Contact Professor Andrey Pavlov
- Tel: +44 (0) 1234 758071
- Email: andrey.pavlov@cranfield.ac.uk
- ORCID
Background
Andrey Pavlov is Professor of Strategy and Performance and Head of Strategy Group at Cranfield School of Management, Cranfield University, UK. He teaches on postgraduate and executive programmes, helping students and business leaders think through various issues shaping organizational performance and strategic change. Andrey has worked with executives from around the world and from organizations ranging from HSBC and Rolls-Royce to Sport England and the NHS. His research is inspired by the complex systems perspective and examines the impact of managerial interventions on organizational change. His current interests are centered around the role of philosophy and humanities in leadership development and professional education. Prior to switching his career to university work, Andrey worked as a financial advisor to executive teams in the pharmaceuticals and industrial chemicals industries. He holds a BSc in Finance and an MBA from Marist College, USA and a PhD from Cranfield University, UK.
Research opportunities
Andrey and the Strategy Group are always looking for exceptional doctoral candidates wishing to pursue an academic career in the field of Strategic Management.
Current doctoral opportunities revolve around the application of complex systems thinking to strategic management and are detailed here:
https://www.cranfield.ac.uk/som/research-degrees/doctoral-opportunities/alternatives-to-strategy-in-complex-and-dynamic-contexts
Publications
Articles In Journals
- Pavlov A & Micheli P. (2022). Rethinking organizational performance management: a complexity theory perspective. International Journal of Operations & Production Management, 43(6)
- Bellisario A, Pavlov A & van der Steen MP. (2021). The role of performance measurement in aligning operations with strategy: Sustaining cognitive processes of internal alignment. International Journal of Operations & Production Management, 41(12)
- Pešalj B, Pavlov A & Micheli P. (2018). The use of management control and performance measurement systems in SMEs: A levers of control perspective. International Journal of Operations & Production Management, 38(11)
- Bellisario A & Pavlov A. (2018). Performance management practices in lean manufacturing organizations: a systematic review of research evidence. Production Planning & Control, 29(5)
- Micheli P & Pavlov A. (2017). What is performance measurement for? Multiple uses of performance information within organizations. Public Administration, 98(1)
- Bourne M, Franco-Santos M, Micheli P & Pavlov A. (2017). Performance measurement and management: a system of systems perspective. International Journal of Production Research, 56(8)
- Pavlov A, Mura M, Franco-Santos M & Bourne M. (2017). Modelling the impact of performance management practices on firm performance: Interaction with human resource management practices. Production Planning & Control, 28(5)
- Bourne M, Pavlov A, Franco-Santos M, Lucianetti L & Mura M. (2013). Generating organisational performance. International Journal of Operations & Production Management, 33(11/12)
- Pavlov A & Bourne M. (2011). Explaining the effects of performance measurement on performance. International Journal of Operations & Production Management, 31(1)
- Pavlov A & Geurts T. (2005). Using countercyclical REITs in the classroom: Solving problems with the calculation of the cost of capital. Real Estate Review, 34(3)
Conference Papers
- Bruce J & Pavlov A. (2025). The Role of Practices of Strategy Articulation in the Emergence of Organisational Strategies
- Bruce J & Pavlov A. (2025). Practices of strategy articulation in organisations: Defining characteristics and emergent classification
- Bruce J & Pavlov A. (2025). Exploring the Scope and Role of Practices of Strategy Articulation in Organisations
- Pavlov A & Chia R. (2024). From Moral Decisions to Managerial Autonomy: Rethinking the Role of Philosophy in Management
- Pavlov A, Benn C & Boaks J. (2024). From Obligation to Supererogation and Back: The Transformative Role of AI in Business Ethics
- Bruce J & Pavlov A. (2024). A focus on practices of strategy articulation: Classification, constituents, and their role in strategic action
- Djabbarov I, Milner D, Pavlov A, Murcia MJ, Zundel M, .... (2024). Agency at the Crossroads: New Paths, Problems, and Perspectives for a Central Concept
- Djabbarov I, Pavlov A & Denyer D. (2024). All Change: How Peripheral Actors Theorize Change in Mature Fields
- Pavlov A. (2023). The Value of Philosophy for Management Practice: An Empirical Study
- Djabbarov I, Pavlov A & Denyer D. (2023). How Theorization and Institutionalization Co-evolve Over Time
- Tjaturpriono HA, Goffin K & Pavlov A. (2022). Unraveling routines, rationality and politics in the portfolio management process
- Djabbarov I, Pavlov A & Denyer D. (2021). Recursive Relationship of Sensemaking and Institutions: A process view
- Nelson WB, Pavlov A & Bowman C. (2021). Theorizing the Nature and Process of Strategic Intent: A Literature Review and Conceptual Synthesis
- Nelson WB, Pavlov A & Bowman C. (2021). Theorizing the nature and process of strategic intent
- Djabbarov I, Pavlov A & Denyer D. (2021). Theorizing institutional evolution through sensemaking
- Tjaturpriono HA, Goffin K & Pavlov A. (2021). Linking rationality, politics and routines in the portfolio decision-making processes
- Djabbarov I, Pavlov A & Denyer D. (2020). Recursive Relationship of Sensemaking and Institutions: A Review
- Djabbarov I, Pavlov A & Denyer D. (2020). Recursive Relationship Of Sensemaking And Institutions: A Review
- Djabbarov I, Pavlov A & Denyer D. (2020). Recursive Relationship of Sensemaking and Institutions: A Review
- Pavlov A & Bowman C. (2020). Reconceptualizing Strategic Change as Emergence: A Theoretical Model of Nested Evolutionary Processes
- Pavlov A. (2020). A complex systems perspective on managing organizational performance and leading strategic change
- Tjaturpriono HA, Goffin K & Pavlov A. (2019). Unraveling the routines in new product development portfolio management
- Pavlov A, Ovchinnikova A & Armashula G. (2018). Making measurement meaningful: Performance management meets data governance
- Pavlov A & Micheli P. (2018). Organizational Performance: What is it and who decides?
