David is professor of Strategy and Innovation and Director of Executive Education at the University of Stirling Management School. Previously, he was an owner/director in a successful consultancy start-up, an academic at the Strathclyde Business School and held production engineering and department management roles in Procter and Gamble's Product Supply division.
David completed his PhD in Strategic Management based on research exploring practices of dynamic managerial capabilities (i.e. how managers might influence strategic renewal, organisational innovation and change processes). David’s continuing research interest is in the potential and pitfalls of strategy and innovation work.
David has a keen interest in supporting management practitioners. In recent years, David has engaged with a range of corporate clients such as Royal Bank of Scotland, William Grant and Sons, Standard Life, DC Thomson, Denso, Babcock International Group, Manchester City FC, Weir Group, Clydesdale Bank, Morgan Stanley, Johnson and Johnson, Craneware, Webhelp TSC and V.Group in executive education and consultancy activities.
He has also supported numerous SMEs, public sector organisations and charitable bodies through strategy and innovation workshopping and management education activities. Working with a range of universities such as Strathclyde, Lancaster, Stirling and Edinburgh, he has experience teaching and consulting internationally, completing assignments in a range of locations including the USA, India, Hong Kong, Singapore, Malaysia, Oman, Jordan, Bahrain and the UAE.
David sits on the board of C-Change, an assisted living charity doing fantastic work throughout Scotland, improving lives and championing the cause of inclusivity.
For organisations seeking to improve their performance, David specialises in facilitating fast and effective strategy and innovation processes, and building managerial capabilities in these areas. He is happy to discuss potential collaborator's needs of any scope, from delivering a primer talk to long term partnerships or customised executive education programmes.
David's main research interests lie in the potential and pathologies of strategy and innovation concepts and processes. From exploring the implications of concepts such as dynamic capability, competitive advantage, foresight and ideation, to the practicalities of using strategy and innovation methods within organisational teams, David seeks to deepen understanding of how strategy and innovation theory might be usefully applied.
Specifically, David is interested in exploring how design and facilitation of collaborative processes can better enable group working towards strategy and innovation outcomes. In particular, the use of technology - such as video methods and cloud based collaboration platforms - to support social processes of group decision making is a continuing focus of David's research.
Further, David is also interested in researching the role of tacit knowledge, knowing, wisdom and individual 'cleverness' in shaping strategy processes and outcomes. As exemplified by his work on metis, this includes situations where the actions and dispositions of individuals run contrary to the published aims and objectives of an organisation.
In addition to a focus on strategy and innovation, David's work also has a continuing theme of process. He remains interested in researching how context, time and flow influence strategy and innovation work, and more generally, how we define and initiate the use of management concepts as part of continual efforts to make sense of a world in flux.
David continues to write and research with partners in different academic institutions, and in collaboration with organisational practitioners. He is open to working with any colleagues with similar or complementary interests.
Mackay D & Mckiernan P (2017) Exploring the Role of Sensegiving and Sensereceiving in Avoiding Strategy Execution Failure. British Academy of Management 31st Annual Conference, 5.9.2017 - 7.9.2017, Warwick Business School. Available from: https://www.bam.ac.uk/sites/bam.ac.uk/files/BAM2017__Digital_pdf.pdf
Mackay D, Perchard A, Mackenzie N & Burt G (2017) Going against the grain: examining negative capability as an antecedent of dynamic capability in the Scotch Whisky Industry, 1960-85. British Academy of Management 31st Annual Conference, 5.9.2017 - 7.9.2017, Warwick Business School. Available from: https://www.bam.ac.uk/sites/bam.ac.uk/files/BAM2017__Digital_pdf.pdf
Mackay D & Smith M (2016) Inclusive Design of a Strategy Making Process In: Proceedings of BAM2016: Thriving in Turbulent Times, London: British Academy of Management. British Academy of Management 30th Annual Conference, 6.9.2016 - 8.9.2016, University of Newcastle Business School.
McGuire D, Laaser K & Mackay D (2012) Exploring the management of third sector service diversification. EURAM - European Academy of Management Conference, 6.6.2012 - 8.6.2012, Rotterdam, The Netherlands. Available from: http://euram2012.mindworks.ee/public/papers
Bititci US, Ackermann F, Ates A, Davies J, Garengo P, Gibb S, MacBryde J, Mackay D, Maguire C, van der Meer R, Shafti F, Bourne M & Firat SU (2011) International Journal of Operations and Production Management, 31 (8), pp. 851-891.