Dr Celine Chew

Research interests

Interface of theory and practice in strategy, marketing and public policy; process theory of strategy development and implementation; strategic positioning and communications for public services, voluntary and charitable organizations, the hybridization of third sector organizations that provide public services, social enterprise and social entrepreneurship.

CURRENT PROJECTS

- A study into the extent and impact of formalized social enterprise activities in charitable organizations involved in public service provision in Wales (project with the Wales Council for Voluntary Action).
- An investigation into social enterprise the philanthropic fundraising strategies of UK Higher Education Institutions and the impact on their strategic positioning (project with Edinburgh University).
- Investigating the multi-stakeholder perspectives of strategic position in a nonprofit context using a system dynamics methodological approach (with Powell, J.).
- Examining the role of dynamic capabilities in organizational adaptation strategies of voluntary non-profit organizations (with Ambrosini,V.)
- Strategic management and planning
- Social entrepreneurship and social enterprises and impact on public policy development

Selected publications

Articles

Chew, C. (2011). ‘Strategic positioning and organizational adaptation in social enterprise subsidiaries of voluntary organizations: An examination of community interest companies with charitable origins’ Public Management Review, 12:5, pp. 26-52.

Bruce, I. and Chew, C. (2011). ‘The marketization of the voluntary sector – implications for charities’ distinctiveness and values’, Public Money & Management ( Special issue on charities), 13:3, pp.155-157.

Chew, C. (2010). ‘Social enterprise as hybrid organizational forms of voluntary and charitable organizations: Implications for research and practice, Nonprofit & Voluntary Sector Quarterly [under review].

Chew, C. (2010). ‘The extent and impact of social enterprise activities in voluntary and charitable organizations in Wales: Implications for practice and policy development’, Public Money & Management ( Special issue on charities) [under review]

Chew, C. & Osborne, S. (2009). ‘Towards an integrating model of factors influencing positioning strategies in the UK charitable organizations’, Nonprofit and Voluntary Sector Quarterly, 38:1, 29-50. http://nvs.sagepub.com/cgi/content/abstract/38/1/29

Osborne, S., McLaughlin, K., Chew, C. & Tricker, M. (2009). ‘Good dog SPOT: Single Pot funding for voluntary and community groups’, Local Economy, 24:3, 238-252.

Chew, C. & Osborne, S.(2009). ‘Exploring strategic positioning in the UK charitable sector: Emerging evidence from charitable organizations that provide public services’ British Journal of Management, 20:1, pp. 90-105 [Online DOI:10.1111/j.1467-8551.2007.00554.x; hard edition in press].
http://www3.interscience.wiley.com/journal/120123989/abstract?CRETRY=1&S...

McLaughlin, K., Osborne, S. & Chew, C. (2009). ‘Relationship marketing, relational capital and the future of marketing behaviour in public service organizations’ Public Money & Management, 29:1,35-42. http://www.informaworld.com/smpp/content~content=a906069874~db=all~order...

Chew, C. & Osborne, S. (2008). ‘Strategic positioning in UK charitable organizations that provide public services: Implications of a new theoretical model’ Public Money and Management, 28:5, 283-290. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1266375

Osborne, S., Chew, C, & McLaughlin, K. (2008). ‘The innovative capacity of voluntary organizations and the provision of public services: A longitudinal approach’ Public Management Review (Special Issue on Innovation in Public Services),10:1, 51-70.

Chew, C. & Osborne, S. (2007). ‘Use it or Lose it! Public Management and Policy Association Review No. 38 (June), 11.

Osborne, S. & Chew, C. (2007). 'The once and future pioneers? The innovative potential of voluntary and community organisations’, View – The Policy Journal, Scottish Council for Voluntary Organizations, Issue 8 (Spring), 8-9.

Chew, C. (2006). Positioning and its strategic relevance: emerging themes from the experiences of British charitable organizations, Public Management Review, 8:2, 333-350.
http://www.ingentaconnect.com/content/routledg/rpxm/2006/00000008/000000...

Chew, C. (2003). What factors influence positioning strategies in voluntary non-profit organizations? Towards a conceptual framework, Local Governance, 29:4, 288-323.
Books/Book Chapters/Book Reviews/Media Features

Chew, C. (forthcoming Fall 2011). Strategic Positioning - Strategic Positioning: Relevance and Challenges for Social Enterprises in the Voluntary Nonprofit Sector, Chapter III,in T.Lyons (ed.) Social Entrepreneurship, Santa Barbara, Chicago: ABC- Clio Publication.

Chew, C. & Lyon, F. (forthcoming Fall 2011). Social Enterprise and I|nnovation in Third Sector Organizations, in S.P.Osborne & L. Brown (eds.) Innovation in Public Services, London: Routledge.

Chew, C. (April 2009). Strategic Positioning in Voluntary and Charitable Organizations, London:Routledge.

Chew, C - An Enterprising Model, Synergy(Winter October/November 2009), Cardiff Business School. ISSN 1753-5034. [features my research findings on the benefits and risks that social enterprise can pose for charitable organizations].

