Veronique Ambrosini


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Personal profile


Véronique Ambrosini is a Professor of Management (Strategic Management) at Monash University (Australia). She is 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 is conducted essentially within the resource-based and dynamic capability view of the firm and takes a strategy-as- practice perspective. Her articles have been published in internationally recognized academic journals such as the Academy of Management Learning and Education, 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', 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 a British Academy of Management (BAM) Fellow and an ANZAM research mentor. She is a former associate editor of the British Journal of Management and of the Journal of Management & Organization. She serves on the editorial board of the Journal of Management Studies, Academy of Management Learning and Education, British Journal of Management, Journal of Management Education, International Journal of Human Resource Management and of the Organization Management Journal. She is a past council member of the British Academy of Management and past chair of the Strategic Management Society Strategy Practice track.

Research interests

  • dynamic capabilities
  • resource-based view of the firm
  • strategy as practice


  • strategic management
  • dynamic capabilities
  • strategy as practice

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Research Output 1997 2019

Business Strategies for Sustainability

Borland, H. (ed.), Lindgreen, A. (ed.), Maon, F. (ed.), Vanhamme, J. (ed.), Ambrosini, V. (ed.) & Florencio, B. P. (ed.), 2019, 1st ed. Abingdon UK: Routledge. 423 p.

Research output: Book/ReportEdited BookOtherpeer-review

Creating theory for business strategies for sustainability and climate change: transitional and transformational strategies and ecocentric dynamic capabilities

Borland, H., Lindgreen, A., Ambrosini, V. & Vanhamme, J., 2019, Business Strategies for Sustainability. Borland, H., Lindgreen, A., Vanhamme, J., Ambrosini, V. & Florencio, B. P. (eds.). 1st ed. Abingdon UK: Routledge, p. 65-80 16 p.

Research output: Chapter in Book/Report/Conference proceedingChapter (Book)Research

A critical diversity framework to better educate students about strategy implementation

Lindsay, S., Jack, G. & Ambrosini, V., Sep 2018, In : Academy of Management Learning and Education. 17, 3, p. 241-258 18 p.

Research output: Contribution to journalArticleResearchpeer-review

Responding to Value Pluralism in Hybrid Organizations

Castellas, E. I., Stubbs, W. & Ambrosini, V., 12 Feb 2018, (Accepted/In press) In : Journal of Business Ethics. 16 p.

Research output: Contribution to journalArticleResearchpeer-review

The role of ostensive and performative routine aspects in dynamic capability deployment at different organizational levels

Biesenthal, C., Gudergan, S. & Ambrosini, V., Apr 2018, (Accepted/In press) In : Long Range Planning. 16 p.

Research output: Contribution to journalArticleResearchpeer-review