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prof kevin morrell -- kevin morrell professor of strategy durham university business school about articles books your thesis applied research c.o.s. @ dubs contact recent activity news: just hit 100 citations! free to access paper criticises the evidence-based approach to management click here to view .01 about management academic professor morrell researches how organizations and individuals contribute to the public good. his interests branch out to different fields such as strategy, sustainability and leadership. he is known globally as the leading critic of the “evidence-based” approach to business research and for his work on understanding careers. professor of strategy, associate dean for postgraduate research, director of the doctoral programme, director of the centre for organizations and society, durham university business school. please use the contact f orm for a current cv .02 articles refereed journal articles titles in blue link to the published article or an earlier version. others are unavailable online owing to copyright restrictions, please use the contact form to ask about these. learmonth, m. and morrell, k. (2017) ‘is critical leadership studies ‘critical”, leadership, 13(3): 257-271. arikan, o., reinecke, j., spence, c. and morrell, k. (2017) ‘signposts or weathervanes? the curious case of corporate social responsibility and conflict minerals’, journal of business ethics, 146(3), 469-484. morrell, k. and brammer, s. (2016) ‘governance and virtue: the case of public order policing’, journal of business ethics, 136(2), 385-398. jayawardhena, c., morrell, k. and stride, c. (2016) ‘fair trade and other ethical consumption behaviours in shoppers’, journal of marketing management, 32(7-8): 777-805. currie, g., tuck, p. and morrell, k., (2015) ‘contesting, accepting, or escaping normative governance? the narration of tax inspectors’ ‘professional’ identity’, accounting auditing and accountability journal, 28(8): 1291-1309. morrell, k. and learmonth, m. (2015) ‘against evidence-based management, for management learning’, academy of management learning & education. runner up for outstanding article in amle of 2015. morrell, k. learmonth, m. and heracleous, l. (2015). ‘an archaeological critique of ‘evidence-based management’’, british journal of management, 26(3): 529–543. morrell, k. and currie, g. (2015). ‘impossible jobs or impossible tasks? client volatility & front line policing practice’, public administration review, 75(2): 264-275. morrell, k. and tuck, p. (2014). ‘governance, tax and folk tales’, accounting organizations and society, 39(2): 134-147. hewison, a. and morrell, k. (2014). leadership development in the english national health service: a counter narrative to inform policy, international journal of nursing studies, 39(2): 134-147. lucas, j. w., morrell, k. and posard, m. (2013). considerations on the ‘replication problem’in sociology. the american sociologist 44(2): 217-232. morrell, k. and hewison, a. (2013). rhetoric in policy texts: the role of enthymeme in darzi’s review of the nhs. policy & politics 41 (1), 59-79. morrell, k. (2012). ‘evidence-based dialectics’, organization, 19(4): 461-79. morrell, k. and lucas, j. w. (2012). the replication problem and its implications for policy studies, critical policy studies 6(2), 182-200. morrell, k. and harrington, n. (2012). ‘what is governance in the ‘public interest’?, public administration, 90(2): 412-428. won the haldane prize, an annual best paper award, according to a distinguished jury. mabey, c. and morrell, k. (2011). editorial: leadership in crisis, leadership, 7 (2): 105-117. morrell, k. (2011). leadership, rhetoric, and formalist literary theory. journal of leadership studies 3 (4), 86-90. morrell, k. and clark, i. (2010). ‘private equity and the public good’, journal of business ethics, 96(2): 249-263. morrell, k. and jayawardhena, c. (2010). ‘fair trade, ethical decision making and the narrative of gender difference’, business ethics: a european review, 19(4): 393-407. morrell, k. (2010). business schools and economic crisis–narratives, scripts and schools: counter-scripts as a response to the credit crisis. international journal of management concepts and philosophy 4 (1), 21-27. morrell, k. (2009) ‘governance and the public good’, public administration, 87(3): 538-556. morrell, k. (2008) ‘the narrative of ‘evidence based’ management: a polemic’, journal of management studies, 45(3): 613-635. morrell, k., loan clarke j., wilkinson a. and arnold, j. (2008). mapping the decision to quit: a refinement and test of the unfolding model of voluntary turnover. applied psychology 57 (1), 128-150. morrell, k. and c jayawardhena (2008). ‘myopia and (ethical) choice: framing, screening, shopping’, journal of marketing management, 24(1-2): 135-152. morrell, k. (2007). ‘aesthetics and learning in aristotle’, leadership, 3(4): 497-500. morrell, k and arnold, j. (2007). look after the leap: illustrating the value of retrospective reports in employee turnover. international journal of human resource management, 18, 1683–1699. morrell, k. (2006). ‘policy as narrative: new labour’s reform of the national health service’. public administration, 84(2), 367-385. morrell, k. (2006) ‘aphorisms and leaders’ rhetoric’, leadership, 2(3): 367-382. morrell, k. and hartley j. (2006) ‘a model of political leadership’, human relations, 59(4): 483-504. morrell, k. and hartley j. (2006). ‘ethics in leadership: the case of local politicians’, local government studies, 32(1): 55-70. morrell, k. and anderson m. (2006). ‘dialogue and scrutiny in organisational ethics’, (on enron) business ethics: a european review, 15(2): 117-29. morrell, k. (2006). ‘governance, ethics and the national health service’, public money and management, 26(1): 55-62. morrell k. (2005) towards a typology of nursing turnover: the role of shocks in nurses’ decisions to leave. nursing and health care management and policy 49(3), 315–322. morrell, k. (2004) ‘decision making and business ethics’, journal of business ethics, 50, 239-252. morrell, k., loan clarke j. and wilkinson a (2004). ‘the role of shocks in employee turnover’, british journal of management, 15, 335-349. morrell, k. (2004). ‘enhancing effective careers thinking: scripts and socrates’, british journal of guidance and counselling, 32, 547-558. morrell, k., loan-clarke j. and wilkinson a. (2004). ‘organisational change and employee turnover’, personnel review, 33, 161-173. morrell, k. (2004). ‘socratic dialogue as a tool for teaching business ethics’, journal of business ethics, 53(4): 383-392. morrell, k. and wilkinson a. (2002). ‘empowerment: through the smoke and past the mirrors’, human resource development international, 5, 119-130. morrell, k. loan-clarke j. and wilkinson a. (200 1). ‘unweaving leaving: the use of models in the management of employee turnover’, international journal of management reviews, 3, 219-244. .03 books (2018) policing and the public good: governance, vices and virtues. a remarkable work that draws on high theory, inter-disciplinary insights, and a wide-ranging empirical grounding to deliver a new and compelling understanding of the meaning of good policing and how to bring that public good into being. professor nigel fielding, emeritus professor, department of sociology, university of surrey. this engaging book provides a new and valuable analysis of what we mean by police legitimacy, public good and how this impacts on the ethics of the police. by offering new insights into this complex and changing topic the authors provide a thought provoking examination into how governance is managed through these complexities. emma williams, deputy director canterbury centre for policing research, canterbury christ church university. policing and public management fills a much needed gap in understanding policing from a governance and organisation viewpoint. it is theoretically sophisticated but also engaging and accessible.

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