Professor Mark Saunders

Professor in Business Research Methods

Qualifications: BA (Lancaster), MSc (Salford), PGCE (Cantab), PhD (Lancaster), FCIPD

Email:
Phone: Work: 01483 68 6731
Room no: 43 MS 03

Office hours

My weekly timetable and office hours are displayed on my office door.  However, if it is more convenient for you, please email me for an appointment.   

Further information

Biography

Mark joined the Surrey Business School in January 2009 as Professor in Business Research Methods.  His is also Director of Postgraduate Research Programmes. His research interests are Research Methods and Human Resource Aspects of the Management of Change and these are reflected in his teaching.   Mark also undertakes consultancy in the public, private and not for profit sectors..

Mark begun his career in academia after a variety of research posts in local government. He lectured at the Gloucestershire Business School, University of Gloucestershire, in Research Methods and Human Resource Management between 1990 and 2001. During this period he was Head of the Human Resource Management Research Centre. He subsequently worked at Oxford Brookes University Business School between 2001 and 2009 where he was Assistant Dean (Director of Research and Doctoral Programmes) and Professor of Business Research Methods. 

Mark is co-author of seven management text books. These include Research Methods for Business Students (2012, 6th edition, Financial Times Prentice Hall), which has also been translated into Chinese, Dutch, Vietnamese and Russian; Doing Research in Business and Management: An Essential Guide to Planning Your Project (2012, Financial Times Prentice Hall); Statistics: What you really need to know ( 2008, McGraw Hill); Strategic Human Resource Management (2007, Financial Times Prentice Hall); Employee Relations: Understanding the Employment Relationship (2003, Financial Times Prentice Hall) and Managing Change: an HR Strategy Approach (2000, Financial Times Prentice Hall). 

His   co-edited books combine his research interests in methods and trust.  The most recent the Handbook of Research Methods on Trust (2012, Edward Elgar) provides a comprehensive collection of chapters on the methods currently used to research trust.   In contrast  Organizational trust: a cultural perspective (2010, Cambridge University Press) is drawn from an ESRC funded seminar series for which he was principal investigator. A copy of the concluding chapter outlining future research directions can be downloaded here.  

Copies of Mark's  recent research publications can be downloaded from his publications pages.

Mark's recent consultancy clients include Kingston Smith (one of the UK's top twenty audit and chartered accountancy firms), Worcestershire County Council, Cambridge University, the National Health Service and West Midlands Learning and Skills Council. 

Research Interests

Within my research I adopt a pragmatist approach utilizing a range of data collection methods alongside both quantitative and qualitative data analysis techniques.

Human resource aspects of the management of change:

  • People issues associated with the management of organisational change, in particular issues associated with:
    - employee trust,
    -perceptions of organisational justice during change
    -organisational downsizing.
  • Understanding and improving relationships within organisations, between organisations and between organisations and their customers.  

Organisational research methods:

  • Implications for organisations of using online research methods.
  • Ethical implications for researchers of using online research methods.
  • Methods to research sensitive topics such as trust and justice.
  • Development of the Template Process as a tool to learn about, understand and improve organizational relationships within a process consultation framework.


Mark has published on research methods, trust and organizational justice, downsizing and employee mobility. He has been a guest editor for the journals Personnel Review and Strategic Change, is a member of the editorial boards of the journals Personnel Review and Electronic Journal of Business Research Methods, Journal of Services Research and the Journal of Trust Research.  He is Research Consultant to the Editorial Board of Coaching: An International Journal of Theory, Research and Practice.

Between 2005 and 2007 he was principal organiser of the ESRC Seminar Series: Building, maintaining and repairing trust across cultures: theory and practice (with Denise Skinner, Nicole Gillespie and Graham Dietz).

Research Student Supervision

Mark has supervised 10 PhDs and 1 MPhil to successful completion.

If you are interested in studying with him in either of his areas of research interest, please contact him for an informal discussion by email.

Research Collaborations

Member of Editorial Board (1999 –date) and Book Reviews Editor for Personnel Review (1999-2008).

Member of Editorial Board (2004 -date) On-line Journal of Business Research Methods

Member of Editorial Board (2009 -date) Journal of Trust Research

Member of Editorial Board (2009 -date) Journal of Services Research

Research Consultant to the Editorial Board (2011-date) Coaching: An International Journal of Theory, Research and Practice

Publications

Journal articles

  • Tosey PC, Visser M, Saunders MNK. (2012) 'The origins and conceptualisations of `triple-loop’ learning: a critical review'. Sage Management Learning, 43 (3), pp. 289-305.
    doi: 10.1177/1350507611426239
  • Saunders MNK. (2012) 'Web versus Mail: The influence of survey distribution mode on employees' response'. Sage Field Methods, 24 (1), pp. 56-73.
    doi: 10.1177/1525822X11419104
    Full text is available at: http://epubs.surrey.ac.uk/25594/

    Abstract

    Despite organizations’ widespread Internet use and ready availability of Web survey software, few studies have examined explicitly the impact on employees’ responses of using the Web as opposed to mail-based surveys (MBS). This article addresses this gap using an employee attitude survey distributed to a 50% systematic sample of 3,338 employees by mail, the remaining employees receiving the survey via a Web link. Although the return rate for the Web (49.1%) was higher than for mail (33.5%), the quality of Web returns was reduced by a higher number of partial responses and abandonments. Taking into account effect size, significant differences in response were small other than for open question content. Recommendations regarding use of Web-based surveys (WBS) are offered and areas for future research suggested.

