Prof Claire Hannibal

Liverpool Business School

Claire Hannibal (née Moxham) is Professor of Operations Management at Liverpool Business School and Associate Dean for Research and Knowledge Transfer in the Faculty of Business and Law.

Professor Hannibal’s overarching research focus is on organisational and supply chain performance improvement. She has a particular interest in public/voluntary sector service design and delivery and recent projects have examined approaches to voluntary community and social enterprise (VCSE) value co-creation and the measurement of social value in public service provision. She is also interested in the measurement of social sustainability across international supply chains. Recent research has examined the role of labelling in assuring the social sustainability of multi-tier supply chains.

Professor Hannibal has published widely in the area of performance improvement. Recent publications include the International Journal of Production Economics, International Journal of Operations and Production Management, Supply Chain Management: An International Journal and Journal of Business Research. She completed her PhD at Manchester Business School on the topic of voluntary sector performance measurement in 2006, which won the 2007 Emerald/EFMD Outstanding Doctoral Research Award in the category of Operations and Production Management.

Prior to joining Liverpool John Moores University she has held Faculty positions at Manchester Metropolitan University, University of Wolverhampton, University of Liverpool, University of Bradford and University of Manchester. Prior to joining academia in 2003, Claire worked for 3 years in Ethiopia with Voluntary Service Overseas (VSO) and has held managerial positions in manufacturing, textile processing and retail.

Claire welcomes enquiries from PhD students with complementary research interests.

Degrees

2006, University of Manchester, UK, PhD
2006, UMIST, UK, Postgraduate Certificate in Teaching and Learning in Higher Education
2000, UMIST, UK, MPhil
1997, Manchester Metropolitan University, UK, MSc Design and Manufacture
1995, University of Salford, UK, BEng (Hons) Manufacturing Management

Highlighted publications

Schiffling S, Hannibal C, Fan Y, Tickle M. 2020. Coopetition in Temporary Contexts: Examining Swift Trust and Swift Distrust in Humanitarian Operations International Journal of Operations and Production Management, DOI Author Url Publisher Url Public Url

Story V, Zolkiewski J, Verleye K, Hannibal C, Nazifi A, Grimes A, Abboud L. 2020. Stepping out of the shadows: Supporting actors’ strategies for managing end-user experiences in service ecosystems Journal of Business Research, 116 :401-411 DOI Public Url

Schiffling S, Hannibal C, Tickle M, Fan Y. 2020. The Implications of Complexity for Humanitarian Logistics: A Complex Adaptive Systems Perspective Annals of Operations Research, DOI Author Url Public Url

Hannibal C, Kauppi K. 2019. Third party social sustainability assessment: Is it a multi-tier supply chain solution? International Journal of Production Economics, 217 :78-87 DOI Publisher Url Public Url

Best B, Moffett S, Hannibal C, McAdam R. 2018. Examining networked NGO services: reconceptualising value co-creation International Journal of Operations & Production Management, 38 :1540-1561 DOI Publisher Url Public Url

Kauppi K, Hannibal C. 2017. Institutional pressures and sustainability assessment in supply chains Supply Chain Management: An International Journal, 22 :458-472 DOI Publisher Url Public Url

Moxham C, Kauppi K. 2014. Using organisational theories to further our understanding of socially sustainable supply chains Supply Chain Management: An International Journal, 19 :413-420 DOI Public Url

Journal article

Schiffling S, Hannibal C, Fan Y, Tickle M. 2020. Coopetition in Temporary Contexts: Examining Swift Trust and Swift Distrust in Humanitarian Operations International Journal of Operations and Production Management, DOI Author Url Publisher Url Public Url

Story V, Zolkiewski J, Verleye K, Hannibal C, Nazifi A, Grimes A, Abboud L. 2020. Stepping out of the shadows: Supporting actors’ strategies for managing end-user experiences in service ecosystems Journal of Business Research, 116 :401-411 DOI Public Url

Schiffling S, Hannibal C, Tickle M, Fan Y. 2020. The Implications of Complexity for Humanitarian Logistics: A Complex Adaptive Systems Perspective Annals of Operations Research, DOI Author Url Public Url

Hannibal C, Kauppi K. 2019. Third party social sustainability assessment: Is it a multi-tier supply chain solution? International Journal of Production Economics, 217 :78-87 DOI Publisher Url Public Url

Bamford D, Hannibal C, Kauppi K, Dehe B. 2018. Sports operations management: examining the relationship between environmental uncertainty and quality management orientation European Sport Management Quarterly, 18 :563-582 DOI Author Url Publisher Url Public Url

Best B, Moffett S, Hannibal C, McAdam R. 2018. Examining networked NGO services: reconceptualising value co-creation International Journal of Operations & Production Management, 38 :1540-1561 DOI Publisher Url Public Url

Hodgkinson IR, Hannibal C, Keating BW, Chester Buxton R, Bateman N. 2017. Toward a public service management: past, present, and future directions Journal of Service Management, 28 :998-1023 DOI Publisher Url Public Url

