Professional Titles

• Eur Ing (European Engineer) FEANI
• C Eng (Chartered Engineer, UK Engineering Council)
• FHEA (Fellow Higher Education Academy)
• SMIEEE (Senior Member of the Institution of Electrical and Electronic Engineers)
• MIET (Member of the Institution of Engineering and Technology)

For over 20 years, I have taught modules in a wide variety of management and business courses, to under-graduates, post-graduates (including MBA and EMBA) and to executive education audiences all around the world. The largest classes have been to 350 enrolled students, while I have also extensive experience of small group teaching, and executive courses at several institutions including CBS, ESSEC, NUS Singapore, Warwick Business School, Hult International Business School and SP Jain. Most recently I have focussed on teaching in Dubai, Hong Kong and Singapore as well as for Toulouse Business School in Europe. As well as being a Fellow of the HEA, I have been involved for many years in the development and delivery of distance learning courses for the University of London External Programme, including MBA, MSc and BBA/BSc modules in lean practice, operations, innovation and supply chain management. I also worked with Luton University on establishing their distance learning MBA. My teaching has focussed on Operations and Supply Chain Management across all levels and takes a practical, international and comparative approach. As well as using my experience in the car industry where I led lean projects, I like to use my research to extend the depth of class sessions. Being approached by McGraw-Hill to be part of the team writing their first European operations textbook was an honor and we are very pleased with the book itself. We are currently producing the second edition. Current Teaching Portfolio I currently teach a range of courses as a visiting or adjunct faculty at Copenhagen Business School, SP Jain in Dubai and Singapore, University of London, ESSEC and Toulouse Business School.

• Supply Chain Sustainability – MSc Supply Chain Management, (2017-2019)
• Foundations of Digital Business – BSc (2018-2019)
• Operations management: BSc and by distance learning (2005-present)
• Operations and Supply Chain – KanMerc (MSc International Management) (2014-2018)
• Cost leadership simulation – eMBA (2018)
• Supply Chain Management – eMBA (2017)
• e-Supply Chain Management (MGB – MSc International Management) 4.20 (2017)
• Applying Excel Models for Operations Management: KanMerc (MSc International Management) (2014-2017)
• Operations Management Enhancing Competitiveness BSc (2015-2018)
• Operations management: MBA (2015-2018)
• Operations management: MBA external executive (2014-2016)
• Technology Management: MSc (2014-2018)
• Innovation Management: BSc and by distance learning (2005-present)
• Project management: BSc (2005-2016)
• Research Methods: MSc and BSc (2005-2009)

My class feedback has always been strong and often contain expressions on how valuable and practical the courses prove. The latest evaluations (out of 5 unless stated) for overall satisfaction are:

• Supply Chains Sustainability (MGB) 9.51/10 (2019)
• Operations Management (MSc IBS) 4.61 (2018-2019)
• Operations and Supply Chain: KanMerc (MSc) 4.4 (2018), 4.6 (2017)
• Cost leadership simulation (eMBA) 4.12 (2018)
• Supply Chain Management (eMBA) 4.00 (2017)
• e-Supply Chain Management (MGB) 4.20 (2017)
• Applying Excel Models for Operations Management: KanMerc (MSc) 4.5 (2016)
• Operations Management Enhancing Competitiveness BSc 4.6 (2016)
• Operations management: MBA 4.51 (2015)
• Operations management: MBA external executive 77.9% (2014)
• Technology Management: postgraduate 4.50
• Innovation Management: undergraduate 4.35
• Operations management: undergraduate 4.30
• Operations management: postgraduate 4.35
• Operations management: external executive 4.43

*=UK REF 2021 RETURNABLE (UK ABS JOURNAL RANKS INCLUDED) Books

1. A. Pilkington and T. Daim (eds.) (2018), Innovation Discovery: Network Analysis of Research and Invention Activity for Technology Management, Imperial College Press, London.
2. S. Paton, B. Clegg, J. Hsuan, and A. Pilkington, Operations Management, (2011), McGraw Hill, pp. 518.
3. D. Smith, and A. Pilkington, Advanced Project Management, (2008), CIPS (Chartered Institute of Purchasing and Supply), Stamford, pp.344, (2nd edition) (1/3rd contribution).
4. A. Pilkington, Transforming Rover, Renewal against the Odds, 1981-94, (1996), Bristol Academic Press, Bristol, pp.199.

Edited Works

1. Special Issue Editor: Bibliometrics and Social Network Analysis, International Journal of Innovation and Technology Management, (2017), Vol. 14, Nos. 1 and 2.
2. A. Pilkington, and T. Daim, (eds) Innovation Discovery: Network Analysis of Research and Invention Activity for Technology Management, Imperial College Press, pp. 521, (2018).