  • Rojon C, Saunders MNK. (2012) 'Formulating a convincing rationale for a research study'. Taylor & Francis Coaching: An International Journal of Theory, Research and Practice, 5 (1), pp. 55-61.
    doi: 10.1080/17521882.2011.648335
    Full text is available at: http://epubs.surrey.ac.uk/135497/

    Abstract

    Explaining the purpose of a research study and providing a compelling rationale is an important part of any coaching research project, enabling the work to be set in the context of both existing evidence (and theory) and its practical applications. This necessitates formulating a clear research question and deriving specific research objectives, thereby justifying and contextualising the study. In this research note we consider the characteristics of good research questions and research objectives and the role of theory in developing these. We conclude with a summary and a checklist to help ensure the rationale for a coaching research study is convincing.

  • Paraskevas A, Saunders MNK. (2012) 'Beyond Consensus: An Alternative use of Delphi Enquiry in Hospitality Research'. Emerald International Journal of Contemporary Hospitality Management, 24 (6), pp. 907-924.
    doi: 10.1108/09596111211247236
  • Altinay L, Saunders MNK, Wang C. (2012) 'The Influence of Culture on Trust Judgments in Customer Relationship Development by Ethnic Minority Small Businesses'. Journal of Small Business Management,
    [ Status: Accepted ]
  • Rojon C, McDowall A, Saunders MNK. (2011) 'On the experience of conducting a Systematic Review in Industrial, Work and Organizational Psychology: Yes it is Worthwhile'. Hogrefe Publishing Journal of Personnel Psychology, 10 (3), pp. 133-138.
    doi: 10.1027/1866-5888/a000041
    Full text is available at: http://epubs.surrey.ac.uk/7300/

    Abstract

    Systematic Review methodology (SRm) is an increasingly popular choice for literature reviews in the Social Sciences. While compared to traditional narrative reviews SRm appears time-consuming and laborious, transparency and replicability of the methodology is argued to facilitate greater clarity of review. Nevertheless, researchers in Industrial, Work, and Organizational (IWO) Psychology have yet to embrace this methodology. Drawing on experience from conducting a Systematic Review (SR) of individual workplace performance we explore the premise: The advantages of SRm to IWO Psychology researchers outweigh the disadvantages. We offer observations, insights, and potential solutions to challenges faced during the reviewing process, concluding that SRm is worthwhile for IWO Psychology researchers

  • Saunders MNK, Rojon C. (2011) 'On the attributes of a critical literature review'. Taylor and Francis Coaching: An International Journal, 4 (2), pp. 156-162.
    doi: 10.1080/17521882.2011.596485
    Full text is available at: http://epubs.surrey.ac.uk/7386/

    Abstract

    Exploring and evaluating findings from previous research is an essential aspect of all research projects enabling the work to be set in the context of what is known and what is not known. This necessitates a critical review of the literature in which existing research is discussed and evaluated, thereby contextualising and justifying the project. In this research note we consider what is understood by being critical when reviewing prior to outlining the key attributes of a critical literature review. We conclude with a summary checklist to help ensure a literature review is critical.

  • Saunders MNK, Thornhill A. (2011) 'Researching sensitive issues without sensitising: using a concurrent mixed methods design to research trust and distrust'. e-Content Management Journal of Multiple Research Approaches, 5 (3), pp. 334-350.
    doi: 10.5172/mra.2011.5.3.334
    Full text is available at: http://epubs.surrey.ac.uk/121075/

    Abstract

    Researchers exploring sensitive issues need to obtain valid and reliable information. This may necessitate participants not being sensitised to the precise research focus to prevent contamination of findings. In this paper research exploring feelings of trust and distrust and emotional responses to organisational change is used to assess how a concurrent mixed methods design, utilizing a constrained card sort and in-depth interview, can enable such sensitive issues to be researched without sensitising participants. This illustrative example provides instructive guidance regarding how to apply this mixed method. It also reveals how feelings of trust and distrust and emotional responses are directly associated with positively and negatively interpreted change situations rather than misappropriated, highlighting reasons for these responses including the role of managers. The paper concludes by considering how this mixed methods design can support researching such sensitive issues in organisations.

