Students Staff
University of Essex

Academic Staff

Professor Tazeeb Rajwani (Southend Campus) PhD FCMI FHEA FRSA

Position in departmentHead of Executive Education and Postgraduate Programme Director
Staff positionProfessor of International Business and Strategy
Emailtazeeb.rajwani@essex.ac.uk
Telephone01702 328439
RoomGB.3.13
Academic support hoursAvailable for student support on Tuesday and Wednesday, 11am to 1pm
Biography

Professor Tazeeb Rajwani is Professor of International Business and Strategy, Member of the Senior Management Team and Head of Executive Education at Essex Business School. He previously was a Reader (Associate Professor) in Strategic Management at Cranfield School of Management, one of Europe's leading business schools, where he was also the Executive MBA Director. He also holds or has held visiting faculty positions at Cranfield School of Management, London Business School, Kings College London, University of Warwick, ALBA (Greece), University of Edinburgh, HULT (London), University of Notre Dame (USA), Strathmore University (Kenya), University of Oxford, University of Peking and ESMT (Germany).  He has been a Director of Strategy at a high-tech start-up, where he still holds an advisory board position.  Prior to these roles he held a management position at KPMG Corporate Finance, where he was an Innovation Champion and member of the Thought Leadership group at KMPG Europe. His unique role at KPMG also included managing large complex projects globally with a particular focus on Corporate Finance.

He has written over 50 academic papers, books, book chapters, reports and white papers on the topics of strategic management, nonmarket strategy, corporate political activity and corporate social responsibility. His work appears in Journal of World Business, Academy of Management Perspectives, Strategic Organization, Global Strategy Journal, Journal of Business Ethics, International Business Review, Long Range Planning, Management International Review and British Journal of Management, among others. His research has also been covered in the media, such as the FT, The Times, The Irish Times, The Guardian and BBC. He has published a highly acclaimed book contracted by Oxford University Press on “Aligning for Advantage: Competitive Strategies for the Political and Social Arenas”. He also recently won the Emerald citation award for his highly cited paper on corporate political activity.

He has taught and facilitated many workshops with executives from major organisations such as Oracle, KPMG, PwC, IBM, EDF Energy, Royal Sun Alliance, Philips, Saudi Aramco, Qatar Petroleum, HSBC, Coca Cola, Henkel, Jaguar Land Rover, UK Trade and Investment (UKTI), EY, HP, Gulf bank, Co-operative Retail Bank, Telekom Malaysia, South African Airways, Central Bank of Nigeria, Avon and Somerset Probation Trust, Actavis, Groupe Aeroplan, Stanbic Bank, China Aviation Industry Corporation (AVIC), Nigerian Deposit Insurance Corporation, Rank Group, United Nations (UN), Quadrangle, Cisco Systems and others.  He has facilitated senior management and board level workshops and runs executive programs on corporate strategy, strategic leadership and international business in Asia, Europe, the Middle East, Africa and North America. He is also a Fellow of the Royal Society of Arts (RSA), Fellow of the Chartered Management Institute (CMI) and Fellow of the Higher Education Academy (HEA).

Websitehttps://twitter.com/tazeeb
Qualifications

BSc (Surrey)

MA (Nottingham)

PhD (Imperial College London)

Current research

I am working on the following topics:

  • Political networks and firm performance in Africa and Asia
  • Managing political risk in Latin American firms 
  • Trade associations and their impact on regulation 
  • Corporate political strategies in Latin America, Africa and Asia
Research interests

I am interested in supervising students looking to undertake PhDs in the following areas:

  • Corporate Political Activity
  • Nonmarket strategy
  • Emerging Market Multinational Corporations (MNCs)
  • Internationalisation of MNCs and SMEs
  • Business Model Innovation
  • Managing Political Risk  
Teaching responsibilities