Kauppi K, Hannibal C. 2017. Institutional pressures and sustainability assessment in supply chains Supply Chain Management: An International Journal, 22 :458-472 DOI Publisher Url Public Url

Glennon R, Hannibal C, Meehan J. 2017. The impact of a changing financial climate on a UK local charitable sector: voices from the front line Public Money and Management, 37 :197-204 DOI Publisher Url Public Url

Moxham C. 2014. Understanding third sector performance measurement system design: a literature review International Journal of Productivity and Performance Management, 63 :704-726 DOI

Moxham C, Kauppi K. 2014. Using organisational theories to further our understanding of socially sustainable supply chains Supply Chain Management: An International Journal, 19 :413-420 DOI Public Url

Kauppi K, Moxham C, Bamford D. 2013. Should we try out for the major leagues? A call for research in sport operations management International Journal of Operations & Production Management, 33 :1368-1399 DOI

Zhang S, Bamford D, Moxham C, Dehe B. 2012. Strategy deployment systems within the UK healthcare sector: a case study International Journal of Productivity and Performance Management, 61 :863-880 DOI

Martikke S, Moxham C. 2010. Public Sector Commissioning: Experiences of Voluntary Organizations Delivering Health and Social Services International Journal of Public Administration, 33 :790-799 DOI

Moxham C. 2010. Help or Hindrance? Public Performance & Management Review, 33 :342-354 DOI

Moxham C. 2009. Performance measurement: Examining the applicability of the existing body of knowledge to nonprofit organisations International Journal of Operations & Production Management, 29 :740-763 DOI

van Iwaarden J, van der Wiele T, Williams R, Moxham C. 2009. Charities: how important is performance to donors? International Journal of Quality & Reliability Management, 26 :5-22 DOI

Proudlove N, Moxham C, Boaden R. 2008. Lessons for lean in healthcare from using six sigma in the NHS Public Money and Management, 28 :27-34 DOI

Moxham C, Boaden R. 2007. The impact of performance measurement in the voluntary sector: Identification of contextual and processual factors International Journal of Operations & Production Management, 27 :826-845 DOI

Pfahl L, Moxham C. Achieving sustained competitive advantage by integrating ECR, RFID and visibility in retail supply chains: a conceptual framework Production Planning & Control, 25 :548-571 DOI

Karjalainen K, Moxham C. Focus on Fairtrade: Propositions for Integrating Fairtrade and Supply Chain Management Research Journal of Business Ethics, 116 :267-282 DOI

Moxham C. Measuring up: examining the potential for voluntary sector performance measurement to improve public service delivery Public Money & Management, 33 :193-200 DOI

Moxham C, Chambers N, Girling J, Garg S, Jelfs E, Bremner J. Perspectives on the enablers of e-heath adoption: an international interview study of leading practitioners Health Services Management Research, 25 :129-137 DOI

Moxham C. Challenges and enablers to engaging voluntary organizations in public service delivery Public Money & Management, 30 :293-298 DOI

Moxham C, Wiseman F. Examining the development, delivery and measurement of service quality in the fitness industry: A case study Total Quality Management & Business Excellence, 20 :467-482 DOI

Moxham C, Greatbanks R. Prerequisites for the implementation of the SMED methodology International Journal of Quality & Reliability Management, 18 :404-414 DOI

Wilson H, Tucker M, Hannibal C, Qu Z. Learning together, learning apart: Integrated action learning through a socio-technical systems lens Action Learning: research and practice, DOI Public Url

Editorial/letter to the editor

Huaccho Huatuco L, Moxham C, Burt E, Al-Tabbaa O. 2014. Editorial: Third sector and performance International Journal of Productivity and Performance Management, 63 :678-679

Breen L, Hannibal C, Huaccho Huatuco L, Dehe B, Xie Y. Editorial: Service improvement in public sector operations – A European comparative analysis European Management Journal,

Book

Boaden RJ, Harvey G, Moxham C, Proudlove N. Quality Improvement Theory and Practice in Healthcare NHS Institute for Innovation and Improvement 9781906535339

Chapters

Jones J, Firth J, Hannibal C, Ogunseyin M. Factors contributing to organisational change success or failure: A qualitative meta-analysis of 200 reflective case studies Hamlin R, Ellinger AD, Jones J. Evidence-based organisational change and development :155-178 IGI Global Publishing

Moxham C, Kauppi K. The valorization of social sustainability: Using quality seals to drive continuous improvement in global supply chain management Bals L, Tate W. Implementing triple bottom line sustainability into global supply chains :187-201

Namankani H, Moxham C, Tickle M. A conceptual review of social media adoption in SMEs Dwivedi YK, Mantymaki M, Ravishankar M, Janssen M, Clement M, Slade EL, Rana MP, Al-Sharhan S, Simintiras A. Social media: The good, the bad and the ugly :240-250 Springer