  • Wang CL, Indridason T, Saunders MNK. (2010) 'Affective and continuance commitment in public private partnership'. Employee Relations, 32 (4), pp. 396-417.
    doi: 10.1108/01425451011051613
    Full text is available at: http://epubs.surrey.ac.uk/2456/
  • McDowall A, Saunders MNK. (2010) 'UK managers' conceptions of employee training and development'. Journal of European Industrial Training, 34 (7), pp. 609-630.
    doi: 10.1108/03090591011070752
    Full text is available at: http://epubs.surrey.ac.uk/712907/

    Abstract

    Purpose: The first purpose of this paper is to review the practical and theoretical distinctions between training and development in the organisational psychology and human resource development (HRD) literatures. Then the paper seeks to investigate how managers responsible for the training and development function conceptualise these activities in practice, the factors that guide their decision making, how they evaluate the outcomes and the extent to which they perceive a relationship between training and development. Design/methodology/approach: Taking a critical realist perspective, 26 interviews were conducted with UK managers and analysed through thematic coding using template analysis. Findings: Managers' conceptualisations of training and development vary. Formal training is prioritised due to a perceived more tangible demonstrable return on investment. Perceived success in training focuses on improvements to job-related skills, whereas success outcomes for development are more varied and difficult to measure. Managers consider that training and development are more valuable when combined. Research limitations/implications: There is a need for further process-driven research to understand the interrelationship between training and development and to develop methods that can be used by organisations to evaluate both. This necessitates going beyond methods currently in use and including both qualitative and quantitative measures. Practical implications: Managers may take a more proactive and directive role in facilitating development than the literature suggests; consequently, their role needs to be considered more actively in HRD learning strategies. Originality/value: This is one of the first qualitative studies to explore the conceptualisations of managers responsible for training and development, highlighting the inter-relationship between training and development and the factors guiding decisions regarding these activities. © Emerald Group Publishing Limited.

  • Saunders MNK. (2010) 'Book review: D. Coglan and T Brannick 'Doing Action Research in Your Own Organisation''. Action Learning: Research and Practice, 7 (3), pp. 317-318.
    doi: 10.1080/14767333.2010.518381
  • Saunders MNK, Altinay L, Riordan K. (2009) 'The management of post-merger cultural integration: implications from the hotel industry'. ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD SERVICE INDUSTRIES JOURNAL, 29 (10) Article number PII 913511790 , pp. 1359-1375.
    doi: 10.1080/02642060903026213
    Full text is available at: http://epubs.surrey.ac.uk/2436/
  • Saunders MNK. (2006) 'Book Review: Handbook of organizational justice'. SAGE PUBLICATIONS LTD ORGAN STUD, 27 (12), pp. 1911-1914.
    doi: 10.1177/0170840606074946
  • Saunders M, Williams CS. (2006) 'Developing the Service Template: From measurement to agendas for improvement'. Service Industries Journal, 26 (5), pp. 1-15.
    Full text is available at: http://epubs.surrey.ac.uk/2434/
  • Saunders M. (2006) 'Forced Employment Contract Change and the Psychological Contract'. Employee Relations, 28 (5), pp. 449-467.
    Full text is available at: http://epubs.surrey.ac.uk/2431/
  • Brown RB, Saunders MNK, Beresford R. (2006) 'You owe it to yourself: The financially literate manager'. Accounting Forum, 30 (2), pp. 179-191.
    doi: 10.1016/j.accfor.2006.03.001
    Full text is available at: http://epubs.surrey.ac.uk/2426/

    Abstract

    There is an important benefit for businesspeople who are financially literate. Financial literacy helps them to function efficiently at work because they are able to evaluate the information needed to make decisions that have financial ramifications or consequences. Research into the financially literate has tended to concentrate on personal finance issues involving the general public. The focus of this paper, however, is on small businesses owner-entrepreneurs who, in their first year, are required to understand the financial position and activities of their organisations, and thus do not need to take the activities, statements and advice of their accountants and financial advisors on trust. Using data collected from 147 small businesses over their first year of trading, the findings provide evidence of a degree of financial illiteracy which has implications for the success or failure of this section of the business community. © 2006 Elsevier Ltd. All rights reserved.

