BSc (Middlesex), MA (Warwick), PhD (Imperial College)
Strategy, management and organisational behaviour

Mark Dodgson is Emeritus Professor at the University of Queensland Business School, Visiting Professor at Imperial College London, Executive-in-Residence at Oxford University, and Broman Scholar at the University of Gothenburg. Mark has advised numerous companies and governments around the world and has researched and taught innovation in over 60 countries. He has been a Board or Advisory Board member of two multi-billion dollar companies and three start-ups. Mark has written or edited 19 books and over 100 academic articles and book chapters on innovation. He writes a regular blog on innovation for the World Economic Forum. His website can be found at

1983-86 Fellow, Technical Change Centre, London

1986-93 Fellow/Senior Fellow, Science Policy Research Unit, University of Sussex

1993-2003 Professor of Management, Australian National University

(Executive Director, National Graduate School of Management, 1995-97, 1999-2001)

2003 - 2017 Professor and Director, Technology and Innovation Management Centre, University of Queensland

2017 - Professor of Innovation Studies, University of Queensland

  • Joan Woodward Memorial Prize (1985)
  • Commonwealth Fellowship (1992)
  • Visiting Professor, Imperial College (2003 - 2020
  • Officer (AO) of the Order of Australia (2019)

(A) Books

Demystifying China’s Innovation Machine: Chaotic Order, M. Zhang, M. Dodgson and D. Gann, Oxford University Press, 2022.

Philanthropy, Innovation and Entrepreneurship: An Introduction, M. Dodgson and D. Gann, London, Palgrave Macmillan, 2020.

The Playful Entrepreneur: How to Survive and Thrive in an Uncertain World, M. Dodgson and D. Gann, Yale University Press, 2018.

Innovation Management: A Research Overview, Routledge, 2018.

Innovation Management: Critical Perspectives on Business and Management. (ed.) Volume 1: Foundations; Volume 2: Concepts and Frameworks; Volume 3: Important Empirical Studies; Volume 4: Current and Emerging Themes. London, Routledge, 2016.

The Oxford Handbook of Innovation Management, M. Dodgson, D. Gann, N. Phillips, (eds), Oxford, Oxford University Press. 2014.

Innovation: A Very Short Introduction, M. Dodgson and D. Gann, Oxford, Oxford University Press, 2010. (Translated into Italian, Portuguese, Malay, Arabic, Chinese). Second Edition, 2018.

The Management of Technological Innovation: Strategy and Practice, M. Dodgson, D. Gann, A. Salter. Oxford, Oxford University Press, 2008.

High-Tech Entrepreneurship in Asia: Innovation, Industry and Institutional Dynamics in Mobile Payments, M. Zhang and M. Dodgson, Cheltenham, Edward Elgar, 2007.

Think, Play, Do: Technology, Innovation and Organization, M. Dodgson, D. Gann, A. Salter. Oxford, Oxford University Press, 2005. (Translated into Japanese, Koyo Shobo Publishers, 2007).

The Management of Technological Innovation: An International and Strategic Approach, Oxford, Oxford University Press, 2000. (Translated into Italian, ESEDI, 2003).

Effective Innovation Policy, M. Dodgson and J. Bessant, London, Routledge/International Thomson Business Press, 1996.

The Handbook of Industrial Innovation, M. Dodgson and R. Rothwell (eds.), Cheltenham, Edward Elgar, 1994. (Translated into Chinese, Tsinghua Press, 2000).

Technological Collaboration in Industry: Strategy Policy and Internationalization in Innovation, London, Routledge, 1993.

The Management of Technological Learning, Berlin, De Gruyter, 1991.

Technology Strategy and the Firm: Management and Public Policy, (ed.), Harlow, Longman, 1989.

Technology Transfer Mechanisms in the UK and Leading Competitor Nations, R. Rothwell, M. Dodgson, S. Lowe, London, NEDO Books, 1989.

(B) Representative journal articles

“Managing Technology-Enabled Innovation in a Professional Services Firm: A Cooperative Case Study”, M. Dodgson, S. Ash, J. Andrews, and N. Phillips, (2021), Academy of Management Discoveries, 2021,

“The strategic management of technology and innovation” in Oxford Research Encyclopedia of Business and Management. Oxford University Press. 2020. doi:

“Designing for innovation: Cooperation and competition in English cotton, silk and pottery firms c. 1750-1860”, Casson, C. and Dodgson, M., Business History Review, 93,2:247-273, 2019.