Moxham C. Are we closing the loop? Examining the design of voluntary sector performance measurement systems Radnor Z, Bateman N, Esain A, Kumar M, Williams S, Upton D. Public service operations management: A research handbook :237-250 Routledge

Bamford D, Moxham C, Kauppi K, Dehe B. Going the distance: Sport operations management in the public and third sectors Radnor Z, Bateman N, Esain A, Kumar M, Williams S, Upton D. Public service operations management: A research handbook :13-29 Routledge

Macaulay L, Moxham C, Jones B, Miles I. Innovation and skills: Future service science education Maglio P, Kielixzewski C, Spohrer J. Handbook of service science :717-736-717-736 Springer

Moxham C, Greatbanks R. WJK Yarn Ltd Batley T. Business case studies in operations management University of Otago

Jervis E, Meehan J, Moxham C. Addressing the triple bottom line: Lowering construction emissions through the implementation of collaborative supply chains Bals L, Tate W. Implementing triple bottom line sustainability into global supply chains :261-278

Moxham C, Boaden R. Operations management Hannagan T. Management: Concepts and practices :455-498 Pearson

Jones J, Firth J, Hannibal C, Ogunseyin M. Factors Contributing to Organizational Change Success or Failure Advances in Business Strategy and Competitive Advantage :155-178 IGI Global 9781522561552 DOI

Conference publication

Fan Y, Hannibal C, Kauppi K. How third-party social sustainability certifiers lend legitimacy to multinationals in the supply chain 26th International EurOMA Conference

Schiffling S, Fan Y, Hannibal C, Tickle M. Swift trust - swifter distrust: Exploring coopetition in humanitarian supply chains 26th International EurOMA Conference

Jones J, Hannibal C, Firth J. Keeping up with the changes: Perceptions, paradigms and pedagogy British Academy of Management

Tickle M, Hannibal C. Humanitarian supply chains: 'What's in IT for me?' British Academy of Management

Moxham C. Measuring socially sustainable supply chains: The good, the bad and the surprising British Academy of Management

Glennon R, Moxham C, Meehan J. Localising social value: Capturing experiences of a local voluntary and community sector British Academy of Management

Jervis E, Moxham C, Meehan J. Construction operations: The impact of institutional pressures on the development and diffusion of innovative low carbon strategies 23rd International EurOMA Conference

Jervis E, Moxham C, Meehan J. The power of the institution: Overcoming barriers to the diffusion of low carbon innovation in the construction industry 3rd International EurOMA Sustainable Operations and Supply Chains Forum

Best B, Moffet S, McAdam R, Moxham C. Unpacking service quality in third sector consortia: A stakeholder perspective British Academy of Management

Moxham C, Kauppi K. Measuring social sustainability in supply chains: A preliminary analysis of voluntary assessment initiatives British Academy of Management

Moxham C, Kauppi K. Understanding the certification of socially sustainable supply chains: Compliance or continuous improvement 22nd International EurOMA Conference

Best B, McAdam R, Moffet S, Moxham C. An exploratory study of value co-creation in third sector service delivery consortia 22nd International EurOMA Conference

Moxham C, Kauppi K. Fair trade supply chains: Understanding social sustainability in practice British Academy of Management

Moxham C, Bamford D, Dehe B, Kauppi K. Well played? Examining strategy and performance in off-field sporting operations 21st International EurOMA Conference

Jervis E, Moxham C, Meehan J. CO2 lifecycle analysis - facilitating the data collection process throughout the construction supply chain with 'lifecycle thinking' 1st International EurOMA Sustainable Operations and Supply Chain Forum

Research Grants Awarded:

Society for the Advancement of Management Studies (SAMS), “Mainstreaming African indigenous management theories and practices into publications in international journals” PI - Temidayo Akenroye, CI- Claire Hannibal, Grant value (£): 5,450, Duration of research project: 3 years (max). 2020

Award:

Chris Voss Highly Commended Paper Award at European Operations Management Conference 2019. 2019

UK Public Administration Consortium prize. 2009

Outstanding Doctoral Research Award in the category of Operations and Production Management, Emerald/EFMD. 2007

External PGR examinations performed:

Loughborough University, PhD, Privatisation, Regulation and Lean Sustainability. 2018

Lancaster University, PhD, Sustainable procurement practices in HE institutions. 2016

University of Surrey, PhD, The role of social sustainability in supplier selection. 2015

Lancaster University, PhD, The role of social sustainability in supplier selection. 2014

Membership of professional bodies:

Elected Council Member, British Academy of Management. 2017

Elected Board Member, European Operations Management Association (EurOMA). 2014

Other Professional Activity:

PGT and UG External Examiner, University of Sheffield Management School, 2014-2017.

PGT External Examiner, Alliance Manchester Business School, 2018-to date.

PGT External Examiner, Birmingham City University, 2017 - to date.

PGT External Examiner, Lancaster University Management School, 2009-2013.

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