  • Saunders M, Williams CS. (2005) 'From evaluation towards an agenda for quality improvement: The development and application of the Template Process'. Active Learning in Higher Education, 6 (1), pp. 60-72.
    Full text is available at: http://epubs.surrey.ac.uk/2684/
  • Saunders M, Beresford R. (2005) 'Professionalisation of the start up process'. Strategic Change, 14 (6), pp. 337-347.
  • Saunders M, Skinner D, Beresford R. (2005) 'Mismatched perceptions and expectations: An exploration of stakeholders' views of key and technical skills in vocational education and training'. Journal of European Industrial Training, 29 (5), pp. 369-382.
    Full text is available at: http://epubs.surrey.ac.uk/2685/
  • Saunders M, Phillips A, Pandit S, Chetty DD. (2005) 'The nature of the relationship between authors and publishers'. Publishing Research Quarterly, 21 (2), pp. 3-15.
    Full text is available at: http://epubs.surrey.ac.uk/2686/
  • Saunders M, Skinner D, Duckett H. (2004) 'Policies, promises and trust: Improving working lives in the NHS'. International Journal of Public Sector Management, 17 (7), pp. 558-570.
  • Saunders M, Thornhill A, Skinner D. (2004) 'Guest Editorial: HRM and change'. Personnel Review, 33 (2), pp. 159-160.
  • Saunders M, Lewis P, Thornhill A. (2004) 'Family breakdown: developing an explanatory theory of reward system change'. Personnel Review, 33 (2), pp. 174-186.
  • Saunders M, Thornhill A. (2004) 'Trust and mistrust in organisations: An exploration using an organisational justice framework'. European Journal of Work and Organisational Psychology, 13 (4), pp. 492-515.
  • Saunders M, Skinner D, Beresford R. (2004) 'Towards a shared understanding of skill shortages: differing perceptions of training and development needs'. Education and Training, 46 (4), pp. 182-193.
  • Skinner D, Saunders MNK, Thornhill A. (2003) 'Guest Editorial - Human Resource Management in a changing world'. Strategic Change, 11 (7), pp. 341-345.
  • Saunders M, Thornhill A. (2003) 'Organisational justice, trust and the management of change: An exploration'. Personnel Review, 32 (3), pp. 360-374.
  • Saunders M, Thornhill A. (2003) 'Exploring employees' reactions to strategic change over time: The utilisation of an organisational justice perspective'. Irish Journal of Management, 24 (1), pp. 66-86.
  • Saunders MNK, Williams C. (2002) 'Towards critical evaluation of the quality of information systems services: The development and application of the Template Process'. Electronic Journal of Business Research Methods, 1 (1), pp. 29-36.
  • Thornhill A, Saunders MNK. (2002) 'Reactions to change and how to deal with them'. Croner's Journal of Professional HRM, 28, pp. 17-23.
  • Saunders M, Thornhill A, Lewis P. (2002) 'Understanding employees' reactions to the management of change: an exploration through an organisational justice framework'. Irish Journal of Management, 23 (1), pp. 85-108.
  • Saunders M, Thornhill A. (2001) 'Managing careers in restructured organisations'. Croner's Journal of Professional HRM, 23 (0), pp. 16-22.
  • Baker BR, Saunders MNK. (2000) 'Stress at work: assessing the risk'. Occupational Health Review, 87, pp. 29-34.
  • Saunders MNK, Williams CS. (2000) 'Towards a new approach to understanding service encounters: establishing, learning about and reconciling different views'. Journal of European Industrial Training, 24, pp. 220-227.