BSc level teaching

MSc level teaching

Executive level teaching

Publications

Journals

  • De Villa, M.A, Rajwani, T, Lawton, T and Mellahi, K (2018). "To engage or not to engage with host governments: Corporate political activity and host-country political risk", Global Strategy Journal.
  • Liedong, T and Rajwani, T (2017). "The impact of political ties on corporate governance and debt financing: Evidence from Ghana", Long Range Planning.  
  • Liedong, T and Rajwani, T and Mellahi, K (2017). "Reality or Illusion? The Efficacy of Nonmarket Strategy in Institutional Risk Reduction", British Journal of Management28 (4), pp. 609-628 
  • Lawton, T and Rajwani, T (2017) “Introduction: Revisiting the Roles and Responsibilities of Trade Associations”, Journal of Management Inquiry.
  • Lawton, T, Rajwani, T and Minto, M (2017) “Why trade associations matter: Exploring function, meaning and influence”, Journal of Management Inquiry.
  • White, G, Fainshmidt, S and Rajwani, T (2017). "Antecedents and Outcomes of Political Tie intensity: Institutional and Strategic Fit Perspectives", Journal of International Management.
  • White, G, Boddewyn, J, Rajwani, T and Hemphill, J (2017).  “Political ties and regulator vulnerabilities to political pressure: The moderating effects of regulatory and political distance”, Management International Review.
  • Amaeshi, K, Adegbite, E and Rajwani, T (2016).  “Corporate social responsibility in developing economies: Do institutional voids matter?” Journal of Business Ethics, 134 (1), pp. 135-153.
  • Rajwani, T, Lawton, T and Phillips, N (2015). “The Voice of Industry: Why management researchers should pay attention to Trade Associations”, Strategic Organization,13 (3), pp.224-232.
  • Liedong, T, Ghobadian, A, Rajwani, T and O’Regan, N (2015). “Toward a view of complementarity: Trust and policy influence effects of corporate social responsibility and corporate political activity”, Group and Organization Management, 40 (3) pp. 405-427.
  • Andrea De Villa, M, Rajwani, T and Lawton, T (2015). “Market entry modes in a multipolar world: Untangling the moderating effect of the political environment”, International Business Review, 24 (3), pp. 419-429.
  • Rajwani, T and Liedong, T (2015). “Political activity and firm performance within nonmarket research: An international assessment and research agenda’, Journal of World Business, 50 (2), pp. 273-283
  • Stadler, C, Rajwani, T and Karaba, F (2014). “Solutions to the exploration/exploitation dilemma: Networks as a new level of analysis”. International Journal of Management Reviews, 16 (2), pp 172-193.
  • Doh, J, Lawton, T, Rajwani, T and Paroutis, S (2014). "Why your company may need a Chief External Officer: Upgrading external affairs can help align strategy and improve competitive advantage", Organizational Dynamics, 43 (2), pp. 96-104.
  • Lawton, T, McGuire, S and Rajwani, T. (2013). “Corporate political activity: A literature review and research agenda”, International Journal of Management Reviews, 15 (1), pp. 86-105
  • Lawton, T, Rajwani, T and Doh, J. (2013). “The antecedents of political capabilities: The study of ownership, cross-border activity and organization at legacy airlines in a deregulatory context”, International Business Review, 22 (1),pp. 228-242.
  • Doh, J, Lawton, T and Rajwani, T (2012). “Advancing nonmarket strategy research: institutional perspectives in a changing world” for Academy of Management Perspectives Journal, 26 (3), pp.22-39.
  • Lawton, T, Rajwani, T and Reinmoeller, P (2012). “Rethinking survival instincts: Natural coping strategies for hostile environments”, Business Horizons, 55 (1), pp. 81-91. 
  • Lawton, T and Rajwani, T (2011),  "Designing lobbying capabilities: Managerial Choices in unpredictable environments". European Business Review, Vol. 23, No. 2, pp. 167-189.
  • Harrington, D, Lawton, T.C and Rajwani, T (2005). “Embracing and exploiting industry turbulence: The strategic transformation of Aer Lingus”, European Management Journal, 23 (4), pp.450-457.

Book Chapters

  • Lawton, T and Rajwani, T (2015). “Where next for non-market strategy?”. In The Routledge Companion to Non-Market Strategy, edited by Lawton, T and Rajwani, T. Routledge Press.
  • John, A., Rajwani, T and Lawton, T (2015). “Corporate Political Activity”. In The Routledge Companion to Non-Market Strategy, edited by Lawton, T and Rajwani, T. Routledge Press.
  • Harrington, D, Lawton, T and Rajwani, T (2007). “Embracing and Exploiting Industry Turbulence: The Strategic Transformation of Aer Lingus”. In Strategic Management in Aviation, edited by Thomas C. Lawton, Ashgate Publishing.
  • Harrington, D, Lawton, T and Rajwani, T. (2005). “Aer Lingus”. In “Cases in Irish Entrepreneurship”, edited by Thomas M. Cooney, Blackhall Publishing.

