Dr Simon Brooks

• The effect of Social Alliances to elevate Corporate Social Responsibility (CSR) awareness in developing countries - A case study of a British Non-Profit organisation in Colombia. (current)

  PhD

  Other supervisor: Dr Fern Davies

• The Relationship and Influences of Organisational Resilience and Open Innovation for United Kingdom (UK) Life Science Small and Medium-Sized Enterprises (SMEs) (awarded 2024)

  PhD

  Other supervisor: Dr Sam Buxton

  Other supervisor: Dr Fern Davies

• Partnership and Cross-Sector Collaboration to Achieve Net Zero in Healthcare Systems and Improve Population Health aligned to Value-Based Healthcare. (current)

  MSc

  Other supervisor: Dr Fern Davies

• Untitled (current)

  DBA

  Other supervisor: Dr Sian Roderick

• Untitled (current)

  DBA

  Other supervisor: Prof Hamish Laing

• Untitled (current)

  DBA

  Other supervisor: Dr Alan Willson

• Untitled (current)

  DBA

  Other supervisor: Prof Hamish Laing

• Should school exclusions be banned?«br /»«br /»«br /»«br /»«br /» What are the most effective and beneficial ways in which children’s voices are heard and listened to in more than a tokenistic way, which is essential to their development, keeping them in education, promoting their wellbeing, and empowerment? (current)

  DBA

  Other supervisor: Prof Jane Williams

• How do NHS Wales clinical teams experience the implementation of Value-Based Healthcare Principles (current)

  DBA

  Other supervisor: Dr Jocelyn Finniear

• New Question: «br /»«br /»«br /»«br /» - To what extent does professional value and engagement play in the delivery of Value Based Healthcare?«br /»«br /»«br /»«br /» Sub Questions: «br /»«br /»«br /»«br /» - What lessons can be learnt from current Value Based Healthcare deployments and previous changes implemented in healthcare?«br /»«br /»«br /»«br /» - Do professionals derive value from being involved in and delivering Value Based Healthcare?«br /»«br /»«br /»«br /» - Should there be a specific ‘Professional’ value domain within Value Based Healthcare?«br /»«br /»«br /»«br /» (current)

  DBA

  Other supervisor: Prof Nicholas Rich

• An exploration of the lived experiences of the Welsh carer's Charter among carers and professionals in Wales. (current)

  DBA

  Other supervisor: Dr Jocelyn Finniear

• Identifying facilitators and barriers of implementing intelligence for value (specific BI capabilities required) in organisations. (evaluated with the Consolidated Framework for implementation research) (current)

  DBA

  Other supervisor: Prof Nicholas Rich

• To what extent do VPMA leaders effectively practice strategy? (current)

  DBA

  Other supervisor: Prof Louisa Huxtable-Thomas

• MN-8002 Introduction to Applied Doctoral Research

  This module is designed to introduce DBA research students to the expectations of the Doctor of Business Administration and doctoral research more broadly. It is based on developing the initial research proposal through which the student applied for the programme. Students embarking upon a DBA face the challenge of applying established and cutting-edge theory to a practical organisational context. At the same time, they will be expected to manage their doctoral progress, supported by the structure of the programme and their supervisory team. This module is intended to equip students for these challenges. The main content will be taught through a blend of didactic and discussion-based delivery, focusing in part on exemplars and featuring guest sessions with experienced academics. Students will be guided through an outline of the main components of the thesis. This will include introductory work on scoping out the practical and theoretical contexts of the research, as well as an introduction to the range of research methods that might be used. Students will have prepared a presentation on their research which will be delivered to the teaching team for the module. They will then be supported and guided in refining their research. Support will also be given on matters such as doctoral authoring skills and a practical session on using the online library facilities. The assessment paper for this module will include a clear statement of the intended research question, the practical context for the research, a summary of the relevant literature, and an outline of the proposed methodology, including proposals for how data will be accessed. A full briefing on the assessment requirements will be provided by the module coordinator. The assessment for this module will also form the basis for the Confirmation of Candidature requirements of the PGR regulations.

• MN-8003 The Theoretical and Practical Foundations for Doctoral Research

  The Theoretical and Practical Foundations for Doctoral Research module is designed to support the student in the production of a critical literature review and clear explanation of the practical context of their research. This module results in the production of a critical review that forms the basis for the eventual contribution to practical and theoretical knowledge. The learning outcomes stress the importance of a sound theoretical grounding for research, as well as setting the context to which a practical contribution is envisaged. The three day in-person teaching block includes taught sessions that constitute a mixture of skills-based work on (for example) literature searching and systematic reviewing, together with critical academic reflection on the student¿s particular area of study. This is achieved through a colloquium style approach where the students present an outline of their proposed literature review and practical context for discussion among experienced researchers and doctoral supervisors. Guest lectures will also take place from academics and more advanced students on how they undertook their own literature reviews. The content of these lectures, in terms of topic and field of study will be tailored to the requirements of the cohort. The assessment for this module will take the form of a critical literature review of the theory relevant to the student¿s area of research and a clear statement of the practical context for the study.

• MN-8009 DBA Thesis

  This is the thesis module for the Doctor of Business Administration.

• MN-MB08P Exploring Organisational Purpose: Fundamentals

  This module introduces key concepts to build the necessary knowledge and skills to explore and evaluate organisational purpose. The module will help students develop their capacity for critically assessing the context in which organisations have developed and evolved their current strategies. An understanding of this evolution will involve the consideration of fundamental questions such as `what is an organisation and what forms do they take?¿; `why have organisations developed in this way?¿; `to whom do organisations owe responsibilities?¿ and `who benefits from organisational value?¿. These, and other critical issues help us understand the overarching question of organisational governance and purpose. These questions lead to an evaluation of contemporary challenges, disruptions and mega-trends that create the volatile, uncertain, complex and ambiguous context that impacts upon organisations today. Students will be encouraged throughout to consider their own perceptions of how the context is manifesting itself as a set of conditions affecting the purpose of organisations with which they are familiar. As a link to the next MBA module, this module will introduce contemporary organizational responses, including but not limited to concepts such as creating shared value, strategic resilience and strategic agility.

