Leo McCann is Professor of Management at the York Management School.
Joining York in September 2018, he previously worked at the University of Manchester and at Cardiff University. His academic background is in the disciplines of sociology and history. His teaching and research is interdisciplinary in nature, exploring the complexities and contradictions of management, work, and globalization through qualitative inquiry in contemporary and historical contexts.
At York, Leo teaches a course on International Business Environment to final year undergraduates, as well as a Research Methods course on the MSc programme. He aims to cross-fertilize teaching and research; as far as possible all of his teaching is research-led and all research is highly relevant to students, academics, and the wider public.
Professor McCann’s research and teaching interests range over the following areas: work and employment; globalization and social change; and management history. His research is usually based on qualitative, ethnographic investigation and writing, often exploring the everyday struggles and rewards of professional working life across many occupations. He is particularly interested in the organizational conflicts that often arise between professional discretion versus centralized control and measurement. His recent work has focused in particular on white-collar and uniformed professionals, and he is currently working on a new book on the sociology of work of NHS ambulance paramedics, to be published by Oxford University Press.
Leo is the editor-in-chief of the journal Competition and Change, a journal of globalization, financialization and political economy. http://journals.sagepub.com/home/cch
He is also the author of A Very Short, Fairly Interesting, and Reasonably Cheap Book About Globalization (Sage, 2018), a wide-ranging companion book to his teaching on international business. More info here
As part of his research into management history, he recently won a 2-year research grant from the British Academy to investigate the papers of Robert S. McNamara, former U.S. Secretary of Defense. This study will form part of Leo’s continuing interest in the history of metrics and performance management - part of an ongoing exploration of why managerial attempts to control and measure complex professional work so often fail.
Recent blogs, news articles and submissions to Parliamentary inquiries about his research into ambulance services are available here:
Professor McCann is potentially interested in hearing from outstanding PhD candidates who are conducting research in the above areas.
McCann, L. (2018) A Very Short, Fairly Interesting, and Reasonably Cheap Book About Globalization. London, Sage. https://www.amazon.co.uk/Short-Fairly-Interesting-Reasonably-Globalization/dp/1473919118/ref=mt_paperback?_encoding=UTF8&me=&qid=
Hyde, P., Hassard, J., Granter, E., and McCann, L., (2016) Deconstructing the Welfare State: Organizational Change and Managerial Work in the NHS, Abingdon: Routledge. https://www.routledge.com/Deconstructing-the-Welfare-State-Managing-Healthcare-in-the-Age-of-Reform/Hyde-Granter-Hassard-McCann/p/book/9781138787209
Hassard, J., McCann, L., and Morris, J.L (2009)Managing in the Modern Corporation: The Intensification of Managerial Work in the UK, USA and Japan,Cambridge: Cambridge University Press
Granter, E., Wankhade, P., McCann, L., Hassard, J., and Hyde, P., (2018) ‘Multiple dimensions of work intensity: Ambulance work as edgework’. Work, Employment & Society, online first: http://journals.sagepub.com/doi/10.1177/0950017018759207
McCann, L., (2017) ‘‘Killing is our Business and Business is Good’: The evolution of war managerialism from body counts to counterinsurgency’, Organization, 24, 4: 491-515
McCann, L., (2016) ‘’Management is the Gate’: But to Where? Rethinking Robert S. McNamara’s Career Lessons’, Management & Organizational History, 11, 2: 166-188
Granter, E., McCann, L., and Boyle, M., (2015) ‘Extreme Work / Normal Work: Intensification, Storytelling and Hypermediation in the (Re)construction of ‘the New Normal’, Organization, 22, 4: 443-456
McCann, L., Hassard, J., Granter, E., and Hyde, P., (2015) ‘Casting the Lean Spell: The Promotion, Dilution, and Erosion of Lean Management in the NHS’, Human Relations, 68, 10: 1557-1577
McCann, L., Granter, E., Hassard, J., and Hyde, P., (2015) ‘”You can’t do both - something will give”, Exploring the limitations of the targets culture in managing UK healthcare workforces’, Human Resource Management, 54, 5: 773-791
McCann, L., Granter, E., Hyde, P., and Hassard, J., (2013) ‘Still Blue-Collar after all these Years? An Ethnography of the Professionalization of Paramedics’, Journal of Management Studies, 50, 5: 750-776
McCann, L., (2013) ‘Reforming Public Services After the Crash: The Roles of Framing and Hoping’, Public Administration, 91, 1: 5-16
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