People

Professor Tazeeb Rajwani

Professor
EBS - Management Science and Entrepreneurship (MSE)
Professor Tazeeb Rajwani
  • Email

  • Telephone

    +44 (0) 1206 878439

  • Location

    GB.3.13, Colchester Campus

  • Academic support hours

    Available for student support on Tuesday and Wednesday, 11am to 1pm

Profile

Biography

Professor Tazeeb Rajwani is Professor of International Business and Strategy at Essex Business School, Member of the Senior Management Team, Head of Executive Education, Member of the EBS Advisory Board and Director of Postgraduate Programmes. He previously was a Reader (Associate Professor) in Strategic Management at Cranfield School of Management, one of Europe's leading business schools, where he was also the Executive MBA Director. He also holds or has held visiting faculty positions at Cranfield School of Management, London Business School, Kings College London, University of Warwick, ALBA (Greece), University of Edinburgh, HULT (London), University of Notre Dame (USA), Strathmore University (Kenya), University of Oxford, University of Peking and ESMT (Germany). He has been a Director of Strategy at a high-tech start-up, where he still holds an advisory board position. Prior to these roles he held a management position at KPMG Corporate Finance, where he was an Innovation Champion and member of the Thought Leadership group at KMPG Europe. His unique role at KPMG also included managing large complex projects globally with a particular focus on Corporate Finance. He has written over 50 academic papers, books, book chapters, reports and white papers on the topics of strategic management, nonmarket strategy, corporate political activity and corporate social responsibility. His work appears in Journal of World Business, Academy of Management Perspectives, Strategic Organization, Journal of Business Ethics, Global Strategy Journal, International Business Review, Long Range Planning, Management International Review and British Journal of Management, among others. His research has also been covered in the media, such as the FT, The Times, The Irish Times,The Guardian and BBC. He has published a highly acclaimed book contracted by Oxford University Press on Aligning for Advantage: Competitive Strategies for the Political and Social Arenas. He also recently won the Emerald citation award for his highly cited paper on corporate political activity. He has taught and facilitated many workshops with executives from major organisations such as Oracle, KPMG, PwC, IBM, EDF Energy, Royal Sun Alliance, Philips, Saudi Aramco, Qatar Petroleum, HSBC, Coca Cola, Henkel, Jaguar Land Rover, UK Trade and Investment (UKTI), EY, HP, Gulf bank, Co-operative Retail Bank, Telekom Malaysia, South African Airways, Ministry of Defence, Central Bank of Nigeria, National Bank of Kuwait (NBK), Avon and Somerset Probation Trust, Actavis, Groupe Aeroplan, Stanbic Bank, China Aviation Industry Corporation (AVIC), Nigerian Deposit Insurance Corporation, Rank Group, United Nations (UN), Quadrangle, Cisco Systems and others. He has facilitated senior management and board level workshops and runs executive programs on corporate strategy, strategic leadership and international business in Asia, Europe, the Middle East, Africa and North America. He is also a Fellow of the Royal Society of Arts (RSA), Fellow of the Chartered Management Institute (CMI) and Fellow of the Higher Education Academy (HEA). OTHER INFORMATION: Editorial board member for British Journal of Management (BJM) Member of the Academy of International Business (AIB) Member of the Strategic Management Society (SMS) Member of the Academy of Management (AOM) Reviewer for Journal of Management Studies, British Journal of Management, Journal of World Business, Global Strategy Journal, International Business Review, Journal of Business Ethics, Long Range Planning, Journal of Business Research, Journal of International Management, Business and Society, Management International Review and others. I have acted as project evaluator for the ESRC grants and been external examiner at University of Southampton and Kings College London. REF 2021 cycle - Recent articles include two articles in ABS 4* Journals and ten articles in ABS 3* Journals.

Qualifications

  • BSc (Surrey)

  • MA (Nottingham)

  • PhD (Imperial College London)

Appointments

University of Essex

  • Head of Executive Education, Essex Business School University of Essex ( 31/1/2017 - present )

  • Director of Postgraduate Programmes, Essex Business School University of Essex ( 31/12/2016 - present )

  • Full Professor in International Business and Strategy, Essex Business School, University of Essex ( 9/12/2016 - present )

Research and professional activities

Research interests

Corporate Political Activity

Nonmarket strategy

Emerging Market Multinational Corporations (MNCs)

Internationalisation of MNCs and SMEs

Business Model Innovation

Managing Political Risk

Current research

Political networks and firm performance in Africa and Asia

Managing political risk in Latin American firms

Trade associations and their impact on regulation

Corporate political strategies in Latin America, Africa and Asia

Conferences and presentations

Darendeli, I, Hill, TL, Rajwani, T and Cheng, Y (2017). Exposure to political shocks and building legitimacy through projects for resilience, Strategic Management Society, Houston.

