Office location 5.25 Business School, Manchester Campus
Who am I?
Who am I?
Claire Hannibal (née Moxham) is Professor of Operations Management and Head of Department for Strategy, Enterprise and Sustainability. She has held Faculty positions at the Universities of Wolverhampton, Liverpool, Bradford and Manchester. Claire’s research focuses on performance measurement in the context of social sustainability and non-profit/voluntary sector organisations and her work has been published in peer reviewed journals including the International Journal of Operations and Production Management, Supply Chain Management: An International Journal, Production Planning and Control and the Journal of Business Ethics. In 2014 she guest edited a special issue of the International Journal of Productivity and Performance Management on the theme of Third Sector and Performance. 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.
Claire is committed to developing Operations Management as a discipline and is the Founding Chair of the British Academy of Management (BAM) Special Interest Group on Operations, Logistics and Supply Chain Management. She has served on the Board of the European Operations Management Association (EurOMA) from 2014-2017 and was elected to BAM Council in 2016.
Prior to joining academia in 2003, Claire worked for 3 years in Ethiopia with Voluntary Service Overseas (VSO) and has held managerial positions inmanufacturing, textile processing and retail.
Claire welcomes enquiries from PhD students with complementary research interests.
Research Expertise, Publications & Grants
Operations and Supply Chain Management
Nonprofit Performance Measurement
Socially Sustainable Supply Chain Management
Books (authored/edited/special issues)
R. Boaden, G. Harvey, C. Moxham, N. Proudlove (2008). Quality Improvement: Theory and Practice in Healthcare. NHS Institute for Innovation and Improvement, UK/Manchester Business School.
C. Moxham (2014). Understanding third sector performance measurement system design: a literature review. International Journal of Productivity and Performance Management. 63(6), pp.704-726.
L. Pfahl, C. Moxham (2014). Achieving sustained competitive advantage by integrating ECR, RFID and visibility in retail supply chains: a conceptual framework. Production Planning & Control. 25(7), pp.548-571.
C. Moxham, K. Kauppl (2014). Using Organisational Theories to Further Our Understanding of Socially Sustainable Supply Chains: The Case of Fair Trade. Supply Chain Management: An International Journal. 19(4), pp.413-420.
L. Huaccho Huatuco, C. Moxham, E. Burt, O. Al-Tabbaa (2014). Editorial: Third Sector and Performance. International Journal of Productivity and Performance Management. 63(6), pp.678-679.
K. Kauppi, C. Moxham, D. Bamford (2013). Should we try out for the major leagues? A call for research in sport operations management. International Journal of Operations & Production Management. 33(10), pp.1368-1399.
K. Karjalainen, C. Moxham (2013). Focus on Fairtrade: Propositions for Integrating Fairtrade and Supply Chain Management Research. Journal of Business Ethics. 116(2), pp.267-282.
C. Moxham (2013). Measuring up: examining the potential for voluntary sector performance measurement to improve public service delivery. Public Money & Management. 33(3), pp.193-200.
S. Zhang, D. Bamford, C. Moxham, B. Dehe (2012). Strategy deployment systems within the UK healthcare sector: a case study. International Journal of Productivity and Performance Management. 61(8), pp.863-880.
C. Moxham, N. Chambers, J. Girling, S. Garg, L. Jelfs, et al.J. Bremner. (2012). Perspectives on the Enablers of E-Health Adoption: An International Interview Study of Leading Practitioners. Health Services Management Research. 25(3), pp.129-137.
C. Moxham (2010). Examining the Role of Performance Measurement in UK Nonprofit Organisations. Public Performance and Management Review. 33(3), pp.342-354.
C. Moxham (2010). Challenges and Enablers to Engaging Voluntary Organisations in Public Service Delivery: A UK Perspective. Public Money and Management. 30(5), pp.293-299.