• MN-MB09P Exploring Organisational Purpose: Responses and Applications

  The module will help students develop their capacity for organising, competing and collaborating within and across public, private and third sectors as well as knowledge of the possibilities of alternative, hybrid organisational forms to meet future challenges. The module will build on the key concepts and knowledge gained from studying the importance of context and will investigate and construct meaningful and contemporary applications and responses to how organisations realise their purpose. We introduce methods to meet the challenge of maintaining a holistic and future-orientated purpose on longer-term strategic purposes whilst dealing with the short term, quotidian challenges of operating in context. The rest of the MBA develops in greater depth these introductions to designing and implementing strategy for achieving organisational purposes.

• MN-MBA01 Exploring Organisational Purpose

  The module uses a three-part structure combining case-based teaching with introducing the key concepts to build the necessary knowledge and skills to explore organisational purpose. The module will help students develop their capacity for organising, competing and collaborating within and across public, private and third sectors as well as knowledge of the possibilities of alternative, hybrid organisational forms to meet future challenges. The first part concerns the foundational questions: `what is organisation?¿ and `why do we need them?¿ Students will be introduced to different forms of organisation in society and their relationships with stakeholders across different spheres and sectors, and at different territorial scales. Through case-based teaching, students will be equipped to answer the accountability challenge: to whom and for what are organisations answerable. The second part of the module tackles organisational purpose in context. Students will develop the knowledge and skills necessary to explore the complex and uncertain contexts in which contemporary organisations operate. This tranche uses cases to analyse the challenge of organising in the context of mega-trends; for example, ageing, climate change, digital disruption, the future of work and the rise of a global middle class. Students will also be encouraged to consider their own perceptions of how the context is manifesting itself as a set of conditions affecting the purpose of organisations with which they are familiar. Part three of the module investigates how organisations realise their purpose. We consider how to maintain a holistic and long-term purpose whilst dealing with the short term challenges of operating in a daily context The rest of the MBA develops in greater depth these introductions to designing and implementing strategy for achieving organisational purposes in line with the Programme-level learning outcomes.

• MN-MBA08 Exploring Organisational Purpose: Context

  This module introduces key concepts to build the necessary knowledge and skills to explore and evaluate organisational purpose. The module will help students develop their capacity for critically assessing the context in which organisations have developed and evolved their current strategies. An understanding of this evolution will involve the consideration of fundamental questions such as `what is an organisation and what forms do they take?¿; `why have organisations developed in this way?¿; `to whom do organisations owe responsibilities?¿ and `who benefits from organisational value?¿. These, and other critical issues help us understand the overarching question of organisational governance and purpose. These questions lead to an evaluation of contemporary challenges, disruptions and mega-trends that create the volatile, uncertain, complex and ambiguous context that impacts upon organisations today. Students will be encouraged throughout to consider their own perceptions of how the context is manifesting itself as a set of conditions affecting the purpose of organisations with which they are familiar. As a link to the next MBA module, this module will introduce contemporary organizational responses, including but not limited to concepts such as creating shared value, strategic resilience and strategic agility.

• MN-MBA09 Exploring Organisational Purpose: Responses and Applications

  The module will help students develop their capacity for organising, competing and collaborating within and across public, private and third sectors as well as knowledge of the possibilities of alternative, hybrid organisational forms to meet future challenges. The module will build on the key concepts and knowledge gained from studying the importance of context and will investigate and construct meaningful and contemporary applications and responses to how organisations realise their purpose. We introduce methods to meet the challenge of maintaining a holistic and future-orientated purpose on longer-term strategic purposes whilst dealing with the short term, quotidian challenges of operating in context. The rest of the MBA develops in greater depth these introductions to designing and implementing strategy for achieving organisational purposes.

Simon teaches (or has taught) undergraduate and postgraduate strategic analysis, including a variety of techniques such as environmental analysis, stakeholder mapping, organisational cultural management, and the evaluation of strategic options. He also lectures on mergers acquisitions and strategic collaboration. He is introducing strategic agility into his teaching based on work overlapping with both corporate sustainability and value-based healthcare.

He is a committed and experienced teacher of corporate social responsibility (CSR) and business ethics at both undergraduate and master’s level. Simon has delivered sessions at the British Academy of Management special interest group on the teaching of CSR.

Simon is Programme Leader for the forthcoming Doctor of Business Administration to be launched in January 2021.

He has previously led and taught on a variety of executive and specialist courses, including MBA and DBA as well a number of ‘in house’ Master’s programmes at (for example) Capita plc and the broadcaster S4C.

Simon is an experienced academic developer, having designed, validated and led modules at doctoral, masters and final year undergraduate levels. He has been a guest lecturer for the guided doctorate programme at Cardiff University School of Social Sciences, as well as providing invited talks on CSR at The University of Southampton and at Birkbeck College (University of London) as part of an ESRC seminar series.

He is currently external examiner for the Doctor of Business Administration at The University Winchester, having formerly acted as external examiner for doctoral programmes at The University of Plymouth.

• Associate Professor, Swansea University School of Management, Swansea

  2013 - Present

• Principal Lecturer, University of Glamorgan, South Wales

  2000 - 2013

• Senior Broker Consultant at Aviva,formerly General Accident Life, Bristol and Cardiff

  1990 - 2000

• Visiting Fellow, University of Nottingham International Centre for CSR

  2015 - 2018