Véronique Ambrosini is a Professor of Management (Strategic Management) at Monash University (Australia). She is the previous Head of the Department of Management. She was previously a Professor of Strategic Management at the University of Birmingham and at Cardiff University (United Kingdom). She started her career at Cranfield School of Management (United Kingdom) where she gained her PhD.

Her research interests include dynamic capabilities, business ecological sustainability, tacit knowledge, causal ambiguity, value creation and critical management education. Her articles have been published in internationally recognized academic journals such as the Academy of Management Learning & Education, Journal of Management, Journal of Management Studies, British Journal of Management, Long Range Planning, International Journal of Human Resource Management, Journal of Business Ethics or Human Relations and practitioner oriented journals such as European Management Journal and Management Decision. She is the author of 'Tacit and ambiguous resources as sources of competitive advantage', a co-author of 'How to develop a sustainable business school?', the editor of ‘Exploring techniques of analysis and evaluation in strategic management’,  a co-editor of 'Advanced strategic management: A multi-perspective approach' and of 'Business Strategies for Sustainability'.

Véronique is an internationally recognised scholar as reflected amongst others by the following. She is a British Academy of Management (BAM) Fellow and an Australia and New Zealand Academy of Management (ANZAM) Fellow. She is also a Fellow of the Academy of Social Sciences (UK). She is a former associate editor of the British Journal of Management and of the Journal of Management & Organization. She is an associate editor for the Academy of Management Perspectives. She serves on the editorial board of the Journal of Management Studies, Academy of Management Learning & Education, and the International Journal of Human Resource Management. She is a past council member of the British Academy of Management and past chair of the Strategic Management Society Strategy Practice track.

• dynamic capabilities
• causal ambiguity
• business ecological sustainability
• management education