S. Martikke, C. Moxham (2010). Public Sector Commissioning: Experiences of Voluntary Organisations Delivering Health and Social Services. International Journal of Public Administration. 33(14), pp.790-799.
C. Moxham, F. Wiseman (2009). Examining the development, delivery and measurement of service quality in the fitness industry: A case study. Total Quality Management & Business Excellence. 20(5), pp.467-482.
J. van Iwaarden, T. van der Wiele, R. Williams, C. Moxham (2009). Charities: how important is performance to donors?. International Journal of Quality & Reliability Management. 26(1), pp.5-22.
C. Moxham (2009). Performance Measurement: Examining the Applicability of the Existing Body of Knowledge to Nonprofit Organisations. International Journal of Operations and Production Management. 29(7), pp.740-763.
N. Proudlove, C. Moxham, R. Boaden (2008). Lessons for Lean in Healthcare From Using Six Sigma in the NHS. Public Money and Management. 28(1), pp.27-34.
CL. Hannibal, C. Moxham, R. Boaden (2007). The Impact of Performance Measurement in the Voluntary Sector: Identification of Contextual and Processual Factors. International Journal of Operations and Production Management. 27(8), pp.826-845.
C. Moxham, R. Greatbanks (2001). Prerequisites for the Implementation of the SMED Methodology: A Study in a Textile Processing Environment. International Journal of Quality and Reliability Management. 18(4), pp.404-414.
Chapters in books
J. Jones, J. Firth, C. Hannibal, M. Ogunseyin Factors contributing to organisational change success or failure: A qualitative meta-analysis of 200 reflective case studies. In: Evidence-based initiatives for organisational change and development.
E. Jervis, J. Meehan, C. Moxham (2017). Addressing the Triple Bottom Line: :Lowering Construction Emissions Through the Implementation of Collaborative Supply Chains. L. Bals, W. Tate. In: Implementing Triple Bottom Line Sustainability into Global Supply Chains. Routledge, pp.261-278.
CL. Hannibal, K. Kauppi (2017). The Valorization of Social Sustainability: Using Quality Seals to Drive Continuous Improvement in Global Supply Chain Management. L. Bals, W. Tate. In: Implementing Triple Bottom Line Sustainability into Global Supply Chains. Routledge, pp.187-201.
H. Namankani, C. Moxham, M. Tickle (2016). A Conceptual Review of Social Media Adoption in SMEs. YK. Dwivedi, M. Mantymaki, M. Ravishankar, M. Janssen, M. Clement, EL. Slade, MP. Rana, S. Al-Sharhan, A. Simintiras. In: Social Media: The Good, the Bad, and the Ugly 15th IFIP WG 6.11 Conference on e-Business, e-Services, and e-Society, I3E 2016, Swansea, UK, September 13–15, 2016, Proceedings. Springer, pp.240-250.
D. Bamford, C. Moxham, K. Kauppi, B. Dehe (2015). Going the Distance: Sport Operations Management in the Public and Third Sectors. J. Radnor, N. Bateman, A. Esain, M. Kumar, S. Williams, D. Upton. In: Public Service Operations Management A research handbook. Routledge, pp.13-29.
C. Moxham (2015). Are We Closing the Loop? Examining the Design of Voluntary Sector Performance Measurement Systems. J. Radnor, N. Bateman, A. Esain, M. Kumar, S. Williams, D. Upton. In: Public Service Operations Management A research handbook. Routledge, pp.237-250.
L. Macaulay, C. Moxham, B. Jones, I. Miles (2010). Innovation and Skills: Future Service Science Education. P. Maglio, C. Kieliszewski, J. Spohrer. In: Handbook of Service Science. Springer Science & Business Media, pp.717-736.
R. Boaden, C. Moxham (2008). Operations Management. T. Hannagan. In: Management Concepts & Practices. Pearson Education, pp.455-498.
