Faculty of Social Sciences
University of Wolverhampton Business School
Professor of Operations Management
Direct line: 01902 322196
University of Wolverhampton
Faculty of Social Sciences
Wolverhampton Business School
Operations and Supply Chain Management, Social Sustainability, Nonprofit/Voluntary Sector Performance Measurement, Public Service Delivery
Claire Hannibal (née Moxham) is Professor of Operations Management at Wolverhampton Business School. She has held Faculty positions at the University of Liverpool Management School, Bradford University Management School and Manchester Business School. Her research focuses on performance measurement in the context of social sustainability and non-profit/voluntary sector organisations and her work has been published in peer review journals including the International Journal of Operations and Production Management, Supply Chain Management: An International Journal, Production Planning and Control and the Journal of Business Ethics. In 2014 she guest edited a special issue of the International Journal of Productivity and Performance Management on the theme of Third Sector and Performance. She completed her PhD at Manchester Business School on the topic of voluntary sector performance measurement in 2006, which won the 2007 Emerald/EFMD Outstanding Doctoral Research Award in the category of Operations and Production Management.
Claire is interested in developing Operations Management as a discipline and is the Founding Chair of the British Academy of Management (BAM) Special Interest Group on Operations, Logistics and Supply Chain Management. She was elected to the Board of the European Operations Management Association (EurOMA) in 2014 and to BAM Council in 2016.
Prior to joining academia in 2003, Claire worked for three years in Ethiopia with Voluntary Service Overseas (VSO) and has held managerial positions in manufacturing, textile processing and retail.
Claire welcomes enquiries from PhD students with complementary research interests.
Measuring social sustainability in supply chains, nonprofit/voluntary sector performance measurement and management, public service operations, ‘fair trade’ supply chains.
2015 Lowering CO2 emissions: A framework for overcoming institutional pressures and diffusing low carbon strategy throughout the construction supply chain.
Glennon, R., Hannibal, C. and Meehan, J. ‘The impact of a changing financial climate on a UK local charitable sector: Voices from the front line’, Public Money and Management, forthcoming
Moxham, C. and Kauppi, K. (2014) ‘Using organisational theories to further our understanding of socially sustainable supply chains: the case of fair trade’, Supply Chain Management: An International Journal, 19, (4), pp 413-420.
Moxham, C. (2014) ‘Understanding third sector performance measurement system design: A literature review’, International Journal of Productivity and Performance Management, 63, (6), pp 704-726.
Huaccho Huatuco, L, Moxham, C., Burt, E. and Al-Tabbaa, O. (2014) ‘Editorial: Third Sector and Performance’, International Journal of Productivity and Performance Management, 63, (6), pp 678-679.
Pfhal, L. and Moxham, C. (2014) ‘Achieving sustained competitive advantage by integrating ECR, RFID and visibility in retail supply chains: A conceptual framework’, Production Planning and Control, 25, (7), pp 548-571.
Kauppi, K., Moxham, C. and Bamford, D. (2013) ‘Should we try out for the major leagues? A call for research in sport operations management’, International Journal of Operations and Production Management, 33, (10), pp 1368-1399.
Karjalainen, K. and Moxham, C. (2013) ‘Focus on Fairtrade: Propositions for integrating Fairtrade and supply chain management research’, Journal of Business Ethics, 116, (2) pp 267-282.
Moxham, C. (2013) ‘Measuring up: Examining the potential for voluntary sector performance measurement to improve public service delivery,’ Public Money and Management, 33, (3), pp 193-201.
Moxham, C., Chambers, N., Girling, J., Garg, S., Jelfs, L. and Bremner, J. (2012) ‘Perspectives on the enablers of e-health adoption: An international interview study of leading practitioners’, Health Services Management Research, 25, (3), pp 129-137.
Zhang, S., Bamford, D., Moxham, C. and Dehe, B. (2012) ‘Strategy deployment systems within the UK healthcare sector: A case study’, International Journal of Productivity and Performance Management, 61, (8), pp 863-880.
Martikke, S. and Moxham, C. (2010) ‘Public sector commissioning: Experiences of voluntary organisations delivering health and social services,’ International Journal of Public Administration, 33, (14), pp 790-799.
Moxham, C. (2010) ‘Challenges and enablers to engaging voluntary organisations in public service delivery: A UK perspective’, Public Money and Management, 30, (5), pp 293-299.
Moxham, C. (2010) ‘Help or hindrance? Examining the role of performance measurement in UK nonprofit organisations’, Public Performance and Management Review (formerly Public Productivity and Management Review), 33, (3), pp 342-354.
Moxham, C. (2009) ‘Performance measurement: Examining the applicability of the existing body of knowledge to nonprofit organisations’, International Journal of Operations and Production Management, 29, (7), pp 740-763.
Moxham, C. and Wiseman, F. (2009) ‘Examining the development, delivery and measurement of service quality in the fitness industry: A case study’, Total Quality Management and Business Excellence, 20, (5), pp 467-482.
Van Iwaarden, J., Van der Wiele, T., Williams, R. and Moxham, C. (2009) ‘Charities: How important is performance to donors?’, International Journal of Quality and Reliability Management 26, (1), pp 5-21.
Proudlove N., Moxham C. and Boaden R. (2008) ‘Lessons for lean in healthcare from using six sigma in the NHS’, Public Money and Management, 28, (1), pp 27-34 (winning paper for the 2009 UK Public Administration Consortium (UKPAC) prize).
Moxham C. and Boaden R. (2007) ‘The impact of performance measurement in the voluntary sector: Identification of contextual and processual factors’, International Journal of Operations and Production Management, 27, (8), pp 826-845.
Moxham C. and Greatbanks R. (2001) ‘Prerequisites for the implementation of the SMED methodology: A study in a textile processing environment’, International Journal of Quality and Reliability Management, 18, (4), pp 404-414.