Role
Demola is Head of Department for Strategy, Analytics and Operations within the Business School. His role entails provision of strategic direction and academic leadership for the department. As a member of the School Executive, he also contributes to strategic and operational management of the Business School.
Career overview
Demola has over 20 years of academic teaching and research experience, having held appointments at various UK HEIs including; University of Leicester, University of Warwick, Queen Mary university of London, University of Roehampton, and most recently, De Montfort University, where he was Head of School for Leadership, Management and Marketing. Prior to entering academia, he worked in the Nigerian Banking sector with Citibank and had a stint teaching at secondary school level.
Research areas
Demola’s research interests are in the areas of; strategy process and practice, knowledge and innovation management, entrepreneurship, and social capital.
He has previously undertaken research in banking, construction, biotechnology and pharmaceutical industries, exploring a range of issues such as mergers and acquisitions, knowledge sharing, and general organisation studies.
He is currently a member of the Editorial Advisory Board for the journal Management Decision. He has previously served as article editor for Sage Open and reviews for journals such as Organization Studies, Management Learning, Public Money and Management, Entrepreneurship and Regional Development. African Journal of Management, and Management Decision.
Prospective PG Research candidates are welcome to get in touch.
External activity
Associate Editor, Management Decision (Emerald Publishing).
Visiting Professor, School of Business, University of Ibadan, Nigeria.
Demola also holds membership of the following academic and professional associations: British Academy of Management; Chartered Management Institute, UK – (Fellow); Higher Education Academy, UK – (Senior Fellow); Institute of Strategic Management, Nigeria – (Fellow).
Publications
Selected Publications:
Mafimisebi, O., Obembe, D., and Ogunsade, A.I. (2023) ‘Planned, improvised or resilience: Small business owner-managers perception and response to crises in crisis-prone environment’, Journal of General Management. https://doi.org/10.1177/03063070231159568
Chapman, G., Emambocus, W., and Obembe, D. (2023) ‘Higher Education Student Motivations for Extracurricular Activities: Evidence from UK Universities’, Journal of Education and Work, 36(2):138-152. https://doi.org/10.1080/13639080.2023.2167955
Babajide, A., Obembe, D., Solomon, H. and Woldesenbet, K. (2022) ‘Microfinance and Entrepreneurship: The Enabling Role of Social Capital among Female Entrepreneurs’, International Journal of Social Economics, 49(8): 1152-1171. https://doi.org/10.1108/IJSE-11-2020-0745
Kolade, O., Smith, R., Obembe, D., Taiwo, A., Eyong, J., James, S. and Kibreab, G. (2022) ‘Picking up the Pieces: social capital, psycho-social support and livelihood recovery of displaced populations in Northeast Nigeria’, Journal of Development Studies, 58(6): 1280-1299. https://doi.org/10.1080/00220388.2022.2032669
Obembe, D., Kolade, O., Obembe, F. Owoseni, A. and Mafimisebi, O.P. (2021) ‘Covid-19 and the tourism industry: An early stage sentiment analysis of the impact of social media and stakeholder communication’, International Journal of Information Management Data Insights, 1(2), https://doi.org/10.1016/j.jjimei.2021.100040
Obembe, D., Al Mansour, J. and Kolade, O. (2020) ‘Strategy Communications and Transition Dynamics among Managers: A Public Sector Organization Perspective’, Management Decision, 59(8): 1954-1971. https://doi.org/10.1108/MD-11-2019-1589
Ogunsade, I. A. and Obembe, D. (2016) ‘The Influence of Informal Institutions on Informal Sector Entrepreneurship: A Study of Nigeria’s Hand-woven Textile Industry’, Journal of Small Business Entrepreneurship, 28(6): 413-429. DOI: https://doi.org/10.1080/08276331.2016.1202093
Obembe, D. (2013) ‘Knowledge sharing, sustained relationships and the habitus’, Management Learning, 44(4): 355-372. DOI: 10.1177/1350507612450988