Refereed Journal Articles (* = UK REF 2021)

1. * M. Cuvero, R. Evans, A. Pilkington, M. Granados, “The Effects of Knowledge Spillovers and Accelerator Programmes on the Product Innovation of High-Tech Start-ups: A Multiple Case Study” in press IEEE Transactions on Engineering Management. (ABS 3).
2. * A. Pilkington, and J. Meredith, Wake Forest University, “Assessing the Exchange of Knowledge Between Operations Management and other Fields: Some Challenges and Opportunities” Journal of Operations Management, (2018), Vol. 60, pp.47-53. (ABS 4 and FT 40 listed, fifth highest impact factor journal in Management at 6.02, and highest in Operations Research and Management Science). https://dx.doi.org/10.1016%2Fj.jom.2018.05.004
3. * A. Pilkington, and J. Meredith, “The diffusion network of research knowledge in operations management”, International Journal of Operations & Production Management, (2018) Vol. 38 Issue: 2, pp.333-349, https://doi.org/10.1108/IJOPM- 08-2016-0440 (ABS 4).
4. * C. Kapetaniou, A. Rieple (Westminster), A. Pilkington, T. Frandsen (CBS), and P. Pisano (Uni Turin), “Building the layers of a manufacturing taxonomy: how 3D printing is creating a new landscape of production eco-systems and competitive dynamics,” Technology Forecasting and Social Change, (2018) Vol 128, pp. 22-35. (ABS 3).
5. * K. Rost (Zurich), T. Teichert (Hamburg), A. Pilkington, “Social Network Analytics for Advanced Bibliometrics: Referring to Actor Roles of Management Journals instead of Journal Rankings,” Scientometrics, (2017) Vol 112, No. 3, pp.1631-1657. (ABS unranked, Impact factor: 2.147).
6. * I. Pedraza (CBS), A. Pilkington, and D. Barnes (WBS) “Innovation and Supplier Selection: A Multi-Phase Process Model”, Production Planning and Control, (2017) Vol 27, No. 9, pp.717-726. (ABS 3)
7. * T. Lawton and A. Pilkington, “Divided by a Common Language? Transnational insights into epistemological and methodological approaches to strategic management research in English speaking countries,” Long Range Planning (2014) Vol. 47, No. 5, pp. 299-311. (ABS 3).
8. L. Ciravegna, P. Romano, and A. Pilkington, “Lean outsourcing practices in automotive supply networks: an exploratory study of Full Service Vehicle suppliers,” International Journal of Production Research (2013), Vol. 51, No. 5, pp.2478-2490. (ABS 3)
9. E. Bernroider, A. Pilkington, and J.-R. Córdoba, “Research in information systems: a study of diversity and inter-disciplinary discourse in the AIS basket journals between 1995 and 2011,” Journal of Information Technology (2013) Vol. No. 28, pp. 74–89. (ABS 3)
10. A. Pilkington, “Modelling Citation Diffusion: Innovation Management Literature,” International Journal of Innovation and Technology Management, (2013), Vol. 10, No. 1. (ABS unranked journal).
11. J.-R. Córdoba, E. Bernroider, and A. Pilkington, “IS as a discipline,” European Journal of Information Systems, (2012) Vol. 21, No. 5, pp.479-495. (ABS 3)
12. A. Pilkington, and J. Meredith, Wake Forest University, “The Evolution of the Intellectual Structure of Operations Management—1980-2006: A Citation/Co- Citation Analysis,” Journal of Operations Management, (2009) Vol. 27, No. 3, pp.185-202. (ABS 4 and FT 40 listed, fifth highest impact factor journal in Management at 6.02, and highest in Operations Research and Management Science)
13. A. Pilkington, L. Lee, C. Chan and S. Ramakrishna, “Defining Key Inventors: A Comparison of Fuel Cell and Nanotechnology Industries,” Technology Forecasting and Social Change, (2009) Vol. 76 No.1, pp.118-127. (ABS 3)
14. A. Pilkington, and Chai K.H., “Research Themes, Concepts and Relationships: A study of International Journal of Service Industry Management (1990 to 2005),” International Journal of Service Industry Management, (2008) Vol. 19, No. 1, pp. 83-110. (ABS 3)
15. A. Pilkington, “Engineering Management or Management of Technology? A Bibliometric Study of IEEE TEM,” International Journal of Management Science and Engineering Management, (2008) Vol. 3 No. 1, pp. 63-70. (ABS new and so unranked journal)
16. A. Pilkington, and T. Teichert, “Management of Technology: Themes, Concepts and Relationships,” Technovation, (2006) Vol. 26, No. 3, pp. 288-299. (ABS 3, and fourth highest in Operations Research and Management Science)
17. A. Pilkington, and R. Fitzgerald, “Operations Management Themes, Concepts and 13 Relationships: A Forward Retrospective of the IJOPM,” International Journal of Operations and Production Management, (2006) Vol.26, No.11, pp. 1255-75. (ABS 4)
18. 18.A. Pilkington, and R. Dyerson, “Innovation in Disruptive Regulatory Environments: A Patent Study of Electric Vehicle Technology Development,” European Journal of Innovation Management, (2006) Vol. 9, No.1, pp. 79-91. (ABS 1)
19. 19.A. Pilkington, and R. Dyerson, “Gales of Creative Destruction and the Opportunistic Incumbent: The Case of Electric Vehicles in California”, Technology Analysis and Strategic Management, (2005) Vol. 17, No. 4, pp. 391- 408. (ABS 2)

