Peter Smith

PhD, MBA, PGDipCom, GDipCom

Biography

Peter Smith is a lecturer and researcher at the University of Auckland. He is based in the Department of Management and International Business which is part of Faculty of Business and Economics.

Peter began tutoring here in 1997, and became a full-time lecturer in 1999. In 2005, on top of his teaching responsibilities he was appointed deputy director of the Auckland MBA programme. During his tenure as deputy director, the MBA programme underwent significant growth (until he stood down in 2008).

In addition, to his work at the University, he also consults in the area of strategy in high-technology firms.

Prior to the University of Auckland, Peter worked for twenty years in a number of information technology and communication businesses mainly in the UK and Europe, but also here in New Zealand. Consequently, he sees himself as a practicing manager who now teaches and researches, rather than a career academic. This practitioner/academic mix permeates his research. This mixture means that Peter is interested in the area of general management and strategy, and this has been the focus of his main teaching.

Peter's research interests are aligned with his teaching interests, in that it is based on practice of strategy; specifically, he is interested in how an individual’s practice of management and strategy, in an organisation, makes a difference to the firm’s strategy. Necessarily, this means that Peter is also interested in management education and management consulting as topics of research, and how an individual in a business school can affect the practice of strategy in the practitioner community.

Research | Current

Peter's main research interests are:

  • Knowledge Intensive: For researchers using theories of practice, context really matters (see, for example, Suchman, 1987). To understand practices one needs to understand the context (which partially constitutes the practice). My context of choice is knowledge intensive organisations such as professional service firms and high-tech firms.
  • Strategy-as-practice: The "practice turn" (Schatzki, 2001) is perhaps best know within sociology. However, it is perhaps "strategy-as-practice" (Whittington, 1996; Jarzabkowski, 2003) that embraced theories of practice the most within the domain of business and the study of organisations. Using the theories of practice, and the strategy-as-practice lens, I'm interest in how people do (and get better at) strategy.
  • Theories of practice: Much of my research focuses on how people get better at what they do. Using theories of practice—such as those of Bourdieu, De Certeau, Schatzki, Turner, and Rouse—I explore the relationship between hope people learn and knowledge.

He is currently engaged in a number of research projects. First, Peter hasa long-term project that explores strategising in knowledge intensive firms (PSFs).

His work with Lisa Callagher has resulted in a number of projects looking at the strategically important topic of innovation. The has led to work on Award Giving in PSFs; Dual allegience and project alliancing in PSFs (with Dr Lisa Callaher and Ms Dana Cumin. FDRF funded);  Meta-Analyses of innovation-performance (with Dr Lisa Callagher and Ms Summer Wu) and biotech firm performance factors (with Dr Lisa Callagher and Prof Marc Orlitzky); and in explaining innovation in PSFs through the Service Dominant Logic (with Dr Christoph Breidbach and Dr Lisa Callagher).

Teaching | Current

 

 

 

2019

BUSINESS 304

Strategic management

2019

MGMT 300

Management in dynamic contexts

2019

BUSINESS 304

Strategic management

2019

INTBUS 308

Special topic

2018

MGMT 300

Management in dynamic contexts

2018

BUSINESS 705

Strategic management

2018

BUSINESS 304

Strategic management

2017

BUSINESS 304

Strategic management

2017

BUSINESS 705

Qualitative research methods

2015

BUSINESS 304

Strategic management

2015

MGMT 300

Management in dynamic contexts

2015

BUSINESS 101

Business and enterprise

2014

BUSINESS 304

Strategic management

2014

MGMT 300

Management in dynamic contexts

2014

BUSINESS 101

Business and enterprise

2013

INTBUS 202

Foundations of strategy

2013

MGMT 300

Management in dynamic contexts

2013

INTBUS 703

Advanced strategy

2012

BUSADMIN 761

Management

2012

INTBUS 703

Strategic management theory

2012

MGMT 300

Management in dynamic contexts

2011

BUSINESS 101

Business and enterprise 1

2011

BUSINESS 102

Business and enterprise 2

2011

SCIENT 706

Commercialisation project

2010

BUSADMIN 768

Strategy

2010

INTBUS 202

Foundations of strategy

2010

MGMT 328

Special topic

2010

MGMT 716

Extending software engineering

2009

BUSADMIN 768

Strategic management

2009

INTBUS 202 SC

Foundations of strategy

2009

MGMT 716 SC

Extending software engineering

2008

INTBUS 202 FC

Foundations of strategy

2008

INTBUS 202 SC

Foundations of strategy

2008

INTBUS 703

Strategic management theory

2008

MGMT 302 SC

Strategic thinking

2006

BUSADMIN 768

Strategy

2006

BUSADMIN 798

MBA research project

2005

BUSADMIN 729

Integrating strategy

2005

MGMT 101 AC

Organisation and management

2004

MGMT 101SC

Organisation and management

2004

MGMT 301FC

Management theory and practice

2004

MGMT 301SC

Management theory and practice

2004

MGMT 302FC

Business policy and strategy

2004

MGMT 302SC

Business policy and strategy

2003

BUSADMIN 729

Integrating strategy

2003

MGMT 101

Organisation and management

2003

MGMT 101SC

Organisation and management

2003

MGMT 302FC

Business policy and strategy

2003

MGMT 302FC

Business policy and strategy

2003

MGMT 788

BCom Hons dissertation

2002

MGMT.192FS

Introduction to management (B)

