Senior Lecturer in Operations Management

+44 (0)113 343 6848
Academic, Management, Staff, Centre for Operations and Supply Chain Research (COSCR), Adaptation, Information Management, Technology (AIMTech), Research Centres, Divisions
1.31 Charles Thackrah


PhD, University of Sheffield
BEng, (Hons) University of Sheffield


Having taken a mechanical / manufacturing engineering route to begin with, I moved in to the area of Management and Business when I joined Leeds University Business School in 1997. My PhD initiated my interest in performance management, which continues today in a wide variety of industry settings.


I have three main areas of current research: performance measurement, innovation and work-life balance. All three areas overlap to some degree with my primary teaching activities in operations management.

I have for a number of years been interested in performance measurement systems and their affect upon organizational systems and behaviours. The difficulty of measuring performance of innovation generation and sharing has led to a recent project investigating innovation types and knowledge 'stickiness'. A recent application of this has been in the utilities sector. With other colleagues, I have pursued my interest in performance measurement within the academic domain, particularly focusing upon the now current, Research Assessment Exercise and how this might affect work-life balance. I also have an interest in the social network analysis methodology and have used this to investigate innovation sharing and undergraduate peer communication.

I am one of the founder members of the Technology and Innovation Group: visit the TIGr website


Fundamentals of Operations Management, Undergraduate Levels 2 & 3
Operations and Information Management, Full-time MBA and Executive MBA
Operations Management, MSc in Business Management, Heilbronn Business School
Operations and Innovation Management, MSc in Management


Burgess T., Ong T.S. and Shaw, N.. Traditional or Contemporary? The Prevalence of Performance Measurement System Types, International Journal of Productivity and Performance Management, 56 (7), pp 583-602, 2007.

Todd Z., Madill A., Shaw N. and Bown N.. Faculty members perceptions of how academic work is evaluated: Similarities and differences by gender Sexroles, June 2008.

Shaw N., Burgess T. and de Mattos C.. Risk Assessment of Project Performance for New Product and Process Development in the Chemical Industry Journal of Risk Research, 8, (7/8) pp. 693 - 711, 2005.

Shaw N., Burgess T., de Mattos, C. and Stec Z.. Supply Chain Agility: The Influence of Industry Culture on Asset Capabilities within Capital Intensive Industries International Journal of Production Research, Special Issue on Emerging Supply Chain Management Issues. 43 (16), August, pp. 3497-3516, 2005.

Burgess T., Shaw N. and de Mattos.. Organisational Self-Assessment and the Adoption of Managerial Innovations, International Journal of Productivity and Performance Management, 52 (2) pp.98-112, 2005.

Burgess T., Hwarng B., Shaw N. and de Mattos C.. Enhancing Value Stream Agility: The Case of the UK Speciality Chemical Industry, European Management Journal, 20 (2), May, pp. 197-210, 2002.

Shaw N., Burgess T.. Targetting Quality Improvement Efforts Through Knowledge of Capacity Constraints: The Case of a Low Technology Ceramics Manufacturer, Journal of the Operational Research Society, 52, pp. 739-749, 2001.

Shaw N. and Burgess T.. Revitalising New Process Development in the UK Fine Chemicals Industry, International Journal of Operations and Production Management, 21 (8), pp. 1133-1151, 2001.

Leseure M., Shaw N., and Chapman G.. Performance Measurement in Organisational Networks: An Exploratory Case Study, International Journal of Business Performance Measurement, 3, pp. 30-46, 2001.

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