John  Child Author of Evaluating Organization Development

John Child

University of Birmingham

I am the Chair Professor of Commerce in the Birmingham Business School, University of Birmingham. My main interests are in the reform of business through its democratization, and in the international role of small firms.


John Child is Professor of Commerce at the University of Birmingham. His degrees (MA, PhD, ScD) were awarded by the University of Cambridge. In 2006, he was elected a Fellow of the prestigious British Academy [FBA]. He is also a Fellow of the Academy of International Business, the Academy of Management and the British Academy of Management. His papers have appeared in many international journals. Among his 26 books, his most recent are Cooperative Strategy (3rd edition Oxford University Press 2019) and Hierarchy (Routledge 2019).  His book, Corporate Co-evolution, co-authored with Suzana Rodrigues, won the 2009 Terry Book Award of the Academy of Management.  His current interests focus on hierarchy in organizations and society, and the internationalization of SMEs.


    University of Cambridge, MA, PhD, ScD

Areas of Research / Professional Expertise

    1. Organization, with a focus on hierarchy and the democratization of firms.

    2. International business, with a focus on SMEs

Personal Interests

    Sailing, walking, history.


Featured Title
 Featured Title - Hierarchy: Child - 1st Edition book cover


Organizational participation in post-Covid society

By: John Child
Subjects: Business, Management and Accounting, Psychology, Sociology, Sociology, Criminology and Criminal Justice, Work & Organizational Psychology

If you found my book on Hierarchy (Routledge 2019) to be interesting, you may like to read the article I published in Summer 2020 on " Organizational participation in post-covid society – its contributions and enabling conditions", which appeared in the International Review of Applied Economics, DOI: 10.1080/02692171.2020.1774976 Here is the abstract:

The Covid-19 pandemic has intensified the economic and social problems that societies face today. At the same time, the public response to the crisis points to a constructive way forward. It has brought people together and unleashed a desire to contribute in many ways, some small and others spectacular. It has demonstrated how opportunities for people to participate in collective activities both psychologically and behaviorally can achieve remarkable results, especially when addressing a common danger. This paper argues that it is timely to widen participation in organizational decision-making as an approach to addressing many of the problems which will continue to be with us post-Covid, and which indeed the pandemic has exacerbated. In order to arrive at practical policy options, it proceeds through the following stages. The first is to establish a working definition of organizational participation and to develop a framework for classifying its principal forms. This framework serves to identify the more advanced and consequential forms of participation, and is then used to structure an evidence- based review of how they can constructively contribute to economic and social improvement. The final part of the paper reviews conditions bearing on the practical implementation of participation and which serve to clarify practical policy implications.