2002

MGMT.301SC

Management theory and practice

2002

MGMT.301SC

Management theory and practice

2002

MGMT.302FC

Business policy and strategy

2001

GENSCI.201

Managing science and technology

2001

MGMT.191FT

Introduction to business (A)

2001

MGMT.192SS

Introduction to management (B)

2001

MGMT.302FC

Business policy and strategy

2001

MGMT.302SC

Business policy and strategy

2000

465.201

Managing science and technology

2000

641.301FC

Management theory and practice

2000

641.302FC

Business policy and strategy

2000

641.302SC

Business policy and strategy

1999

641.101FC

Organisation and management

1999

641.301FC

Management theory and practice

1999

641.302FC

Business policy and strategy

1999

641.315SC

Interpersonal relations in organisations

1998

465.201FC

Managing science and technology

1998

641.212FC

Organisation theory

1998

641.222SC

Employment relations in New Zealand

1998

641.315SC

Interpersonal relations in organisations

1997

465.201FC

Managing science and technology

 

Distinctions/Honours

  • 2016 University of Auckland Distinguished Teaching Award
  • 2015 Teaching Excellence Award
  • 2004 Teaching Excellence Award
  • 2002 University of Auckland Distinguished Teaching Award

Committees/Professional groups/Services

  • 2013–2015 Lecturer's Representative (At Large), The Senate of the University of Auckland
  • 2009–2011 Lecturer's Representative (At Large), The Senate of the University of Auckland
  • 2007– Editorial Board Member; The University of Auckland Business Review
  • 2006–2010 Member of the Continuous Improvement Process group
  • 2006 Coach to the University of Auckland undergraduate team at the McGill International Case Competition (Montreal)
  • 2003 Coach to the University of Auckland undergraduate team at the New Zealand Business Case Competition
  • 2002 Coach to the postgraduate Australasian BCG Case Competition team
  • 2000–2002 Departmental representative on the Board of Undergraduate Studies
  • 1999– Past President for the Association For Service Management
  • 1997–2000 Member of the executive board of the University of Auckland Alumni Association

Selected publications and creative works (Research Outputs)

  • Smith, P., Callagher, L. J., Crewe-Brown, J., & Siedlok, F. (2018). Zones of participation (and non-participation) in open strategy: Desirable, actual and undesirable. Management, 21 (1), 646-666. Related URL.
    URL: http://hdl.handle.net/2292/41689
    Other University of Auckland co-authors: Lisa Callagher, Frank Siedlok
  • Callagher, L. J., & Smith, P. (2017). Innovation awards: Reward, recognition, and ritual. International Journal of Innovation Management, 21 (5)10.1142/S1363919617400060
    URL: http://hdl.handle.net/2292/33919
    Other University of Auckland co-authors: Lisa Callagher
  • Callagher, L. J., Smith, P., & Ruscoe, S. (2015). Government roles in venture capital development: A review of current literature. Journal of Entrepreneurship and Public Policy, 4 (3), 367-391. 10.1108/JEPP-08-2014-0032
    URL: http://hdl.handle.net/2292/33917
    Other University of Auckland co-authors: Lisa Callagher
  • de Wit, B., Smith, P., & Erakovic, L. (Eds.) (2015). Business 304: Strategic management (1st). South Melbourne, Australia: Cengage Learning Australia. Pages: 508.
  • Smith, P., Callagher, L. J., & Huang, X. L. (2014). Alliance scope and firm performance in the biotechnology industry. International Journal of Innovation Management, 18 (03)10.1142/S1363919614400088
    Other University of Auckland co-authors: Lisa Callagher
  • Breidbach, C. F., Smith, P., & Callagher, L. J. (2013). Advancing innovation in professional service firms: Insights from the service-dominant logic. Service Science, 5 (3), 263-275. 10.1287/serv.2013.0053
    Other University of Auckland co-authors: Lisa Callagher

Contact details

Primary office location

SIR OWEN G GLENN BUILDING - Bldg 260
Level 4, Room 439
12 GRAFTON RD
AUCKLAND CENTRAL
AUCKLAND 1010
New Zealand