Conference papers

  • Rojon C, Saunders MNK, McDowall A. (2012) 'The development and evaluation of a new generic model of individual workplace performance'. Cardiff: 26th Annual Conference of the British Academy of Management
  • Rojon C, McDowall A, Saunders MNK. (2011) 'Does it pay to be specific about performance? Some Meta-Analytic Evidence'. Aston, Birmingham: British Academy of Management
  • Doherty C, Saunders MNK. (2011) 'They think that poor old patient doesn't know anything: Sense making in the context of dominant and subordinate relationships'. Aston, Birmingham: British Academy of Management
    Full text is available at: http://epubs.surrey.ac.uk/181455/
  • Wang C, Saunders MNK. (2011) 'Non response in cross-cultural telephone surveys: reflections on telephone survey interviews with Chinese managers'. Aston, Birmingham: British Academy of Management
  • Wang C, Saunders MNK. (2011) 'Telephone requests for participation and refusal: reflections on gaining interview survey access to Chinese managers'. Reading : Academic Conferences International Proceedings of the 10th European Conference of Research Methods in Business and Management, Caen, France: 10th European Conference on Research Methods in Business and Management, pp. 537-546.
  • Saunders MNK. (2010) 'Trust and Strategic Change: an Organizational Justice Perspective'. Sheffield, UK: Trust and HRM Symposium, British Academy of Management
  • Saunders MNK, Slack R, Bowen D. (2010) 'Location, the development of swift trust and learning: insights from two doctoral summer schools'. Madrid, Spain: EIASM 5th Workshop on Trust Within and Between Organisations
  • Ekinci Y, Altinay L, Saunders MNK. (2010) 'An investigation of the Interface between strategic orientations, organizational learning and SME growth in the retail industry'. Istanbul, Turkey: 17th Recent Advances in Retailing and Services Science Conference
  • Saunders MNK. (2010) 'Researching sensitively without sensitizing: using a mixed methods design'. Reading : ACI Proceedings of the 9th European Conference on Research Methods in Business and Management, 9th European Conference on Research Methods in Business and Management, pp. 503-509.
  • Saunders MNK. (2009) 'Researching Sensitively without Sensitizing: Using Card Sorts in Concurrent Mixed Method Designs'. Sheffield, UK: British Academy of Management
  • Saunders MNK. (2009) 'The impact of web and mail survey distribution methods on employees’ response'. Brighton, UK: British Academy of Management
  • Saunders MNK, Slack R, Bowen D. (2009) 'Location, trust and learning: insights from a doctoral summer school'. Newcastle, UK: 10th International Conference on Human Resource Development: Research and Practice across Europe
  • Saunders MNK. (2009) 'A real world comparison of responses to distributing questionnaire surveys by mail and web'. Reading : Proceedings of the 8th European Conference on Research Methods in Business and Management, 8th European Conference on Research Methods in Business and Management, pp. 323-330.
  • Saunders MNK, Skinner D, Hatzakis T. (2008) 'The meaning and use of trust related terms'. Harrogate, UK: British Academy of Management
  • Saunders MNK, Williams CS, Jones C. (2008) 'Doing things right or doing the right things? Using the Extended Service Template Process to facilitate learning'. Lille, France: 9th International Conference on Human Resource Development Research and Practice Across Europe
  • Saunders MNK. (2008) 'Improving service relationships using the Service Template Process: from defining problems to owning solutions'. Penn State University, USA: International Conference of Services Management
  • Saunders MNK, Thornhill A, Evans C. (2007) 'Conceptualising trust and distrust and the role of boundaries: an organisationally based exploration'. Amsterdam, The Netherlands: EIASM 4rd Workshop on Trust Within and Between Organisations Special Session V: Toward a systematic understanding of trust and boundaries
  • Saunders MNK, Williams CS. (2006) 'Improving organisational relationships: applying the Extended Service Template Process to promote organisational learning'. Praeto: ACREW
  • Skinner D, Saunders MNK. (2005) 'The meaning and use of the terms trust, mistrust and distrust: relevant debate or academic navel gazing?'. Amsterdam, The Netherlands: EIASM
  • Thornhill A, Lewis P, Saunders MNK. (2005) 'The role of Power and Agency in the Introduction of a Job Families System'. Istanbull, Turkey: XII European Congress of Work and Organisational Psychology
  • Saunders MNK, Williams CS. (2005) 'Developing the Service Template: from measurement to quality improvement'. Oxford, UK: British Academy of Management
  • Saunders MNK, Thornhill A. (2005) 'The Impact of Forced Change in Employment Contracts on Employees’ Perceptions of their Psychological Contracts'. Istanbul, Turkey: XII European Congress of Work and Organisational Psychology
  • Davis A, Thornhill A, Saunders MNK. (2005) 'Perceptions of Organizational Justice and Organizational Commitment'. Istanbull, Turkey: XII European Congress of Work and Organisational Psychology
  • Skinner D, Saunders MNK. (2004) 'The meaning and use of the words trust, mistrust and distrust: relevant debate or academic navel gazing?'. Ljubljana, Slovenia: European Group for Organisational Studies Conference
  • Saunders MNK, Brown R, Beresford R. (2004) 'You owe it to yourself: The financially literate manager'. Dublin, NI: Irish Academy of Management Conference
  • Saunders MNK, Lewis P, Thornhill A. (2003) 'Exploring the Reasons for Failure of a Job Families Rewards System'. Lisbon, Portugal: 11th European Congress on Work and Organizational Psychology
  • Saunders MNK, Thornhill A. (2003) 'Trust and Mistrust in Organisations: An Exploration Using an Organisational Justice Framework'. Amsterdam, The Netherlands: Second International Workshop on Trust
  • Saunders MNK, Skinner D, Duckett H. (2003) 'Trust in the new National Health Service'. Milan, Italy: European Academy of Management Conference
  • Saunders MNK, Thornhill A. (2003) 'Organisational Justice and Strategic Change: The Development and Exploration of a Conceptual Framework'. Dublin, NI: Irish Academy of Management Conference
  • Saunders MNK, Thornhill A. (2003) 'The development of an analytical framework for Organisational Justice: Exploring the practice of strategic change'. Waterford, Ireland: Irish Academy of Management Conference
  • Saunders MNK, Quinton S, Smallbone T, Thomas J. (2003) 'Beyond the home shopping catalogue? Business and Management postgraduate students’ understanding of critically reviewing the literature'. Proceedings of the 2nd European Conference on Research Methodology for Business and Management Studies, 2nd European Conference on Research Methodology for Business and Management Studies, pp. 313-319.
  • Saunders MNK, Skinner D. (2003) 'Policies, Promises and Trust: Improving Working Lives in the National Health Service'. Amsterdam, The Netherlands: Second International Workshop on Trust
  • Saunders MNK, Thornhill A. (2002) 'Employees’ trust as a reaction to the management of change: an exploration through an organisational justice framework'. Stockholm, Sweden: European Academy of Management
  • Saunders MNK, Williams C. (2002) 'Towards critical evaluation of dissertation supervision: the development and application of the Template process'. Warwick, UK: CEDAR, New Initiatives in Research and Evaluation
  • Lewis P, Thornhill A, Saunders MNK. (2002) 'Family breakdown: developing an explanatory theory of reward system change'. Proceedings of the HRM in a Changing World Conference, Oxford Brookes University, UK: HRM in a Changing World, pp. 34-37.
  • Saunders MNK. (2002) 'Proceedings of the HRM in a Changing World Conference'. HRM in a Changing World, Oxford Brookes University, UK: HRM in a Changing World
  • Saunders MNK, Williams C. (2002) 'Towards critical evaluation of the quality of information systems services: The development and application of the Template Process'. Proceedings of the European Conference on Research Methodology for Business and Management Studies, European Conference on Research Methodology for Business and Management Studies, pp. 327-334.
  • Thornhill A, Saunders MNK. (2002) 'Employee's trust as a reaction to the management of change: an exploration through an organisational justice framework'. Stockholm, Sweden: European Academy of Management Conference
  • Saunders MNK, Thornhill A. (2001) 'Understanding employees’ reactions to the management of change'. Londonderry, Ireland: Irish Academy of Management
  • Saunders MNK, Williams C. (2001) 'From measurement to an agenda for action: Developing the service template process to establish, understand and address what really matters'. What really matters in Operations Management, Bath School of Management, Bath: What really matters in Operations Management, pp. 957-968.
  • Saunders MNK. (2001) 'The use of assessment criteria to ensure consistency of marking: some implications for good practice'. Oxford, UK: Oxford Centre for Learning and Development Conference on Assessment
  • Saunders MNK, Thornhill A. (2001) 'Employee reactions to the management of change: an exploration of an organisational justice framework'. Athens, Greece: International Conference on Advances in Management
  • Thornhill A, Saunders MNK. (2000) 'Organisational Justice and Strategic Change: The Development and Exploration of a Conceptual Framework'. Edinburgh, UK: British Academy of Management
  • Saunders MNK, Williams CS. (2000) 'Towards a new approach to understanding service encounters - establishing and reconciling different views'. Limerick, Ireland: Irish Academy of Management Conference
  • Saunders MNK, Williams CS. (2000) 'Double loop learning and improving organisational relationships: the application of the Template process'. Colorado, USA: International Conference on Advances in Management

