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Lihong Zhang

Dr Lihong Zhang, PhD, Mphil, MSc, BSc, PGcert


Senior Lecturer in Operations Management and Entrepreneurship


Head of CESTA (Centre for Research in Stakeholders)


Organisational role and responsibilities


      Lihong has been leading and teaching on a number of core modules including: Operations Management for Executive MBA, International Business & Trade for International MBA, and Business Operations, Research Methods, Entrepreneurship, Management and Data Interpretation for undergraduates. He has spent a significant amount of time supervising visiting scholars, doctoral students, MBA projects, placement students and undergraduate dissertations. His research and consultancy expertise enables him to adopt multiple approaches to the teaching of subjects. He is currently working with the university Centre for Entrepreneurship and Graduate Development Centre to design and deliver enterprise and collaborative activities.
He has been granted Innovation Vouchers from NWDA to advice small companies on business plan and new product development.


External Roles

      Member of European Operations Management Association (EurOMA), of British Academy of Management (BAM), of Project Management Association (UK), and Fellow of Higher Education Association (FHEA), Lihong has been active in conferences, workshops and seminars aimed at disseminating knowledge and establishing research and enterprise connections. He is the visiting professor to universities overseas where he organizes seminars and workshops for research students, academic staff and business managers. The universities include Fudan University (Shanghai,China),TongjiUniversity(Shanghai,China),ZhejiangUniversity(Hangzhou,China),HunanUniversity(Changsha,China) and Ramkhamhaeng University (Bangkok,Thailand).
He has been invited from Emerald to participate in scholar networking between China and European countries, and from Liverpool Vision to help promoting Liverpool Pavilion to be exhibited in Shanghai World Expo 2010. Headmaster to Liverpool Mandarin School he has been initial, instrumental and active in scholarship visits, Chinese education and culture promotion and exchange programmes.


Research Interests

      Lihong has got a broad research interest in the area of Operations and Innovation Management. This includes stakeholders interaction, performance management and sustainability in the area of both public and private sectors. In particular he is undertaking study on complex performance and developing a new approach of ‘make to concept’ for solution-oriented business. His study on such issues as international business teaching (e.g. business simulation, open-case method, teaching/learning-based research, and comparative study on knowledge creation) has attracted audience and support from around the world. In addition, he has published a number of research pagers on project change management, innovation capability, complex service design, international joint venture strategies.

      Biography


      Before joining Liverpool Business School, Lihong worked as part-time lecturer and research officer at University of Brighton where he completed his doctoral project with Freeman Centre. His study looked into solution-oriented business operations and customer-supplier relationships in complex products and systems. He has been visiting scholar to Cranfield School of Management for a couple of years where he led a collaborative research into joint ventures between MNEs and Chinese state-owned manufacturers.  Prior to coming abroad Lihong worked for Chinese organisations including Tsinghua University (Beijing), Central South University (Changsha), China Ministry of Mechanical-electrical Engineering (Hunan Branch), and China Construction Corp. (Hunan Branch). He is the holder of honored and distinguished degree to Mechanical Engineering (BSc) and Technology Management (MSc) from Chinese leading universities. Lihong believes that his varying background and experience enables him to understand, adapt to and contribute to the professionalism and scholarship that benefit his teaching, research and consultancy.


Selected MBA projects 


 I have supervised more than 30 MBAs coming from around the world. Each project takes students six months full time to complete.

•         Dyson: moving manufacturing toMalaysia

–        Communications between Manufacturing and New Product Development; managing international staff

•         DellIndia: call centre operations

–        Performance measurement system; job design & staff training

•         Car Phone Warehouse: high street shop operations

–        how un-biased advices are provided; on-line service design

•         Learning & Information Services (at JMU): customer self-service design and implementation

–        In customer support/info, space planning, digital service, …

•         Printing strategy at JMU: a new system that ensure a sustainable growth – perspectives from management, suppliers, students and staff

•         University shuttle mini-bus: system design and implementation – a sustainable business? – perspectives from management, suppliers, staff and students

•         Customer service design: comparative studies on Carphone Warehouse, Specsavers and Fret (food/drink chain restraint).