Liedong, T and Rajwani, T (2017). Mediation in the link between political ties and cost of debt in Ghana: An agency perspective, Academy of Management Conference, Atlanta.

Rajwani, T and Lawton, T (2017). Building Collective Influence: A framework for understanding the mechanisms in Trade Associations, Academy of International Business, Dubai.

Shirodkar, V, Rajwani, T, Stadler, C, Hautz, J and Mayer, M (2016). Corporate Political Activity And Firm Performance: Explicating The Moderating Effects Of Product And International Diversification, Strategic Management Society, Berlin.

John, A, Garcia-Garcia, R, Lawton, T and Rajwani, T (2016). A Dual Processing Approach to Sensemaking in Nonmarket Environment, Strategic Management Society, Berlin.

Andrea, M.A and Rajwani, T (2016). Developing adaptive political capabilities for difficult political host markets, Academy of Management Conference, Anaheim.M.

Rajwani, T and Minto, A (2016). Trade Associations: Role, Voice, Strategy, Symposium at Academy of Management Conference, Anaheim.

White, G, Rajwani, T and Hemphill, T (2016). Perceived Legal System Voids and Wholly Owned Foreign Subsidiary Performance in Southeast Asia, Academy of International Business, New Orleans.

Garcia-Garcia, R, John, A, Lawton, T and Rajwani T (2016). Socio-Political Sensemaking: A dual processing approach, British Academy of Management Conference, Newcastle.

Liedong, T, Rajwani, T and White, G (2015). The contingent value of managerial political ties in sub-Saharan Africa: A study of Ghana, Strategic Management Society, Denver

Rajwani, T, Invited Panel Member on the Exploring Nonmarket Strategy Practices (2015), Strategic Management Society, Denver.

Liedong, T, Rajwani, T and White, G (2015). The contingent value of managerial political ties in private debt financing: Evidence from Ghana, Academy of Management, Vancouver.

White, G, Rajwani, T and Hemphill, T (2015). Political tie intensity and regulator vulnerabilities to government interference: The moderating effects of regulatory and political distance, Academy of Management, Vancouver.

Rajwani, T, Invited Panel Member on Future of Nonmarket Strategy (2014), Strategic Management Society, Madrid.

White, G, Rajwani, T and Hemphill, T (2014). Political ties and regulator vulnerabilities to political pressure: The moderating effects of regulatory and political distance, Academy of International Business, Vancouver.

White, G, Fainshmidt, S, Rajwani, T and Galang, R (2014). Political network intensity fit and strategic performance: Evidence from wholly owned foreign subsidiaries in a volatile environment, Academy of International Business, Vancouver.

De Villa, A. M, Rajwani, T, Lawton, T and Mellahi, K (2014). A taxonomy of adaptive political strategies: Managing host political contexts in emerging economies, Academy of International Business, Vancouver.

De Villa, A. M, Rajwani, T, Lawton, T and Mellahi, K (2014). A taxonomy of adaptive political strategies: Managing host political contexts in emerging economies, Academy of International Business (UK Chapter), York.

De Villa, A. M, Rajwani, T, Lawton, T and Mellahi, K (2014). A taxonomy of adaptive political strategies: Managing host political contexts in emerging economies, Academy of International Business (Latin America Chapter), Medellin.

Rajwani, T and De Villa, A. M (2013). Adaptive strategies: An empirical study into reactive corporate political activity, Strategic Management Society, Atlanta.

White, G, Fainshmidt, S, Rajwani, T and Galang, R (2013). Foreign subsidiary political network intensity, strategic fit, and satisfaction with performance in a volatile emerging market environment, Academy of Management Conference, Orlando.

Rajwani, T and Paroutis, S (2013) Institutional conditions and political capabilities: An examination of airlines reactions to 9/11, Academy of Management Conference, Orlando

Rajwani, T, Lawton, T and Phillips, N (2013). Exploring Trade Associations: A framework for understanding activity and influence. Academy of Management Conference, Orlando.

