Matthew’s primary teaching role is to deliver the Managing & Organisation Module for 2nd Years (BUSI2160 HY1 & BUSI2260 HY2). He teaches on a number of other undergraduate and postgraduate modules. He is also a Course Leader for the BAB JH HR, and Sustainability Coordinator for the Department of HRM in Nottingham Business School
Prior to working in NTU Matthew lived and worked in Ireland, and worked in investment banking for Merrill Lynch, as well as in mortgage banking and the hospitality industry. He moved to Nottingham in September 2008 after winning a scholarship to pursue a Masters in Corporate Social Responsibility at the ICCSR. He then won a scholarship to pursue his doctorate at The University of Nottingham and held a number of academic positions before beginning work in NTU in 2013.
Matthew pursued a PhD in Nottingham Business School, at the University of Nottingham (submission April 2013) with Prof. Tony Watson and Prof. Gerardo Patriotta. The PhD thesis title is Corporate Social Responsibility and institutional logics: an ethnography in a multinational healthcare firm.
Matthew is currently pursuing a DBA in Nottingham Business School with Prof Mollie Painter-Morland (Nottingham Business School) and Prof Robin Holt (Copenhagen Business School). Its provisional title is: An examination of community and corporate stakeholder-relations regarding the social license to operate of “Fracking” in the East Midlands.
Matthew was a CSR Consultant for a multinational healthcare (Medical Devices & Pharmaceuticals) firm 2010-2014.
Sponsors and collaborators
Matthew is currently providing (2017 onward) strategic management and start-up advice to a Hospitality Industry SME in Nottingham.
MATTHEWS, R.L., TSE, Y.K., O’MEARA WALLIS, M. and MARZEC, P.E., 2018. A stakeholder perspective on process improvement behaviours: delivering the triple bottom line in SMEs. Production Planning and Control. ISSN 0953-7287 (Forthcoming)
KOUGIANNOU, K. and O’MEARA WALLIS, M., 2016. Social license to operate: The role of organizational trustworthiness in corporate-community relations. In: Australasian Business Ethics Network Conference (ABEN 2016), Brisbane, Australia, 5-6 December 2016.
O’MEARA WALLIS, M., 2015. Negative capability and corporate social responsibility: the possibility of ethics in organisations. In: SCOS 2015, Nottingham, August 2015.
O’MEARA WALLIS, M., 2013. How is corporate social responsibility adopted by managers? The contribution of ethnography. In: 29th EGOS (European Group for Organizational Studies) Colloquium, Montreal, Canada, 4-6 July 2013.
O’MEARA WALLIS, M., 2012. CSR and institutional logics: a reconceptualisation and recontextualisation of sustainable and responsible organization and managementCSR and institutional logics: a reconceptualisation and recontextualisation of sustainable and responsible organization and management. In: IFSAM 11th World Congress: Management Re-Imagined, Limerick, Ireland, 26-29 June 2012.
O’MEARA WALLIS, M., 2012. The possibility for agency in institutional theory, the case for management in CSR adoption. In: 26th Annual British Academy of Management Conference (BAM2012), Cardiff, 11-13 September 2012.
- Business Ethics
- Corporate Social Responsibility
- Corporate Scandal
- Corporate Legitimacy
- Stakeholder Capitalism
- Organisational Scandal
- Stakeholder Relations
- Organisational Trust
- Organisational Legitimacy.