•         Sustainable and recycling business: case study onLiverpool(traffic, accommodation, furniture refurbishment, etc)

•         Digital library at JMU:

–        Why hard copies are still ordered

–        Self-service design for international students

•         Adapting to complex system: case study on the project ofNewClarenceStreetBuilding(of 37.6m) – change  management, work flows design – a system perspective, …

•         Easyjet, easygoing: sustainable development

•         e-operations: value chain and value creation

•         specialist vs generalist retailing: how Curry/Lego/Argus survive 

•         cycling into the future: study withLiverpoolcity council; or Solution Creation.  

•         Service design: comparative study into SpecSavers, Car PhoneWarehouse and/or Pret A Manger (French food chain).

•         Liverpool Pavilion in 2010Shanghai: scenario planning and/or simulating


Selected teaching cases


 We develop and adopt contemporary cases for class discussion and assessment. Typical cases for MBA programmes include:

  • Virgin MobileUK: dancing between technology and people
  • ING retail banking: save, save, save!
  • Airasia: low-cost operations design
  • Dell Indian call centre vs. Dyson’s Malaysia-based manufacturing.
  • Lottery of life or dead:UKambulance service
  • Disneyland operations: enhancing customer experience
  • National Bicycle Industrial Corporate: mass-customization    
  • Work-in-Clinic Centre in theUK: balancing capacity and service quality
  • Bixi: Montréal’s Innovative Public Bike System


 

Selected Publications

Zhang, L. (2012) “Managing changes in complex project: stage iterations and functional interaction”, International Journal of Project Management, (upcoming).

Zhang, L., Bryde, D.J. & Meehan, J. (2011) “Make-to-Concept”: A “solution-based” approach to complex new product development.” International Journal of Innovation Management, 15(2), 297-301.

Zhang, L (2009) “Make-to-concept: how solution-based companies develop capability to cope with complex innovation”, 15th International Annual EUROMA Conference, Gothenburg, Sweden.

Zhang, L (2008) “Simulation: Enhancing student learning through operations teaching”,14th International Annual EUROMA Conference,Groningen,Netherlands.

Zhang, L (2007) ‘Make-to-concept: a "solution-based" approach to complex new product development (NPD)’, 14th International Annual EUROMA Conference,Ankara,Turkey.

Zhang, L (2006) “An Innovative Decision-Making Process in International Complex Engineering Projects”, 20th Annual IPMA (International Project Management Association) Congress,Shanghai,China.

Zhang, L (2003) “Transferring management research into case study teaching”, Proceedings of International Project Management Conference (IPMC),Bournemouth University,UK.

      Zhang, L and M Swirski (2002) “Managing the specification process in complex projects”, Proceedings of (IEEE) International Engineering Management Conference (IEMC),Cambridge,UK.

      Zhang, L and K Goffin (2001) “Managing the transition: supplier management in international manufacturing joint ventures inChina”, International Journal of Physics Distribution & Logistics Management, Vol. 32 No. 2, pp. 74-95.

      Zhang, L and D Twigg (2000) “Make-to-concept: new approach to innovation management”, Proceedings of the 4th International Conference on Managing Innovative Manufacturing, Aston Business School, UK, pp. 673-681.

      Zhang, L and K Goffin (1999) “Joint Venture Manufacturing inChina: An Exploratory Investigation”, International Journal of Operations & Production Management, Vol. 19 No. 5/6, pp. 474-490.

Zhang, L and K Goffin (1998) “Joint Venture Manufacturing inChina: Key Research Opportunities for Operations Management”, Working paper (SWP 1/98), Cranfield School of Management, UK.

      Zhang, L (1995) “Technology management” and “Production management”, in Modern Business Management, (4th edition), Press of CST,China.

      Zhang, L (1993) Production Management, Press of CST,China.

      Zhang, L (1992) Business Management: Principles & Methods, Press of CST,China


Contact Details:


Address: Redmonts Building, Clarence Street, Liverpool, L3 5UG

Telephone: +44 (0) 151 231 3827
      Email: L.Zhang@ljmu.ac.uk


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