Huawei's catch-up in the global telecommunication industry: innovation capability and transition to leadership, Guo, L., Zhang, M., Dodgson, M, & Gann, D. Technology Analysis & Strategic Management,

doi: 10.1080/09537325.2019.1615615, 2019.


"Seizing Windows of Opportunity by Using Technology-Building and Market-Seeking Strategies in Tandem: Huawei's Sustained Catch-up in the Global Market," Guo, L., Zhang, M., Dodgson, M., Gann, D. and Cai, H.,  Asia Pacific Journal of Management, doi:10.1007/s10490-018-9580-1, 2018.

“Bringing innovation into large, high risk projects', Davies, A., Dodgson, M., Gann, D., and MacAulay, S., MIT Sloan Management Review, August, 2017.

“Innovation in firms”, Oxford Review of Economic Policy, 33 (1): 85-100, 2017.

“Dynamic capabilities for complex projects: the case of London Heathrow Terminal 5”. A. Davies, M. Dodgson, and D. Gann, Project Management Journal, DOI: 10.1002/pmj.21574, 2016.

“Managing digital money”, Academy of Management Journal, M. Dodgson, D. Gann, I. Wladawsky-Berger, N. Sultan, G. George. Editor’s invited article, 58,2: 325-333. 2015.

“Innovation strategy in new transportation systems: the case of Crossrail”. M. Dodgson, D. Gann, S. MacAulay and A. Davies, Transportation Research Part A: Policy and Practice, 77:261-275, 2015.

“Organizational learning and the technology of foolishness: the case of virtual worlds in IBM”, M. Dodgson, D. Gann, and N. Phillips, Organization Science., 2013.

“The Co-production of ‘Sustainability’: Negotiated Practices and the Prius”, R. Ozaki, I. Shaw, M. Dodgson, Science, Technology and Human Values, 38, 4: 518-541 (2013).

Government policy, university strategy and the academic entrepreneur: the case of Queensland’s Smart State Institutes, M. Dodgson and J. Staggs, Cambridge Journal of Economics, doi:10.1093/cje/bes004., 2012.

“Inside the world of the project baron”, D. Gann, A. Salter, M. Dodgson, N. Phillips, MIT Sloan Management Review, 53,3: 63-71, 2012.

“Systems thinking, market failure, and the development of innovation policy: The case of Australia”, M. Dodgson, A. Hughes, J. Foster and S. Metcalfe, Research Policy, 40, 9:1145-1156, 2011.

“Exploring new combinations in innovation and entrepreneurship: social networks, Schumpeter, and the case of Josiah Wedgwood (1730-1795)”, Industrial and Corporate Change, Vol 20, No 4: 1119-1151. 2011.

Asia's national innovation systems: institutional adaptability and rigidity in the face of global innovation challenges, Asia Pacific Journal of Management. Vol 26, 589-609, 2009.

“The evolving nature of Taiwan’s national innovation system: The case of biotechnology innovation networks”, M. Dodgson, J. Mathews, T. Kastelle, MC Hu, Research Policy, Vol 37, 430-445, 2008.

“’In Case of Fire, Please Use the Elevator’: Simulation Technology and Organization in Fire Engineering”, M. Dodgson, D. Gann and A. Salter, Organization Science, 18,5:849-864, 2007.

‘“A Roasted Duck Can Still Fly Away”: A Case Study of Technology, Nationality, Culture and the Rapid and Early Internationalization of the Firm.’ M. Zhang and M. Dodgson, Journal of World Business, Vol 42:336-349, 2007.

The Role of Technology in the Shift Towards Open Innovation: the Case of Procter and Gamble, M. Dodgson, D. Gann, A. Salter, R&D Management, Vol 36, No 3, 329-342, 2006.

Organizational Learning: A Review of Some Literatures, Organization Studies, Vol. 14, No. 3, pp375-394, 1993.

Learning, Trust and Technological Collaboration, Human Relations, Vol. 46, No. 1, pp77-95, 1993.