 

Books 

  • “The Routledge Companion to Non-Market Strategy”, Co-edited with Thomas Lawton, Routledge Press, 2015.
  •  “Aligning for Advantage: competitive strategies for the political and social arenas”, With Thomas Lawton and Jonathon Doh, Oxford University Press, 2014.

Conferences/presentations

  • Darendeli, I, Hill, TL, Rajwani, T and Cheng, Y (2017). “Exposure to political shocks and building legitimacy through projects for resilience”, Strategic Management Society, Houston.
  • Liedong, T and Rajwani, T (2017). “Mediation in the link between political ties and cost of debt in Ghana: An agency perspective”, Academy of Management Conference, Atlanta.
  • Rajwani, T and Lawton, T (2017). “Building Collective Influence: A framework for understanding the mechanisms in Trade Associations”, Academy of International Business, Dubai.
  • Shirodkar, V, Rajwani, T, Stadler, C, Hautz, J and Mayer, M (2016). “Corporate Political Activity And Firm Performance: Explicating The Moderating Effects Of Product And International Diversification”, Strategic Management Society, Berlin.
  • John, A, Garcia-Garcia, R, Lawton, T and Rajwani, T (2016). “A Dual Processing Approach to Sensemaking in Nonmarket Environment”, Strategic Management Society, Berlin.
  • Andrea, M.A and Rajwani, T (2016). “Developing adaptive political capabilities for difficult political host markets”, Academy of Management Conference, Anaheim.
  • Rajwani, T and Minto, A (2016). “Trade Associations: Role, Voice, Strategy”, Symposium at Academy of Management Conference, Anaheim.
  • White, G, Rajwani, T and Hemphill, T (2016). “Perceived Legal System Voids and Wholly Owned Foreign Subsidiary Performance in Southeast Asia”, Academy of International Business, New Orleans.
  • Garcia-Garcia, R, John, A, Lawton, T and Rajwani T (2016). “Socio-Political Sensemaking: A dual processing approach, British Academy of Management Conference, Newcastle.
  • Liedong, T, Rajwani, T and White, G (2015). “The contingent value of managerial political ties in sub-Saharan Africa: A study of Ghana”, Strategic Management Society, Denver.
  • Rajwani, T, Invited Panel Member on the “Exploring Nonmarket Strategy Practices” (2015), Strategic Management Society, Denver.
  • Liedong, T, Rajwani, T and White, G (2015). “The contingent value of managerial political ties in private debt financing: Evidence from Ghana”, Academy of Management, Vancouver.
  • White, G, Rajwani, T and Hemphill, T (2015). “Political tie intensity and regulator vulnerabilities to government interference: The moderating effects of regulatory and political distance”, Academy of Management, Vancouver.
  • Rajwani, T, Invited Panel Member on “Future of Nonmarket Strategy” (2014), Strategic Management Society, Madrid.
  • White, G, Rajwani, T and Hemphill, T (2014). “Political ties and regulator vulnerabilities to political pressure: The moderating effects of regulatory and political distance”, Academy of International Business, Vancouver.
  • White, G, Fainshmidt, S, Rajwani, T and Galang, R (2014). “Political network intensity fit and strategic performance: Evidence from wholly owned foreign subsidiaries in a volatile environment”, Academy of International Business, Vancouver.
  • De Villa, A. M, Rajwani, T, Lawton, T and Mellahi, K (2014). A taxonomy of adaptive political strategies: Managing host political contexts in emerging economies, Academy of International Business, Vancouver.
  • De Villa, A. M, Rajwani, T, Lawton, T and Mellahi, K (2014). A taxonomy of adaptive political strategies: Managing host political contexts in emerging economies, Academy of International Business (UK Chapter), York.
  • De Villa, A. M, Rajwani, T, Lawton, T and Mellahi, K (2014). A taxonomy of adaptive political strategies: Managing host political contexts in emerging economies, Academy of International Business (Latin America Chapter), Medellin.
  • Rajwani, T and De Villa, A. M (2013). “Adaptive strategies: An empirical study into reactive corporate political activity”, Strategic Management Society, Atlanta.
  • White, G, Fainshmidt, S, Rajwani, T and Galang, R (2013). “Foreign subsidiary political network intensity, strategic fit, and satisfaction with performance in a volatile emerging market environment”, Academy of Management Conference, Orlando.