23. A. Pilkington, “Technology portfolio alignment as an indicator of commercialisation: An investigation of fuel cell patenting,” Technovation, (2004) Vol.24, No.1, pp.761-771. (ABS 3, and fourth highest in Operations Research and Management Science)
24. A. Pilkington, and R. Dyerson, “Incumbency and the Disruptive Regulator: The Case of Electric Vehicles in California,” International Journal of Innovation Management (2004) Vol. 8, No. 4, pp.339-354. (ABS 2)
25. 22.A. Pilkington, and R. Dyerson, “Expecting the Unexpected: Disruptive Technological Change Processes and the Electric Vehicle,” International Journal of Innovation and Technology Management, (2004) Vol.1, No.2, p.165-184. (ABS unlisted as new title)
26. A. Pilkington, and C. Liston-Heyes, “Inventive Concentration: An Analysis of Fuel Cell Patents,” Science and Public Policy, (2004). Vol. 31, No. 1, p.15-25. (ABS 2)
27. A. Pilkington, and R. Dyerson, “Extending Simultaneous Engineering: Electric Vehicle Supply Chains and New Product Development”, International Journal of Technology Management, (2002) Vol.23, Nos.1/2/3, pp. 74-88. (ABS 3)
28. A. Pilkington, R. Dyerson and O. Tissier, “The Electric Vehicle: Patent data as Indicators of Technological Development”, (2002) World Patent Information, Vol. 24, No.1, pp.5-12. (ABS unlisted as listed under chemical engineering, 40% contribution)
29. A. Pilkington, and R. Dyerson, “Innovation in Complex Systems: Regulation and Technology towards the Electric Vehicle”, International Journal of Innovation Management, (2000) Vol. 4 No. 1, pp.33-49. (ABS 2)
30. A. Pilkington, “Multiple Contexts in Technological Development: Hardware and Software Development of the Electric Vehicle”, Technology Management, (2000) Vol. 5, No. 2, pp.131-140.
31. A. Pilkington, “International Joint Ventures: Dependency in Manufacturing and Design”, International Journal of Operations and Production Management (1999) Vol.19, No.5/6, pp. 460-473. (ABS 4)
32. A. Pilkington, and C. Liston-Heyes, “Is Production and Operations Management a Discipline? A Citation/Co-citation Study”, International Journal of Operations and Production Management, (1999) Vol. 19, No. 1, pp. 7-20. (ABS 4)
33. A. Pilkington, “Manufacturing Strategy Regained: Evidence for the Demise of Best- Practice”, California Management Review, (1998) Vol. 41, No.1, pp.31-42. (ABS 4, and FT 40)
34. A. Pilkington, “The Fit and Misfit of Technological Capability: Responses to Vehicle Emission Regulation in the United States”, Technology Analysis and Strategic Management, 10 (2), (1998): 211-224. (ABS 2)
35. A. Pilkington, “Learning from Joint Venture: The Rover-Honda Relationship”, Business History, Vol. 38, No. 1, (1996) pp. 90-114. (ABS 4)
36. A. Pilkington, “Manufacturing Methods: Lessons from the Japanese Motor Industry”, Asia Pacific Business Review, Vol. 2, No. 1, (1996) pp.163-168.
37. A. Pilkington, “Japanese Production Strategies and Competitive Success: Mazda’s Quiet Revolution”, Journal of Far Eastern Business, Vol. 1 No. 4, (1995) pp.15-35.