Lawton, T, Rajwani, T, McGuire, S and Lindeque, J (2013). Non-market strategies and industry characteristics, British Academy of Management Conference, Liverpool.

Rajwani, T and Paroutis, S (2012). Institutional effects on developing political capabilities: A study of European Airlines during 9/11, Strategic Management Society conference, Prague.

Rajwani, T, Lawton, T, McGuire, S and Lindeque, J (2012). Non-market strategies in the early 21st Century: Explicating corporate political activities across different industries, Academy of International Business, Washington.

Rajwani, Amaeshi, K and Emmanuel Adegbite (2012) Corporate Social Responsibility in developing economies: Do institutional voids matter? International Centre of Corporate Social Responsibility Conference, Nottingham University, Nottingham.

Rajwani, Amaeshi, K and Emmanuel Adegbite (2012) Corporate Social Responsibility in developing economies: Do institutional voids matter? Academy of International Business, Liverpool.

Rajwani, T, Lawton, T and Lanuza, I (2011). Institutional effects during international expansion: An integrative model of value erosion, Strategic Management Society conference, Miami.

Rajwani, T, Maguire, S and Lindeque, J (2011), Firms and international regimes: Towards a framework for understanding transnational corporate political activity, British Academy of Management, Aston.;

Rajwani, T, Lawton, T and Phillips, N (2011). The Influence of trade associations: Towards a framework for understanding activities and impact, European Academy of Management, Tallinn.

Rajwani, T, De Villa Correa, M and Lawton, T (2011) Managerial perceptions and crisis management: Adapting strategic responses at four Colombian organizations, Strategic Management in Latin American Conference, Bogota.

Rajwani, T and Rompas, S (2010). What drives valuable resources to lose their Value? The concept of value erosion, Strategic Management Society conference, Rome.

Ramdani, B and Rajwani, T (2010). Embracing Enterprise 2.0: Moving towards accelerated business models, International Business Information Management Conference, Istanbul.

Rajwani, T and Lawton, T (2009). Strategy, structure and performance in trade associations: An implicit configuration framework for co-ordinating influence, Strategic Management Society conference, Washington DC.

Rajwani, T and Lawton, T (2009). Developing and exercising political capabilities: A case of European Airlines, Academy of Management Conference, Chicago.

Rajwani, T and Lawton, T (2008). Contextual connectedness and management attention: Explicating lobbying in a predicable policy context, Strategic Management Society, Cologne

Rajwani, T and Lawton, T.C (2007). Unbundling lobbying capability: Non-Market strategy development in an exogenous policy context, Strategic Management Society, San Diego.

Rajwani, T and Lawton, T (2007). Unbundling the development of a lobbying capability in an exogenous policy context: 2000-2005, Academy of Management conference, Philadelphia.

Teaching and supervision

  • Strategic Management (BE284)

Publications

Journal articles (21)

White, GO., Fainshmidt, S. and Rajwani, T., (2018). Antecedents and Outcomes of Political Tie Intensity: Institutional and Strategic Fit Perspectives. Journal of International Management. 24 (1), 1-15

De Villa, MA., Rajwani, TS., Lawton, T. and Mellahi, K., (2018). To engage or not to engage with host governments: Corporate political activity and host-country political risk. Global Strategy Journal

Liedong, TA., Rajwani, T. and Mellahi, K., (2017). Reality or Illusion? The Efficacy of Nonmarket Strategy in Institutional Risk Reduction. British Journal of Management. 28 (4), 609-628

Lawton, TC. and Rajwani, T., (2017). Introduction: Revisiting the Roles and Responsibilities of Trade Associations. Journal of Management Inquiry. 27 (1), 3-4

Lawton, TC., Rajwani, T. and Minto, A., (2017). Why Trade Associations Matter: Exploring Function, Meaning, and Influence. Journal of Management Inquiry. 27 (1), 5-9

Liedong, TA. and Rajwani, T., (2017). The impact of managerial political ties on corporate governance and debt financing: Evidence from Ghana. Long Range Planning

Amaeshi, K., Adegbite, E. and Rajwani, T., (2016). Corporate Social Responsibility in Challenging and Non-enabling Institutional Contexts: Do Institutional Voids matter?. Journal of Business Ethics. 134 (1), 135-153

