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 my work at the Unversity, 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

Year Course code Course title
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 managment theory
2012 MGMT 300 Mangement 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

  • 2004 Teaching Excellence Award
  • 2002 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)

  • 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. (2015). BUSINESS 304: Strategic Management (1st). South Melbourne: Cengage Learning Australia. Pages: 508. Related URL.
    Other University of Auckland co-authors: Ljiljana Erakovic
  • 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

OWEN G GLENN BUILDING - Bldg 260
12 GRAFTON RD
AUCKLAND 1010
New Zealand