C. Moxham, R. Greatbanks (2002). WJK Yarn Ltd - Tutors Guide. T. Batley. In: Business Case Studies in Operations Management. University of Otago, Dunedin, New Zealand,
C. Moxham, R. Greatbanks (2002). WJK Yarn Ltd. T. Batley. In: Business Case Studies in Operations Management. University of Otago, Dunedin, New Zealand,
J. Jones, J. Firth, CL. Hannibal (2017). Keeping Up With The Changes: Perceptions, Paradigms and Pedagogy. Warwick, United Kingdom, 5/9/2017.
M. Tickle, CL. Hannibal (2017). Humanitarian Supply Chains: What's In IT for Me?. Warwick, United Kingdom, 5/9/2017.
R. Glennon, C. Moxham, J. Meehan (2016). Localising Social Value: Capturing Experiences of a Local Voluntary and Community Sector. Newcastle, United Kingdom, 6/9/2016.
C. Moxham (2016). Measuring Socially Sustainable Supply Chains: The Good, The Bad and The Surprising. Newcastle, United Kingdom, 6/9/2016.
E. Jervis, C. Moxham, J. Meehan (2016). Construction Operations: The Impact of Institutional Pressures on the Development and Diffusion of Innovative Low Carbon Strategies. Norwegian University of Science and Technology, Trondheim, Norway, 17/6/2016.
E. Jervis, C. Moxham, J. Meehan (2016). The Power of Institution: Overcoming Barriers to the Diffusion of Low Carbon Innovation in the Construction Industry. University of Lancaster, UK, 11/4/2016.
C. Moxham, K. Kauppi (2015). Measuring Social Sustainability in Supply Chains: A Preliminary Analysis of Voluntary Assessment Initiatives. Portsmouth, UK, 8/9/2015.
B. Best, S. Moffet, R. McAdam, C. Moxham (2015). Unpacking Service Quality in a Third Sector Consortium: A Stakeholder Perspective. Portsmouth, UK, 8/9/2015.
B. Best, R. McAdam, S. Moffet, C. Moxham (2015). An Exploratory Study of Value Co-Creation in Third Sector Service Delivery Consortia. University of Neuchatel, Switzerland, 26/6/2015.
C. Moxham, K. Kauppi (2015). Understanding the Certification of Socially Sustainable Supply Chains: Compliance or Continuous Improvement?. University of Neuchatel, Switzerland, 26/6/2015.
C. Moxham, K. Kauppi (2014). Fair Trade Supply Chains: Understanding Social Sustainability in Practice. Belfast, UK, 9/9/2014.
C. Moxham, D. Bamford, B. Dehe, K. Kauppi (2014). Well Played? Examining Strategy and Performance in Off-Field Sporting Operations. University of Palermo, Palermo, Italy, 20/6/2014.
E. Jervis, C. Moxham, J. Meehan (2014). CO2 Lifecycle Analysis - Facilitating the Data Collection Process Throughout the Construction Supply Chain with Lifecycle Thinking. University of Groningen, Netherlands, 24/3/2014.
C. Moxham (2013). Understanding Third Sector Performance Measurement: Preliminary Reflections on a Methodological Mismatch. Liverpool, UK, 10/9/2013.
S. Cheng, C. Moxham (2013). Rethinking Food Supply Chains: Examining the Case for Alternative Food Networks. Orlando, Florida, USA, 9/8/2013.
K. Karjalainen, D. Bamford, C. Moxham (2012). On the Winning Team: Exploring the Application of Planning, Scheduling and Control to Sport Operations. Amsterdam, Netherlands, 1/7/2012.
C. Moxham, K. Karjalainen (2012). Focus On Fairtrade: Examining Supply Structures For Alternative Trading Organisations. Naples, Italy, 1/4/2012.
S. Zhang, C. Moxham, D. Bamford, B. Dehe (2011). Strategy Deployment in UK Healthcare. Reno, United States of America, 28/4/2011.