- Bourne M & Pavlov A. (2018). Towards a theory of performance measurement and management
- Pavlov A, Bowman C & Mirabeau L. (2016). Reconceptualizing Strategic Change as Emergence: A Theoretical Model of Nested Evolutionary Processes
- Micheli P & Pavlov A. (2016). Examining the interplay of passive and purposeful uses of performance information in public sector
- Bellisario A, Appolloni A & Pavlov A. (2016). How managers use control systems in lean manufacturing organizations
- Pavlov A, Bowman C & Mirabeau L. (2016). Reconceptualizing strategic change as emergence of hierarchical selection environments
- Micheli P & Pavlov A. (2016). The Interplay of Passive and Purposeful Uses of Performance Information
- Bourne M & Pavlov A. (2016). Performance management review meetings: the invisible hand of performance management
- Tobias J & Pavlov A. (2015). Toward higher achievement through mindfulness: a randomized controlled trial
- Bellisario A & Pavlov A. (2015). Rethinking Management Control in Lean Manufacturing
- Pavlov A & Bowman C. (2015). The End of Management Control
- Tobias JM, Denyer D, Pavlov A & Danziger . (2014). Researching organizational mindfulness and mindful organizing: theory, method and practice
- Tobias J, Denyer D, Pavlov A, Reb J, Gaertner C, .... (2014). Researching organisational mindfulness and mindful organising:Theory, method, and practice
- Micheli P & Pavlov A. (2014). The Use of Performance Information in Public Sector Organizations: How Much or What For?
- Abdulhadi S & Pavlov A. (2014). Strategic Decisions Creation-Implementation process: An empirical study
- Pavlov A & Bowman C. (2014). Micro-Yes! Foundations-No!
- Bowman C & Pavlov A. (2014). Strategy Practices and the Micro-foundations of Advantage
- Micheli P & Pavlov A. (2012). Performance culture: A concept to understand and deal with ambiguity of performance information
- Bourne M, Gray D, Mura M, Pavlov A, Franco-Santos M, .... (2012). The Effect of Performance Measurement on Performance: Does Human Resource Management Have Anything to Contribute?
- Micheli P & Pavlov A. (2012). Reducing the Ambiguity of Performance Information by Managing Performance Culture
- Pavlov A & Bourne M. (2012). Management control in practice: Analyzing the effect of management control through the lens of organizational routines
- Pavlov A & Bourne M. (2010). Routines under pressure: The dynamics of organizational routines in performance management reviews
- Martinez V, Pavlov A & Bourne M. (2010). Reviewing performance: an analysis of the structure and functions of performance management reviews
- Micheli P & Pavlov A. (2009). Establishing a culture of performance management in the public sector
- Bourne M, Mura M, Franco-Santos M, Pavlov A, Martinez V, .... (2009). Performance Management Practices and the Drivers of Business Performance
- Pavlov A & Bourne M. (2008). Complex research design: is it necessary and is it worth it?
- Bourne M, Franco-Santos M, Pavlov A, Martinez V & Lucianetti L. (2008). Performance management practices and their impact on organisational performance: implications for HR and performance measurement research
- Pavlov A & Bourne M. (2007). Understanding the foundations of 'Managing through measures' The impact of performance measurement on organizational processes
- Pavlov A & Bourne M. (2007). Using performance measurement as an instrument of change: The micro aspects of 'Managing though Measures'
- Pavlov A & Bourne M. (2007). Responding to contemporary challenges in performance management: measuring organizational routines
- Pavlov A. (2003). Analysis of Product Pruning Decisions under the Theory of Constraints
Books
- Gray D, Micheli P & Pavlov A. Gray D, Micheli P & Pavlov A (eds). (2012). Measurement Madness
- Micheli P & Pavlov A. (2008). Promoting a culture of performance management in public sector organisations In Holy Grail or Achievable Quest? International Perspectives on Public Sector Performance Management. KPMG.
