Chris is Professor of HRM at Middlesex University Business School. Prior to this he held posts at Birmingham University where he was founder-director of the Leadership Centre, Birkbeck College and the Open University. His current research interests include leadership and leadership development, knowledge exchange across international networks and place leadership in urban contexts.
During his career, Chris has worked as an Occupational Psychologist for British Telecom, served as a student counsellor in a charity and headed up Management Training for Rank Xerox (UK). He is married with four daughters and lives in Buckinghamshire, England.
As a Chartered Occupational Psychologist (British Psychological Society), Chris has advised organisations of varying size and sector as a change consultant, coaching individuals on their personal development, carrying out team-building events, contributing to culture-change programmes and designing and delivering leadership development.
Qualifications and membership of professional bodies
Mabey,C, Wong, A and Hsieh, L (2014, forthcoming) Knowledge exchange in networked organizations: does proximity matter? R&D Management Journal
Mabey, C and Nicholds, A (2015) Discourses of knowledge across global networks: what can be learnt about knowledge leadership from the ATLAS collaboration? International Business Review, 24: 43–54
Mabey, C, Parry, K and Igri, C (forthcoming) Questions Business Schools Don't Ask. Academy of Management Learning and Education
Mabey, C (2013) Leadership development in organizations: multiple discourses and diverse practice, International Journal of Management Reviews, forthcoming
Mabey, C, Kulich, C and Lorenzi-Cioldi, F (2012) Knowledge leadership in global scientific research, International Journal of Human Resource Management, 23 (12): 2450-67
Mabey, C (2008) Management development and perceptions of firm performance in Germany, Norway, Spain and the U.K., Journal of International Business Studies, 39 (8):1327-1342
Mabey, C and Freeman, T (2010) Reflections on Leadership and Place, Policy Studies, 31 (4): 503-520 Mabey, C and Morrell, K. (2011) Leadership in Crisis, Editorial for Special Issue of Leadership, 7 (2): 107-119
Collinge, C, Gibney, J and Mabey, C (2010) Leadership and Place, Special Issue and Editorial, Policy Studies, 31 (4): 367-78
McDowell, A and Mabey, C (2008) Developing a framework for assessing effective development activities. Personnel Review, 37 (6): 629 - 646
Mabey, C and Ramirez, M (2005) Does management development improve organizational productivity? A six-country analysis of European firms, International Journal of Human Resource Management, 16 (7) 1067-82
Finch-Lees, T, Mabey, C and Liefooghe, A (2005) 'In the name of capability': a critical discursive evaluation of competency-based management development, Human Relations, 58 (9) 1185-1222
Ramirez, M and Mabey, C (2005) Management Training and Development in Europe, International Journal of Human Resource Management, 16 (3) 291-310
Gray, C and Mabey, C (2005) Management Development: Key Differences between Small and Large Businesses in Europe, International Small Business Journal, 23, (5) 467-86
Mabey, C and Gooderham, P (2005) The Impact of Management Development on The Organizational Performance of European Firms, European Management Review, 2 (2) 131-42
Special Issue of the American Academy of Human Resources journal, edited by C. Mabey*: Developing Managers in Europe, (2004) Advances in Developing Human Resources, 6 (4) awarded ADHR Outstanding Issue Editor Award, 2002-2005
Mabey, C and Finch-Lees, T (2008) Developing Managers and Leaders, London. Sage
Collinge, C, Gibney, J and Mabey, C (2010) (eds) Leadership and Place, London, Routledge Thomson, A, Mabey, C, Storey, J, Gray, C and Iles, P (2001) Changing Patterns of Management Development, Blackwell, Oxford
Mabey, C, Salaman G and Storey, J (1998) Human Resource Management: A Strategic Introduction, Blackwell, Oxford
Mabey, C, Salaman, G and Storey, J (1998) (eds) Strategic Human Resource Management: A Reader, Sage, London
Mabey, C and Mayon-White, B (1993) (eds) Managing Change, Paul Chapman Publishing, London
Mabey, C and Iles, P (1994) (eds) Managing Learning, International Thompson Business Press, London
Doherty, Daniel (2015) Management Blockbusters: is there space for open dissent? In: Developing Leadership: Questions Business Schools Don’t Ask. Mabey, Chris and Mayrhofer, Wolfgang , eds. Sage, London, pp. 268-279. (Accepted/In press)
Mabey, Chris and Igri, Carolyn P. and Parry, Ken (2015) From the special section editors: questions business schools don’t ask. Academy of Management Learning and Education, 14 (4). pp. 535-538. ISSN 1537-260X
Mabey, Chris and Zhao, Shasha (2016) Managing five paradoxes of knowledge exchange in networked organizatiuons: new priorities for HRM? Human Resource Management Journal . ISSN 0954-5395 (Published online first)
Mabey, Chris and Conroy, Mervyn and Blakeley, Karen and deMarco, Sara (2017) Having burned the straw-man of Christian spiritual leadership, what can we learn from Jesus about leading ethically? Journal of Business Ethics . pp. 1-13. ISSN 0167-4544 (Published online first)
ESRC Research Seminars Competition (2014-16) (£30,000) Developing Ethical Leaders: the Contribution of Philosophy and Spirituality, Principal Investigator with 7 Co-Is
ESRC (2009-12) Intellectual Leadership of knowledge exchange in 'big science' research networks: a study of ATLAS (total: £465,000 over two and half years). This ongoing research brings together an international interdisciplinary team of researchers from: Wharton, University of Pennsylvania (Dr Martin Ihrig); University of Catalonia (Dr Agusti Canals) Dublin City University (Dr Finian Buckley and Dr Angelos Alexopoulos), Geneva University, Dept of Social Psychology (Dr Clara Kulich and Prof Fabio Lorenzi-Cioldi); Open University UK (Dr Stephen Little); Hong Kong Poly-University, Centre for Leadership and Innovation (Prof Warren Chiu and Dr Amy Wong). The ex-Resources Coordinator for the ATLAS project at CERN is also an active partner and a member of our Advisory Panel. ATLAS has contributed £110,000. The research has been part-funded by an ESRC Standard Grant (£354,000)
The European Commission (2001-3) Leonardo da Vinci CVTS Programme: a seven country cross-national analysis of management training and development processes, and their impact on firm performance (476,861 euros, two years).