Thomas Lange, Ph.D. FRSA CAHRI is tenured professorial Chair in Economics and International Management and Head of the Department of International Management & Innovation (IMI) at Middlesex University Business School, London, UK. Through his strategic leadership of the department, he pursues a research-intensive philosophy of academic excellence in support of an exceptional student experience. He also serves as Adjunct Professor of Human Resource Management at Curtin Business School, Perth, Australia.
Throughout his career, he has been a strong proponent of evidence-based scholarship. By invitation, he addressed members of the Welsh Assembly Government on the importance of evidence-based policy making and served as one of the key architects of Future Skills Scotland, the country's first labour market intelligence unit. He was a member of the Economic Policy Advisory Group of New Zealand's National Party and provided policy advice on empirical labour market research to the Government of Vietnam. His research and consultancy work included, amongst others, projects for the European Commission, International Labour Organisation, Institute for Personnel Management Sri Lanka, NZ Mayors' Taskforce for Jobs as well as economic development agencies and industry associations worldwide.
Informed by a variety of social science disciplines, he has written extensively in the HR & OB research arena with publications in leading international scholarly outlets, including Journal of Vocational Behavior, British Journal of Management, International Journal of Human Resource Management, Small Business Economics, etc.
Professor Lange also serves as Associate Editor of the International Journal of Manpower and Editor-in-Chief of Evidence-based HRM: A Global Forum for Empirical Scholarship. Beyond his scholarship, he held several Dean & Pro Vice Chancellor positions in the UK, New Zealand and Australia, including:
Professor Lange's teaching and learning interests include International HRM, Cross Cultural Management, Organisational Behavior, and Personnel Economics.
Professor Lange's key areas of research interest include subjective well-being, job satisfaction, and the job-life satisfaction interlink. Doctoral students are welcome in these areas.
Key research articles in recent years include:
"Scarred from the past or afraid of the future? Unemployment and job satisfaction across European labour markets", International Journal of Human Resource Management, 24(6): 1096-1112, 2013.
(with Y. Georgellis) "Traditional vs secular values and the job-life satisfaction relationship across Europe", British Journal of Management, 23(4): 437-454, 2012.
"Job satisfaction and self-employment: Autonomy or personality?", Small Business Economics, 38(2): 165-177, 2012.
(with Y. Georgellis and V. Tabvuma) "The impact of life events on job satisfaction", Journal of Vocational Behavior, 80(2): 464-473, 2012.
(with G. Pacheco and V.K. Shrotryia) "Culture, industrialisation and multiple domains of employees' job satisfaction: A case for HR strategy redesign in India", International Journal of Human Resource Management, 21(13): 2438-2451, 2010.
Lange, Thomas (2016) Sustainable HRM and employee well-being: an empirical agenda. International Journal of Manpower, 37 (6). ISSN 0143-7720 (Accepted/In press)
Rizov, Marian and Croucher, Richard and Lange, Thomas (2016) The UK national minimum wage’s impact on productivity. British Journal of Management . ISSN 1045-3172 (Published online first)
Audenaert, Mieke and Decramer, Adelien and Lange, Thomas and Vanderstraeten, Alex (2016) Setting high expectations is not enough: linkages between expectation climate strength, trust, and employee performance. International Journal of Manpower, 37 (6). pp. 1024-1041. ISSN 0143-7720
Lange, Thomas (2015) Social capital and job satisfaction: the case of Europe in times of economic crisis. European Journal of Industrial Relations., 21 (5). pp. 275-290. ISSN 0959-6801
Tabvuma, Vurain and Georgellis, Yannis and Lange, Thomas (2015) Orientation training and job satisfaction: a sector and gender analysis. Human Resource Management, 54 (2). pp. 303-321. ISSN 0090-4848