I have over thirty years experience in engineering and business as a professional manager, small-business proprietor, director, consultant and latterly (the last seventeen years) as an academic and senior academic manager. My teaching and academic leadership experience is wide-ranging from UG and PG Lecturing: BEng(Hons) Engineering students: fluid mechanics, production management and operations and engineering management to MBA and BA :strategic management, entrepreneurship and research methods to UG and PG students. I have taught a range of post-experience students from the armed services to technical managers in the Nuclear Industry. I ran the MBA at The University of Central Lancashire and was a key founder of the DBA at Staffordshire University. I have supervised over 100 masters dissertations at Liverpool JMU, UCLan, Bolton, Lancaster, LSC and Staffordshire Universities and three PhDs (one on leadership style in an engineering consultancy; one on leadership in family firms, one on the Big Society, local governance and families as agents of change)
I have extensive experience of staff management outside and within Higher Education. I have led a variety of departments and teams from large (250 people) to quite small (5-15 people). I have designed and delivered various packages, awards and modules for clients and I have overseen large-scale change both in industry and universities.More recently at Staffordshire University I was responsible for enterprise in the faculty and the development of alternative income streams (HEIF, KTP, EU funding) and I deal with staff and clients at any level in organisations.
My career has given me the opportunity to negotiate and learn in a variety of settings and with a mix of clients. I have managed in two matrix organisations: British Gas and UCLan where knowledge/nous has been required in two streams, for example in British Gas reporting geographically (London/Western Europe) and technically (Engineering). At British Gas I rose from being the earliest appointed graduate engineering manager to Senior Manager, Western Europe (expatriate) in Global Ops in just over three years. I reported directly to the Global Gas Director and into the Board. I was responsible for major infrastructure projects, budgets and staff: at Brentwood UK, 25 people and £250 000 capex; in East Germany, where I lived and worked for two years, I was responsible for 250 people, 4m DM revenue, 7m capex, 10m DM investment and advised on 300m DM over ten years. I was also the due diligence leader for the Trans-Andean pipeline, Bolivia. I am astute at recognising clients’ needs and I regularly liaise with internal and external stakeholders.I have sat on and chaired a range of senior committees in new venture, teaching and learning, international partnerships, business school quality committees and new business planning groups in the Public and Private sector. I have led Global Entrepreneurship Weeks for the past four years, each time growing the event year on year and I have appointed leading Professors in Enterprise. I am also a mentor to development managers in the NHS and gas industry.
I have always worked in client-focussed environments in both the private and public sector in the UK and overseas, most recently in the Middle East where I was an International Programme Consultant on a European TEMPUS project. I have also travelled extensively as part of my work: Germany (Manager), Bolivia (Manager), KKK (Kota Kinabulu, Kuching, Kuala Lumpur, lecturing), Austria (IPA), Lebanon (Adviser, lecturing), Palestine (consultant) as well as widespread UK travel. I am an external Examiner at the University of West London and was recently a programme adviser to Sales Akademie, Vienna. I have good working relationships with a range of stakeholders regularly liaising with local MPs, local councils and the media -for example on Radio Stoke I was asked to comment on the use of management consultants in Staffordshire Constabulary and the legitimacy/usefulness of spending £500k on them.
Engineering and Technical Management, New Product and Process Development, Consultancy – models, practice and effectiveness, Entrepreneurial Learning, Entrepreneurship and Small Business – start-up, growth and strategic planning, Research Informed Teaching
New Product Development
Integrated Product and Process Development
Entrepreneurship and Small Business; the role of (government) business advisers
Entrepreneurial learning; social and constructivist approaches
Management Consultancy; dramaturgical, interactionist and critical perspectives
Research Informed Teaching (RIT)
Currently Academic Journal Reviewer for:
Journal of Change Management
Journal of Industry and Higher Education
Southern Journal of Entrepreneurship
Journal of Global Entrepreneurship Research
Senior Fellow Higher Education Academy
British Academy of Management
Institute for Supervision and Management
Institute for Small Business and Entrepreneurship
Institution of Mechanical Engineers
Advanced Institute of Management (ESRC)
Malone, S. A. (Dec. 2012) Consultant-Client Relationships in UK SMEs: The Role(s) of the Personal Business Adviser, Industry and Higher Education, Special Issue
Malone, S.A. and Pittaway, L. (forthcoming) Consultant-Client Relationships in UK SMEs: Business Advisors as Co-learners, Journal of Small Business and Enterprise Development
Malone, S.A. (2011) “Promoting Synergy between Business and Education” Enterprise Collaboration in European Higher Education; European Transversal Project, December 10 - December 15, Vilnius Technical University, Lithuania
Malone, S.A. (2011) Consultant-Client Relationships in UK SMEs: Business Advisors as Co-learners; November 9 - November 10, ISBE Sheffield,
Malone, S.A. (2011) Entrepreneurship Education outside the Classroom: Consultant-client interaction and entrepreneurial learning; Higher Education International Conference (HEIC 2011), October 31-November 2, 2011, Beirut, Lebanon
Malone (2009) The Consultant-Client Relationship in Small Business: the Role of the Personal Business Adviser and Implications for Owner-Manager Learning, Unpublished PhD Thesis, Lancaster University, Lancaster.
Buraimo, Kelly, Malone and Whittaker (2009) Impact: Linking Teaching & Research, Centre for Research Informed Teaching, University of Central Lancashire. http://www.uclan.ac.uk/research/explore/groups/assets/impact_lbs.pdf
Malone, S. A. (2002) Learning to Manage or Managing to Learn: A study of the client-consultant relationship in an SME, ISBE enterprise conference, Brighton.
Malone (1999) New Product Development in SMEs: Listening to the owner-managers. Report to the Merseyside SME Development Centre.