Economics and Management

The Centre for Economics and Management offers a lively and active environment for research in economics and management.  In the REF 2014 exercise 90% of work submitted by Keele Management School researchers was judged to be of international standard, with 49% achieving the top two grades denoting world leading and internationally excellent research (3* and 4*).'

The Centre are actively engaged in frontier research and present their work at national and international conferences, and publish in leading journals. Research is funded from a range of bodies that include the ESRC, the DFID, charities and  central government departments.  The Centre hosts two research seminar series which allow colleagues from the UK and abroad to present and discuss their ideas.

The Centre comprises of the following research groups:

  • Accounting Seminar
    29 November 2017, 13:15, DW0.30, Darwin Building
    Professor Iqbal Khadaroo, Head of Accounting group at the University of Sussex
    "The governance of UK national museums and art galleries: The panopticon assemblage and action at arm’s length"
    This study draws on the panopticon metaphor, popularised by Foucault (1991), to provide insights into how the government governs UK national museums and art galleries (MAGs) at a distance to influence their activities. It uses the notion of ‘panopticon assemblage’(Deleuze and Guattari, 1988, Foucault and Deleuze, 1977) to illustrate how discrete systems and mechanisms work in concert to enable the government obtain action at arm’s length from these seemingly independent non-departmental public bodies (NDPB). The findings show that the panopticon assemblage in the public sector comprises of a number of discrete systems and mechanisms that form part of a complex machinery which transcends organisational boundaries to influence strategic objectives and operational activities of MAGs. Whilst the panopticon assemblage created visibility to enable the government pursue policy objectives by influencing the activities of MAGs, it also constrained senior managers to a particular system and set of policy objectives and activities.