  • Rajwani, T and Paroutis, S (2013) “Institutional conditions and political capabilities: An examination of airlines reactions to 9/11, Academy of Management Conference, Orlando
  • Rajwani, T, Lawton, T and Phillips, N (2013). “Exploring Trade Associations: A framework for understanding activity and influence. Academy of Management Conference, Orlando.
  • Lawton, T, Rajwani, T, McGuire, S and Lindeque, J (2013). “Non-market strategies and industry characteristics,” British Academy of Management Conference, Liverpool.
  • Rajwani, T and Paroutis, S (2012). “Institutional effects on developing political capabilities: A study of European Airlines during 9/11”, Strategic Management Society conference, Prague.
  • Rajwani, T, Lawton, T, McGuire, S and Lindeque, J (2012). “Non-market strategies in the early 21st Century: Explicating corporate political activities across different industries,” Academy of International Business, Washington.
  • Rajwani, Amaeshi, K and Emmanuel Adegbite (2012) “Corporate Social Responsibility in developing economies: Do institutional voids matter?” International Centre of Corporate Social Responsibility Conference, Nottingham University, Nottingham. 
  • Rajwani, Amaeshi, K and Emmanuel Adegbite (2012) “Corporate Social Responsibility in developing economies: Do institutional voids matter?” Academy of International Business, Liverpool.
  • Rajwani, T, Lawton, T and Lanuza, I (2011). “Institutional effects during international expansion:  An integrative model of value erosion”, Strategic Management Society conference, Miami.
  • Rajwani, T, Maguire, S and Lindeque, J (2011), “Firms and international regimes: Towards a framework for understanding transnational corporate political activity, British Academy of Management, Aston.
  • Rajwani, T, Lawton, T and Phillips, N (2011). “The Influence of trade associations: Towards a framework for understanding activities and impact”, European Academy of Management, Tallinn.
  • Rajwani, T, De Villa Correa, M and Lawton, T (2011) “Managerial perceptions and crisis management: Adapting strategic responses at four Colombian organizations”, Strategic Management in Latin American Conference, Bogota.
  • Rajwani, T and Rompas, S (2010). “What drives valuable resources to lose their Value?  The concept of value erosion”, Strategic Management Society conference, Rome.
  • Ramdani, B and Rajwani, T (2010). “Embracing Enterprise 2.0: Moving towards accelerated business models”, International Business Information Management Conference, Istanbul.
  • Rajwani, T and Lawton, T (2009). “Strategy, structure and performance in trade associations: An implicit configuration framework for co-ordinating influence”, Strategic Management Society conference, Washington DC.
  • Rajwani, T and Lawton, T (2009). “Developing and exercising political capabilities: A case of European Airlines”, Academy of Management Conference, Chicago.
  • Rajwani, T and Lawton, T (2008). “Contextual connectedness and management attention: Explicating lobbying in a predicable policy context”, Strategic Management Society, Cologne.
  • Rajwani, T and Lawton, T.C (2007). “Unbundling lobbying capability: Non-Market strategy development in an exogenous policy context”, Strategic Management Society, San Diego.
  • Rajwani, T and Lawton, T (2007). “Unbundling the development of a lobbying capability in an exogenous policy context: 2000-2005”, Academy of Management conference, Philadelphia.

Additional information
  • Editorial board member for British Journal of Management (BJM) 
  • Member of the Academy of International Business (AIB)
  • Member of the Strategic Management Society (SMS)
  • Member of the Academy of Management (AOM)
  • Reviewer for Journal of Management Studies, British Journal of Management, Journal of World Business, Global Strategy Journal, International Business Review, Journal of Business Ethics, Long Range Planning, Journal of Business Research, Journal of International Management, Management International Review and others. 
  • I have acted as project evaluator for the ESRC grants and been external examiner at University of Southampton and Kings College London.

  • REF 2021 cycle - Recent articles include two articles in ABS 4* Journals and ten articles in ABS 3* Journals.

<< Back