Rajwani, T., Lawton, T. and Phillips, N., (2015). The “Voice of Industry”: Why management researchers should pay more attention to trade associations. Strategic Organization. 13 (3), 224-232

De Villa, MA., Rajwani, T. and Lawton, T., (2015). Market entry modes in a multipolar world: Untangling the moderating effect of the political environment. International Business Review. 24 (3), 419-429

Rajwani, T. and Liedong, TA., (2015). Political activity and firm performance within nonmarket research: A review and international comparative assessment. Journal of World Business. 50 (2), 273-283

Liedong, TA., Ghobadian, A., Rajwani, T. and O Regan, N., (2015). Toward a View of Complementarity: Trust and Policy Influence Effects of Corporate Social Responsibility and Corporate Political Activity. Group and Organization Management. 40 (3), 405-427

Doh, JP., Lawton, TC., Rajwani, T. and Paroutis, S., (2014). Why your company may need a chief external officer. Organizational Dynamics. 43 (2), 96-104

Stadler, C., Rajwani, T. and Karaba, F., (2014). Solutions to the Exploration/Exploitation Dilemma: Networks as a New Level of Analysis. International Journal of Management Reviews. 16 (2), 172-193

Lawton, T., Rajwani, T. and Doh, J., (2013). The antecedents of political capabilities: A study of ownership, cross-border activity and organization at legacy airlines in a deregulatory context. International Business Review. 22 (1), 228-242

Lawton, T., McGuire, S. and Rajwani, T., (2013). Corporate Political Activity: A Literature Review and Research Agenda. International Journal of Management Reviews. 15 (1), 86-105

Andrea de Villa, M. and Rajwani, T., (2013). The mirror trap Do managerial perceptions influence organizational responses to crises?. ACADEMIA-REVISTA LATINOAMERICANA DE ADMINISTRACION. 26 (1), 170-188

Doh, JP., Lawton, TC. and Rajwani, T., (2012). Advancing Nonmarket Strategy Research: Institutional Perspectives in a Changing World. Academy of Management Perspectives. 26 (3), 22-39

Lawton, T., Rajwani, T. and Reinmoeller, P., (2012). Do you have a survival instinct? Leveraging genetic codes to achieve fit in hostile business environments. Business Horizons. 55 (1), 81-91

Lawton, T. and Rajwani, T., (2011). Designing lobbying capabilities: managerial choices in unpredictable environments. European Business Review. 23 (2), 167-189

Lawton, T., Rajwani, T. and O'Kane, C., (2011). Strategic reorientation and business turnaround: the case of global legacy airlines. Journal of Strategy and Management. 4 (3), 215-237

Harrington, DG., Lawton, TC. and Rajwani, T., (2005). Embracing and Exploiting Industry Turbulence: The Strategic Transformation of Aer Lingus. European Management Journal. 23 (4), 450-457

Books (2)

Rajwani, TS. and Lawton, T., (2015). The Routledge Companion to Non-Market Strategy. Routledge Press

Lawton, TC., Doh, JP. and Rajwani, T., (2014). Aligning for Advantage: Competitive Strategies for the Political and Social Arenas. Oxford University Press. 9780199604753

Book chapters (3)

Lawton, TC. and Rajwani, TS., (2015). Introduction: The evolution of non-market strategy in theory and practice. In: The Routledge Companion to Non-Market Strategy. Routledge. 3- 11. 1317819713. 9781317819707

John, A., Rajwani, TS. and Lawton, TC., (2015). What is Corporate Political Activity?. In: The Routledge Companion to Non-Market Strategy. Editors: Lawton, T. and Rajwani, T., . Routledge Press

Harrington, D., Lawton, T. and Rajwani, TS., (2007). Embracing and Exploiting Industry Turbulence: The Strategic Transformation of Aer Lingus. Editors: Lawton, T.,

Conferences (2)

Liedong, TA., Rajwani, T. and White, GO., (2015). The Contingent Value of Managerial Political Ties in Private Debt Financing: Evidence from Ghana

Ramdani, B. and Rajwani, T., (2010). Embracing enterprise 2.0: Moving towards accelerated business models

Contact

tazeeb.rajwani@essex.ac.uk
+44 (0) 1206 878439

Location:

GB.3.13, Colchester Campus

Academic support hours:

Available for student support on Tuesday and Wednesday, 11am to 1pm