B. Dehe, D. Bamford, J. Bamford, C. Moxham (2011). An Application of a Multi-Criteria Decision Analysis Model for Future Healthcare Site Selection. Reno, United States of America, 28/4/2011.
S. Zhang, C. Moxham, D. Bamford, B. Dehe (2011). Performance Measurement Systems and Strategic Management Within UK Healthcare. Reno, United States of America, 28/4/2011.
C. Moxham (2010). Learning or Earning? Examining Performance Measurement and Organizational Learning in Nonprofits. Montreal, Canada, 6/8/2010.
C. Moxham (2010). Learning to Measure? Examining the Challenges of Measuring Performance Whilst Supporting Organizational Learning in UK Nonprofits. Istanbul, Turkey, 7/7/2010.
C. Moxham (2009). Work in Progress? Developing Public-Voluntary Sector Relationships. University of Warwick, UK, 7/9/2009.
C. Moxham (2009). Quality or Quantity? Examining the Role of Performance Measurement in Nonprofit Organizations in the UK. Goteberg, Sweden, 14/6/2009.
L. Macauley, C. Moxham, B. Theodoulidis (2008). Establishing SSME as a New Academic Discipline: A Blueprint for UK SSME Education. University of Westminster, UK, 6/11/2008.
C. Moxham (2008). Measuring Performance: Can Nonprofits: Learn From the Private and Public Sectors?. University of Warwick, UK, 9/9/2008.
C. Moxham (2008). Measuring Performance: The Key to Financial Resource Acquisition in Nonprofits?. Anaheim, USA, 11/8/2008.
T. Van der Wiele, J. Van Iwaarden, C. Moxham (2007). Expectations of Charity Donors. In: Proceedings of the 10th International Research Symposium on Service Excellence in Management. University of Central Florida, Orlando, USA, 14/6/2007.
C. Moxham, R. Boaden (2005). Voluntary Sector Performance Measurement: A Balanced Approach?. Nice, France, 22/9/2005.
C. Moxham (2005). Using Action Research to Support A Case Study. Budapest, Hungary, 17/6/2005.
C. Moxham, R. Greatbanks (2004). Measuring Performance in the Voluntary and Community Sector. In: Proceedings of the 18th Annual Conference of the Australian and New Zealand Academy of Management. University of Otago, New Zealand, 8/12/2004.
C. Moxham, R. Greatbanks (2000). Does Changing Demand Necessitate A Change in Performance Measures? A Practical Case Study Analysis. In: Proceedings of the 2nd International Conference on Performance Measurement: Past Present and Future. University of Cambridge, UK, 19/7/2000. pp.387-394.
C. Moxham, R. Greatbanks (2000). Barriers to Team Working Within a Textile SME: Lessons to be Learnt. In: Proceedings of the 3rd SMESME International Conference. Coventry, UK, 17/4/2000.
CL. Hannibal (2017). Consumer Label Confusion: What Lies Behind The Logos?.
CL. Hannibal, C. Moxham (2016). Third Sector Performance Measurement: Purpose, Policy, Practice.
CL. Hannibal, C. Moxham, J. Meehan, R. Glennon (2015). Get Real: Social Value at Work in the Heart of Knowsley.
CL. Hannibal, N. Chambers, C. Moxham, J. Girling, L. Jeifs, et al.J. Bremner, S. Garg. (2012). Accelerating Innovation: The Power of the Crowd - Global Lessons in eHealth Implementation.
CL. Hannibal, RJ. Boaden, G. Harvey, NC. Proudlove, R. Greatbanks, et al.A. Shephard, C. Moxham. (2005). Quality Improvement: Theory and Practice in the NHS & Evaluation of the NHS Modernisation Agency Six Sigma Initiative.
CL. Hannibal, R. Boaden, NC. Proudlove, C. Moxham (2005). Lean Six Sigma in the NHS: A Review of The Training Provided by the Juran Institute for the NHS and Possible Directions for the Future.