitals’ Experiences. In: 25th Annual Australian and New Zealand Management Conference. 2011, Wellington, New Zealand.
• Small A, Sice P, Venus T. A Framework for Promoting Learning in IS Design and Implementation. The Learning Organization 2008, 15(2), 149-178.
• Small A, Irvine P. Towards a framework for organizational learning. The Learning Organization 2006, 13(3), 276-299.