Books

  • Saunders MNK, Lewis P, Thornhill A. (2012) Research Methods for Business Students. 6 Edition. Harlow : Pearson
  • Saunders MNK, Lewis P, Thornhill A. (2012) Research Methods for Business Students. 5 Edition. Philipines : Pearson Education
    [ Status: Accepted ]
  • Saunders MNK, Lewis P. (2012) Doing Research in Business & Management: An Essential Guide to Planning Your Project. 1st Edition. Harlow : Pearson , pp. 1-233.
  • Saunders M, Lyon F, Moellering G. (2012) Handbook of Research Methods on Trust. Cheltenham, Edward Elgar
  • Saunders MNK, Lewis P, Thornhill A. (2011) Methoden en technieken van onderzoeke. 5 Edition. Amsterdam : Pearson Education Benelux BV
  • Saunders MNK, Lewis P. (2011) Research Methods for Business Students. 5 Edition. New Delhi : Dorling Kindersley India
  • Saunders MNK, Lewis P, Thornhill A. (2011) Research Methods for Business Students. 5th Edition. Dongbei : Dongbei University of Finance & Economics Press
  • Berman-Brown R, Saunders MNK. (2011) Dealing with Statistics: What you need to know. Cairo : Arab Nile Group
  • Saunders M, Lewis P, Thornhill A. (2011) Research Methods for Business Students (4th edn, Vietnamese language edition). Hochiminh, Huong Huy
  • Saunders M. (2010) Organisational trust: a cultural perspective. Cambridge : Cambridge University Press
  • Saunders MNK, Lewis P, Thornhill A. (2010) Research Methods for Business Students. 5 Edition. Dongbei : Dongbei University of Finance & Economics Press
  • Saunders M, Lewis P, Thornhill A. (2009) Research Methods for Business Students (5th edn). 5th Edition. Pearson Education
  • Saunders M, Berman-Brown R. (2008) Dealing with Statistics: what you need to know. Maidenhead : Open University
  • Saunders MNK, Lewis P, Thornhill A. (2008) Research Methods for Business Students (Traditional Chinese Language 4th edition). Macau : FT Prentice Hall
  • Saunders M, Lewis P, Thornhill A. (2008) Methoden en technieken van onderzoeke (vierde editie) (Research Methods for Business Students, Dutch language 4th edition). Amsterdam, Pearson Education Benelux BV
  • Millmore M, Lewis P, Saunders M, Thornhill A, Morrow T. (2007) Strategic Human Resource Management: Contemporary Issues. Harlow : FT Prentice Hall
  • Saunders MNK, Lewis P, Thornhill A. (2007) Instructor's Manual: Research Methods for Business Students. 4th Edition. Harlow : FT Prentice Hall
  • Saunders M, Lewis P, Thornhill A. (2007) Research Methods for Business Students (4th edn). Harlow, FT Prentice Hall
  • Thornhill A, Lewis P, Millmore M, Saunders MNK. (2006) Managing Change: a Human Resource Strategy Approach (Indian low price edition). Delhi : Dorling Kindersley (India)
  • Saunders M, Lewis P, Thornhill A. (2006) Research Methods for Business Students (3rd edn, Russian language edition). Moscow : Ekcmo
  • Saunders M, Lewis P, Thornhill A. (2006) Research Methods for Business Students (3rd edn, Indian edition). Delhi : Dorling Kindersley (India)
  • Saunders M, Lewis P, Thornhill A. (2005) Employee Relations: Understanding the Employment Relationship (Chinese language edn). Liaoning : Dongbei University of Finance and Economic Press
  • Saunders MNK, Lewis P, Thornhill A. (2004) Research Methods for Business Students (Dutch Language 3rd edition). 3rd Edition. Amsterdam : Pearson Education Benelux BV
  • Saunders MNK, Lewis P, Thornhill A. (2004) Research Methods for Business Students (Chinese Language Edition). Beijing : China Commerce and Trade Press
  • Saunders MNK, Lewis P, Thornhill A. (2003) Research Methods for Business Students Instructors Manual (3rd edition). Harlow : FT Prentice Hall
  • Saunders MNK, Lewis P, Thornhill A. (2003) Research Methods for Business Students (1st Indian Reprint). Delhi : Pearson Education
  • Lewis P , Thornhill A, Saunders MNK. (2003) Employee Relations: Understanding the Employment Relationship Instructors Manual. Harlow : FT Prentice Hall
  • Saunders M, Lewis P, Thornhill A. (2003) Employee Relations: Understanding the Employment Relationship. Harlow, Financial Times, Prentice Hall
  • Saunders MNK, Lewis P, Thornhill A. (2003) Research Methods for Business Students (3rd edition). 3rd Edition. Harlow : FT Prentice Hall
  • Saunders M, Thornhill A, Lewis P, Millmore M. (2000) Managing Change: a Human Resource Strategy Approach (Indian edition). Delhi, Dorling Kindersley (India)
  • Thornhill A, Lewis P, Millmore M, Saunders MNK. (2000) Managing Change: A Human Resource Strategy Approach. Harlow : FT Prentice Hall
  • Saunders MNK, Lewis P, Thornhill A. (2000) Research Methods for Business Students: Lecturers' Guide. Harlow : FT Prentice Hall
  • Saunders MNK, Lewis P, Thornhill A. (2000) Research Methods for Business Students (2nd edition). Harlow : FT Prentice Hall

