Christopher Voisey
Associate Professor
International Business and Strategyq
Henley Business School University of Reading
United Kingdom
Biography
Christopher teaches across the undergraduate and executive MBA programs at Henley Business School. He has been at the forefront of developing new pedagogical and instructional approaches to deepen active engagement by learners through cooperative learning activities and social media. His background includes PhD and MSc Degrees in Management from MIT Sloan School in North America. His earlier academic career included faculty appointments in other European business schools, and research positions at UCL and at MIT Sloan. In his business career, Christopher was based for many years in the Corporate Strategies Office at the global headquarters of Fujitsu in Tokyo. Prior to this, he established and managed a European business unit within the Japanese investment bank Nomura International, and was part of a team that established a new European business unit for Salomon Brothers (Citigroup).
Research Interest
Christopher is Associate Professor in Strategy at Henley Business School and Fellow of the Higher Education Academy. His research focuses on the formulation and implementation of firms’ global strategies, and how firms create new sources of advantage from learning across their global networks.
Publications
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Greenhalgh, T., Voisey C., and Robb N. (2007). Interpreted consultations as ‘business as usual’? An analysis of organizational routines in general practices. Sociology of Health and Illness, 29(6) September: 931-954. Reprinted in Ahmad, W. & Bradby, H. (Eds.). (2008). Ethnicity, health and health care: understanding diversity, tackling disadvantage. Chapter 8. Wiley.
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Voisey, C.J. (2010). When a Japanese subsidiary is not a Japanese subsidiary: Internationalization as changing organizational identity and capabilities. International Journal of Cross Cultural Management, 10(2): 211-239.
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Brannen, M. Y., & Voisey, C. J. (2012). Global strategy formulation and learning from the field: Three modes of comparative learning and a case illustration. Global Strategy Journal, 2(1): 51-70.
