Alim Beveridge
Assistant Professor
Department of International Business and Management (IBM)
University of Nottingham Ningbo China
China
Biography
Alim Beveridge is an Assistant Professor in Organisational Behaviour with 11 years of teaching experience. Prior to joining Nottingham University Business School China, he held a wide variety of positions and jobs. His diverse work experience includes working as an IT specialist, a programmer, a Web and educational multimedia developer, a consultant in international development, training and e-learning; conducting leadership development workshops; and teaching computer science, education and organisational behaviour. While pursuing his PhD, he taught in the Weatherhead School of Management’s MBA program, Case Western Reserve University, was a career coach for MBA and Master’s students, and engaged in consulting. His most recent consulting work has focused on organizational change and sustainability. He has often employed Appreciative Inquiry (AI) in his consulting to help organizations discover their strengths and assets, create a compelling vision of a desired future and empower change from within. His former consulting clients include businesses, non-profit organizations and educational institutions.
Research Interest
Corporate social responsibility (CSR) and sustainability Diffusion and translation of practices and concepts Resilience Perceived social impact Meaningfulness of work Social networks
Publications
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Beveridge, A. J. & Sharma, G. The stickiness of corporate social action: Why companies continue CSA during economic downturns. Symposium presentation at the 2012 Academy of Management Annual Meeting, Boston, MA.
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Pavez, I., & Beveridge, A. J. Corporate social responsibility, corporate citizenship and corporate sustainability: A critical review. Paper presented at the 2013 Academy of Management Annual Meeting, Orlando, FL.
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Boyatzis, R. E., Smith, M. L., & Beveridge, A. J. 2013. Coaching with compassion: Inspiring health, well-being and development in organizations. Journal of Applied Behavioral Science, 49(2): 153–178.