Book chapters

  • Lyon F, Moellering G, Saunders MNK. (2012) 'Introduction: the variety of methods for the muti-faceted phenomenon of trust'. in Lyon F, Moellering G, Saunders MNK (eds.) Handbook of Research Methods on Trust Edward Elgar , pp. 1-15.
  • Saunders MNK. (2012) 'Choosing research participants'. in Symons G, Cassell C (eds.) The Practice of Qualitative Organizational Research: Core Methods and Current Challenges London : Sage , pp. 37-55.
  • Saunders MNK. (2012) 'Combining card sorts and in-depth interviews'. in Lyon F, Moellering G, Saunders MNK (eds.) Handbook of Research Methods on Trust Edward Elgar Article number 11 , pp. 110-120.
  • Saunders MNK. (2011) 'Trust and strategic change: An organizational justice perspective'. in Searle R, Skinner D (eds.) Trust and Human Resource Management Cheltenham : Edward Elgar Article number 14 , pp. 268-286.
    Full text is available at: http://epubs.surrey.ac.uk/7302/
  • Saunders MNK. (2010) 'The Management Researcher as Practitioner'. in Lee B, Cassell C (eds.) Challenges and Controversies in Management Research London : Routledge- Taylor & Francis Article number 15 , pp. 243-256.
    Full text is available at: http://epubs.surrey.ac.uk/7301/
  • Saunders MNK, Skinner D, Lewicki R. (2010) 'Emerging themes, implications for practice and directions for research'. in Saunders MNK, Skinner D, Lewicki RJ (eds.) Organizational Trust 1st Edition. Cambridge Univ Pr Article number 16 , pp. 407-423.
  • Saunders MNK. (2010) 'Web or mail: which questionaire delivery method should be used?'. in Lee T (ed.) The Partner 2010 London : Partnership Sourcing Ltd , pp. 67-69.
  • Saunders MNK. (2009) 'Understanding and Improving Organisational Relationships'. in Lee T (ed.) The Partner 2009 London : Partnership Sourcing Ltd , pp. 50-53.
  • Saunders MNK. (2008) 'Entry for 'Content Analysis''. in Thorpe R, Holt R (eds.) The Sage Dictionary of Qualitative Management Research London : Sage , pp. 58-59.
  • Saunders MNK. (2008) 'Trust in Organisational Relationships'. in Lee T (ed.) The Partner 2008 London : Partnership Sourcing Ltd , pp. 34-38.
  • Saunders M, Thornhill A. (2008) 'Trust and mistrust in organisations: An exploration using an organisational justice framework'. in Bournois F, Altman A, Boje D (eds.) Managerial Psychology London : Sage
  • Saunders M, Williams CS. (2008) 'Improving Service Quality in the New Public Sector'. in Sargeant A, Wymer W (eds.) The Routledge Nonprofit Marketing Companion London : Routledge , pp. 389-402.
    Full text is available at: http://epubs.surrey.ac.uk/2687/
  • Saunders MNK. (2006) 'Entry for 'Organisational Research''. in Jupp V (ed.) The Sage dictionary of social research methods Sage Publications Ltd , pp. 208-210.
  • Saunders MNK. (2006) 'Entry for 'Research Bargain''. in Jupp V (ed.) The Sage dictionary of social research methods Sage Publications Ltd , pp. 264-265.
  • Saunders MNK. (2006) 'Entry for "Gatekeeper"'. in Jupp V (ed.) The Sage dictionary of social research methods Sage Publications Ltd
  • Saunders MNK. (2004) 'Appraisal at 'EnergyCo': 360-degree feedback using questionnaires'. in Blundel R (ed.) Effective Organisational Communication 2nd Edition. Harlow : FT Prentice Hall , pp. 132-133.
  • Saunders MNK, Williams CS. (2001) 'Double loop learning and improving organisational relationships: the application of the Template Process'. in Rahim MA, Golembiewski RT, Lundberg C (eds.) Current Topics in Management Volume 6 Amsterdam : Elsevier Science 6, pp. 127-148.