Chew, C - Social Enterprise and Public Service Provision in the Voluntary Sector, BRASS Research Magazine, Issue 4 (August 2009) 4-6.

Insider (May/June 2009, p. 5). ‘Better to give’ – features my comments on charities in recession and the opportunity for charities to collaborate with each other and with private sector organizations in their corporate social responsibilities activities.

Chew, C. (2008). ‘How government funding is stifling innovation’ – features key findings and conclusions of an ESRC research on innovative capacity in voluntary organizations in collaboration with Edinburgh University and Birmingham University, Synergy (May/June, p.12), Cardiff Business School.

Chew, C. (2008). Book review on Social Entrepreneurship: New Models of Sustainable Social Change by Nicholls, Alex (ed). Oxford University Press: London, Public Management Review, 10:3, 445- 447.

Osborne, S.P. Chew, C. and McLaughlin, K. (2008). ‘The innovative capacity of voluntary and community organizations’ in S.P.Osborne (ed) The Third Sector in Europe: Prospects and Challenges, Routledge: London, Chapter 9.

Third Sector (26 September 2007) ‘Waving goodbye to innovation’ - features Chew’s comments on charities and voluntary sector organizations about the influence of government policy and funding on their innovative capacity over the past decade.

Chew, C. (2007). Integrating guest speakers' seminars with online discussion forums as formative learning methods, Good Practice Guide on Teaching and Learning (4, February) pp. 15-22, Aston Centre for Higher Education Learning and Management, Aston Business School, Birmingham.
Official Reports

Osborne, S.P. & Chew, C. (2007) Managing to innovate: Do the UK's voluntary organizations deserve their reputation for innovation? ESRC Public Services Programme - The Innovative Capacity of Voluntary and Community Organizations.
http://www.publicservices.ac.uk/research/the-innovative-capacity-of-volu...

Osborne, S., McLaughlin, K., Chew, C., & Tricker, M. (2006) The single pot in Herefordshire: Final Evaluation Report submitted to Herefordshire County Council & Hereford Community and Voluntary Sector (Commissioned by Office of Deputy PM).

Osborne, S., McLaughlin, K., Chew, C., & Tricker, M. (2006) The single pot. Lessons from the ABI Pilot Study: Report submitted to Government Office of the West Midlands and ODPM (Commissioned by Office of Deputy PM).
Research Working Papers

Chew, C. (2009). ‘The extent and impact of formalized social enterprise activities in voluntary and charitable organizations involved in public service provision in Wales’, Research Working Paper No.53, Centre for Business Relationships, Accountability, Sustainability and Society (BRASS), Cardiff University

Chew, C. (2008). ‘Social enterprises in disguise? Towards hybrid forms of voluntary and charitable organizations in the UK’, Research Working Paper No.49, Centre for Business Relationships, Accountability, Sustainability and Society (BRASS), Cardiff Business School. http://www.brass.cf.ac.uk/brassresources/02BRASS_Working_Papers.html

Osborne, S., Chew, C., & McLaughlin, K. (2007) The innovative capacity of voluntary organizations: Survey evidence from a Replication Study. ESRC working paper DP0701 (January), Public Services Programme, Economic & Social Research Council, UK.

Chew, C. & Osborne, S. (2007) Identifying the factors that influence positioning strategies in UK charitable organisations that provide public services: Towards an integrating model, Research Working Paper RP0701 (January), Aston Business School, Birmingham. http://www.abs.aston.ac.uk/newweb/research/publications/displayAbstract....

Chew, C. (2006) Exploring strategic positioning in UK voluntary non-profit organisations: lessons from two cases of British charitable organisations that provide public services, Research Working Paper RP06/24 (June), Aston Business School, Birmingham. http://www.abs.aston.ac.uk/newweb/research/publications/displayAbstract....

Chew, C. (2005) Strategic marketing planning and positioning in voluntary non-profit organisations: empirical findings and implications for British charitable organisations, Research Working Paper RP 05/06 (July),Aston Business School, Birmingham. http://www.abs.aston.ac.uk/newweb/research/publications/docs/RP0506.pdf -

Chew, C. (2004). Factors that influence positioning strategies in voluntary non-profit organisations: a multi-dimensional conceptual framework. Best Paper Awarded at the Joint Aston University/Birmingham University Doctoral Colloquium (June), Aston Business School-Birmingham Business School.

Activities

Editorial Board member, Public Management Review
Editorial Board member, Marketing Intelligence & Planning

Journal reviewer in Public Management Review, Public Policy & Management, NonProfit Management & Leadership, British Journal of Management Marketing Intelligence & Planning, Journal of Public Affairs Education

Chartered Marketer and Member , The Chartered Institute of Marketing (CIM).
Member, International Research Society for Public Management (IRSPM).
Member, International Society for Third Sector Research (ISTR).
Member, British Academy of Management (BAM).
Member, International Honour Society Beta, Gamma, Sigma, Aston University Chapter
Fellow, Life Insurance Management Institute, LOMA, USA
Associate, Customer Services, LOMA, USA.
Guest Lecturer in non-profit marketing and strategy at Birmingham University, London South Bank University, and a key note speaker in strategic planning conferences and research seminars