Carola Hillenbrand
Professor
Organisational Psychology
Henley Business School University of Reading
United Kingdom
Biography
Carola Hillenbrand is Professor of Organisational Psychology at Henley Business School, Academic Director at the John Madejski Centre for Reputation (JMCR) and Post-Graduate Research Director for the School of Marketing and Reputation. Carola’s research aligns the subjects of responsibility, relationships and resilience with human decision-making, behaviours and emotions. She collaborates with faculty in psychology, governance and leadership to develop multidisciplinary, cross-university and international programmes related to long-term behavioural change. At the moment, she works towards launching the JMCR’s ‘Changing Behaviours for Good' Programme. Carola is overseeing a variety of international and large-scale research projects and has, since 2003, advised more than 1000 managers on conducting applied research projects in their own organisations. Her research has won a number of international awards, including the Keith MacMillan Research Price in 2009, and in 2013 the prestigious Jean Perrien Award for Best Paper in Financial Services in Canada and the Emerald Literati Network Highly Commended Paper Award. Carola is a certified Coach, a licensed NLP Practitioner and a Chartered Psychologist with the British Psychological Society. Prior to joining Henley in 2002, Carola was an international market-research consultant based in Frankfurt where her work covered research into psychological innovation and advertisement across a wide range of products and sectors, covering both qualitative and quantitative research approaches. She continues to work as an adviser with a wide range of industries including service companies, energy companies and consumer good companies.
Research Interest
Carola is interested in applying psychological principles to study individual and organisational relationships. Her research interests include: Engaged relationships (positive reputations and identities, trust/distrust, supportive behaviour and emotions). Responsible leadership (decision-making, empathy, corporate responsibility, balancing the needs of stakeholders). Succeeding through adversity (resilience, well-being, reputation-recovery). Carola welcomes PhD applications from students with interest in related areas
Publications
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Money K, Money A, Downing S, Hillenbrand C (2007) Relationship marketing and the not-for-profit sector: an extension and application of the commitment–trust theory. PP: 28-48.
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Money K, Hillenbrand C, Downing S (2011) Reputation in relationships. In Helm S, Liehr-Gobbers K & Storck C (eds) Reputation Management. Heidelberg: Springer, pp: 75–90.
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Hillenbrand D, Money K, Ghobadian A (2015) Corporate Responsibility and Stakeholder Relationship Impact. Routledge.
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Hillenbrand C, Money K, White J, Zhu R, Ding J (2012) Leadership, decision-making, communication and reputation management lessons from the Sichuan (Wenchuan) earthquake: an authentic Chinese perspective. ECCH Case Clearing House.
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Brooks C, Hillenbrand C, Money K (2015) What Stakeholders Expect from Corporations when it comes to paying tax: Corporate Reputation and Optimal Tax Planning.
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MacMillan K, Money K, Downing S, Hillenbrand C (2004) Giving your organisation SPIRIT. Journal of General Management, 30: 15–42.
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MacMillan K, Money K, Downing S, Hillenbrand C (2005) Reputation in relationships: measuring experiences, emotions and behaviours. Corporate Reputation Review, 8: 214–32.
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Money K, Hillenbrand C (2006) Using reputation measurement to create value: an analysis and integration of existing measures. Journal of General Management, 32: 1–12.
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Hillenbrand C, Money K (2007) So messen Sie, ob sich Gutes lohnt. Harvard Business Manager, pp: 36–44.
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Hillenbrand C, Money K (2007) Corporate Responsibility and Corporate Reputation: two separate concepts or two sides of the same coin? Corporate Reputation Review, 10: 261–77.