Reports

  • Gray DE, Saunders MNK, Goregaokar H. (2012) Success in challenging times: Key lessons for UK SMEs (Summary report). London : Kingston Smith LLP , pp. 1-18.
    Full text is available at: http://epubs.surrey.ac.uk/732200/
  • Gray DE, Saunders MNK, Goregaokar H. (2012) Success in challenging times: Key lessons for UK SMEs (full report). London : Kingston Smith LLP , pp. 1-77.
    Full text is available at: http://epubs.surrey.ac.uk/732199/

    Abstract

    There are approximately 4.5 million businesses employing less than 250 people in the UK, providing a total of 13.7 million jobs, equating to half the private sector workforce in 2011. However, while such Small and Medium Enterprises (SMEs) are of importance, it is their durability that can be considered of greater significance. The precarious nature of SME existence has been well documented. Only about 65% of small businesses are still trading after the first three years of initial start-up. After five years, fewer than 45% of businesses will have survived. Put simply, small firms are more likely to die than larger firms. Indeed, other than size per se, the higher likelihood of death is what distinguishes small from large firms. However, multiple failures can be experienced as the springboard for later success (provided learning takes place). Much of the research into small firms has focused on their failure. The danger of this approach is that it identifies what has gone wrong, but may fail to discover what they need to get right. The approach of the current study, then, is to focus on the triggers that lead to SME success, as a way of highlighting more effective strategy decisions for firms themselves, and to inform better policy decisions for government. A return of over 1,000 survey questionnaires completed by SME owners/directors or senior managers, 20 in depth interviews and 13 focus groups, makes this one of the largest surveys ever into the strategic management of SMEs in the UK. Key findings Finance Successful SMEs are likely to use more than one source of finance to both start and sustain their business However, most SMEs only use one source of finance to start the business, the main source being personal/family savings with a smaller proportion using a bank loan SMEs with a relatively large number of employees now are significantly more likely to have funded the starting of their business using: Bank loan Remortgaging personal property Business Angels/Venture Capital finance/Grant Leasing Factoring and Invoice Discounting SMEs with a relatively small number of employees now are significantly more likely to have funded the starting of their business using: Credit card Personal/family savings Success in challenging times: Key lessons for UK SMEs 7 The main sources of finance used by SMEs to fund their businesses now are: Reinvesting profit (68%) Personal/family savings (39%) Bank loan (29%) SMEs seek routes to financi

Teaching

Research Methods and Methodology

Affiliations

Council Member of the British Academy of Management 

Member of ABS (Association of Business Schools) Research Committee

Fellow of Chartered Institute of Personnel and Development

Fellow of Higher Education Academy

Consultancy

Recent clients include:

Worcestershire County Council

University of Cambridge

South East England Development Agency

Birmingham and Solihull Learning and Skills Council

Oxfordshire Primary Health Care NHS Trusts

Advisory Activities

PSL (Partnership Sourcing Ltd) Steering Group, a CBI initiative to promote collaboration and partnering in business

Visiting Professor, Newcastle Business School, Northumbria University

Visiting Professor, Worcester Business School, University of Worcester

External Examiner, Institute of Financial Services

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