Newcastle University

Roles and Responsibilities

He joined Newcastle University in 2001 from St Andrews University, where he was Reader in Organizational Analysis.  He had previously been Lecturer at the Universities of Keele and Nottingham.

Stephen Procter has served as an elected member of the Council of the British Academy of Management (2008-10) and as Chair of the British Academy of Management Special Interest Group (SIG) on HRM (2007/08-2010/11). 

He is the Chair of the Editorial Advisory Board of Personnel Review and was co-founder of the International Workshop on Teamworking (IWOT), which convened for the 15th time in September 2011 in Leuven.

Qualifications

PhD, University of Bristol, 1990

MSc (Econ), University of London (Queen Mary), 1985

BA, University of Warwick, 1984 

Research Interests

Stephen Procter's research interests are in three main areas:

•  Changing Patterns of Work and Organization in the Public Sector

The restructuring of work and organizations is a central research interest, initially focussing on the concepts of flexibility and teamworking.  A recent major project has evaluated the development of new job roles in the NHS mental health services workforce.  With funding from the Department of Health, a Newcastle University team used ideas of flexibility, temaworking and identity to understand these new roles.

•  Management of Change

Running alongside the concern with structures of work and organization is an interest in the way in which these and other changes are most successfully effected.  With funding from the British Academy a recent project examined the cultural and people management aspects of the merger between the UK's Inland Revenue and HM Customs & Excise.  Fieldwork was undertaken in a key area of the newly formed HM Revenue & Customs.

•  Management and Organizational History

The way in which historical analysis can and should be applied to work and organizations is a third key research theme.  Stephen Procter was part of a team that, as part of the ESRC's 'Evolution of Business Knowledge' programme, studied the use that organizations make of their own history.  A recent paper has examined how fresh light is cast on debates about the link between HRM and performance by considering them in their historical perspective.

• Procter S, Rowlinson M. From the British worker question to the impact of HRM: understanding the relationship between employment relations and economic performance. Industrial Relations Journal 2012, 43(1), 5-21.
• Procter S, Randall J. Changing Attitudes to Employee Attitudes to Change: From Resistance to Ambivalence and Ambiguity. In: Boje, D., Burnes, B., Hassard, J, ed. Routledge Companion to Organizational Change. London: Routledge, 2011, pp.366-374.
• Rowlinson M, Booth C, Clark P, Delahaye A, Procter S. Social Remembering and Organizational Memory. Organization Studies 2010, 31(1), 69-87.
• Booth D, Clark P, Delahaye-Dado A, Procter S, Rowlinson M. Modal narratives, possible worlds and strategic foresight. In: Costanzo, L., MacKay, R, ed. Handbook of Research on Strategy and Foresight. Cheltenham, UK: Edward Elgar, 2009, pp.113-127.
• Booth C, Rowlinson M, Clark P, Delahaye A, Procter S. Scenarios and counterfactuals as modal narratives. Futures 2009, 41(2), 87-95.
• Delahaye A, Booth C, Clark P, Procter S, Rowlinson M. The genre of corporate history. Journal of Organizational Change Management 2009, 22(1), 27-48.
• Randall J, Procter S. Ambiguity and ambivalence Senior managers' accounts of organizational change in a restructured government department. Journal of Organizational Change Management 2008, 21(6), 686-700.
• Delarue A, Van Hootegem G, Procter S, Burridge M. Teamworking and organizational performance: A review of survey-based research. International Journal of Management Reviews 2008, 10(2), 127-148.
• Procter S, Burridge M. Teamworking and performance: The extent and intensity of teamworking in the 1998 UK Workplace Employee Relations Survey (WERS98). International Journal of Human Resource Management 2008, 19(1), 153-168.
• Rowlinson M, Clark P, Delahaye-Dado A, Booth C, Procter S. The uses of history as corporate knowledge. In: Scarbrough, H, ed. The Evolution of Business Knowledge. Oxford, UK: Oxford University Press, 2008, pp.339-356.
• Booth C, Clark P, Delahaye A, Procter S, Rowlinson M. Accounting for the dark side of corporate history: Organizational culture perspectives and the Bertelsmann case. Critical Perspectives on Accounting 2007, 18(6), 625-644.
• Clark P, Booth C, Rowlinson M, Procter S, Delahaye A. Project hindsight: Exploring necessity and possibility in cycles of structuration and co-evolution. Technology Analysis and Strategic Management 2007, 19(1), 83-97.
• Procter S. HRM and performance: Achieving long term viability. New Technology, Work & Employment 2006, 21(2), 192-193.
• Booth C, Clark P, Delahaye A, Procter S, Rowlinson M. La memoria social en las organizaciones. Los metodos que las organizaciones usan para recordar el pasado. Revista Empresa y Humanismo 2005,9 2 95-130.
• Procter S. Organizations and Organized Systems: from Direct Control to Flexibility. In:Ackroyd, S., Batt, R., Thompson, P., Tolbert, P., ed. The Oxford Handbook of Work and Organization.Oxford, UK:Oxford University Press,2005, pp. 462-484.
• Van Hootegem G, Benders J, Delarue A, Procter S. Teamworking: Looking back and looking forward. International Journal of Human Resource Management 2005, 16(2), 167-173.
• Currie G, Procter S. The Antecedents of Middle Managers’ Strategic Contribution: The Case of a Professional Bureaucracy. Journal of Management Studies 2005, 42(7), 1325-1356.
• Procter S, Currie G. Target-based teamworking: Groups, work and interdependence in the UK civil service. Human Relations 2004, 57(12), 1547-1572.
• Currie G, Procter S. The interaction of human resource policies and practices with the implementation of teamworking: evidence from the UK public sector. International Journal of Human Resource Management 2003, 14(4), 581-599.
• Procter S, Currie G. How teamworking works in the Inland Revenue: Meaning, operation and impact. Personnel Review 2002, 31(3), 304-319.
• Currie G, Procter S. Impact of MIS/IT Upon Middle Managers: Some Evidence from the NHS. New Technology, Work and Employment 2002, 17(2), 102-118.
• Allgar V, Procter S, Pearson P, Lock C, Taylor G, Wilcockson J, Foster D, Spendiff A. Readmissions – can they be predicted on admission?. Health Informatics Journal 2002, 8(3), 138-146.
• Currie G, Procter S. Exploring the relationship between HR and middle managers. Human Resource Management Journal 2001, 11(3), 53-69.
• Procter S, Toms S. Industrial relations and technical change: profits, wages and costs in the Lancashire cotton industry, 1880-1914. Journal of Industrial History 2000, 3(1), 54-72.
• Procter S, Ackroyd S. Strategies for flexibility: technology-centred and labour-centred flexibility in UK manufacturing. International Journal of Manufacturing Technology and Management 2000, 1(4/5), 366-380.
• Procter S, Mueller F, ed. Teamworking. Basingstoke: Palgrave Macmillan, 2000.
• Mueller F, Procter S, Buchanan D. Teamworking in its context(s): Antecedents, nature and dimensions. Human Relations 2000, 53(11), 1387-1424.