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David is the Head of the Department and Associate Professor in Strategy in the Leadership, Strategy & Organisations Department. He is also the Head of the ‘Organisational Analysis in Critical Management Issues’ research cluster at Bournemouth, with personal research interests focusing on critical management and higher education, sustainability and CSR. His publications have appeared in journals such as the Journal of Business Ethics, Studies in Higher Education, Journal of Management Inquiry & Environment & Planning D: Society and Space. His research has implications right across the academic sector and beyond. In the overarching context of global sustainability, he takes an auto-ethnographic approach in his current work which has received much attention for being innovative and ground-breaking. Much of his work is highly cited in top academic journals, not only in business related journals but in a much wider sense, with educational, environmental and ethics related outlets. His work moves from a critique of sustainability league tables towards an embrace of many disciplines, such as human geography, philosophy, environmental and evolutionary psychology, to develop a critical perspective on academic working lives and how they respond to increasing managerialism within universities...
Other themes he is particularly interested in are nature connectedness and trans-disciplinarity. David is currently a reviewer for 13 international 3* and 4* academic journals and I am increasingly being asked to present my research at universities across the world. He has international academic experience of working previously as a DBA Director in Aberdeen Business School in Scotland and other academic lecturer and professorial positions at Copenhagen Business School in Denmark, Bristol University, University of West of England and Huddersfield University in England. Prior to academia, David was an Aerospace Engineer and Contracts Negotiator working for British Aerospace in the UK anmore
- Jones, D.R., 2017. Restorative, heterotopic spacing for campus sustainability. Environment and Planning D: Society and Space, 35 (4), 752-771.
- Jones, D., 2017. Could Slow be Beautiful?: Academic Counter-Spacing Within & Beyond "The Slow Swimming Club". Journal of Management Inquiry.
- Ajide, O.E., Strachan, P.A., Russell, A. and Jones, D.R., 2017. Sustainability, corporate community engagement and enterprise development - lessons from a case study in Emu-Ebendo Niger-Delta, Nigeria. Problemy Ekorozwoju, 12 (2), 59-67.
- Jones, D.R., 2016. The ‘Biophilic Organization’: An Integrative Metaphor for Corporate Sustainability. Journal of Business Ethics, 138 (3), 401-416.
- Jones, D.R., 2015. Opening up the Pandora's box of sustainability league tables of universities: a Kafkaesque perspective. Studies in Higher Education.
- Jones, D., 2015. Embodying Tao in the ‘Restorative University’. Sustainability Science, 10 (1), 3-16.
- Jones, D.R., 2014. Restorative Counter-Spacing for Academic Sustainability. Organization and Environment, 27 (3), 297-314.
- Jones, D.R., 2013. 'The biophilic university': A de-familiarizing organizational metaphor for ecological sustainability? Journal of Cleaner Production, 48, 148-165.
- Jones, D.R., 2012. Looking through the "greenwashing glass cage" of the green league table towards the sustainability challenge for UK universities. Journal of Organizational Change Management, 25 (4), 630-647.
- Jones, D.R., 2007. University sustainability league tables: Institutionalising 'nature deficit disorder'? Greener Management International, 105-131.