Dr Mikko Arevuo

Reader in Strategy & Leadership Practice

Professional Biography

Dr Arevuo’s background includes senior business experience in global financial services and management consulting; academic research; and university, graduate, and executive-level teaching. His research and teaching expertise is in strategy as managerial practice, competitive strategy, senior management and group decision-making processes, and the application of visual methods in organisational research.  

In addition to his academic work, Dr Arevuo has consulted widely in the UK public and private sectors, and with Fortune 500 companies as a facilitator providing evidence-based tools and frameworks to support strategic decision-making processes.  A native of Finland, Dr Arevuo earned his BA in Economics from University of Michigan, Ann Arbor, and his MBA and PhD from Cranfield University.

Professional Affiliations

  • Chartered Institute of Management; Fellow
  • Higher Education Academy; Senior Fellow
  • Adam Smith Institute; Fellow
  • Royal Society of Arts; Fellow
  • Academy of Management; Member
  • British Academy of Management; Member

Qualifications

  • Doctor of Philosophy, Cranfield University, 2016
  • Master of Business Administration, Cranfield University, 1994
  • Bachelor of Arts (Economics), University of Michigan, Ann Arbor, Michigan, 1982
     

Relevant Past Employment

  • 1998 – 2008: Independent Consultant, Delta Strategies Ltd
  • 1993 – 1998: Associate Director, Design for Learning Ltd
  • 1990 – 1992: Vice President, Citibank NA, London
  • 1988 – 1990: Assistant Vice President, Bank of America
  • 1984 – 1988: Manager, Nordic Bank PLC
  • 1982 – 1984: Assistant Treasurer, Chase Manhattan Bank, New York 

Publications

Periodicals

  • Arevuo, M. (2015) Brain Drain, Economic Affairs, Institute of Economic Affairs, Autumn 2015.
  • Arevuo, M. (2010) The 50th law: keys to fearlessness (review), Professional Manager, 01/2010.
  • Arevuo, M. (2006 a) Gone but not forgotten: organizational unlearning, Inside Knowledge, Vol 9, 6, London.
  • Arevuo, M. (2006 b) Collaborative advantage: how organizations win by working together, Inside Knowledge, Vol 9, 6, London.
  • Ramalingam B. and Arevuo, M. (2004) Developing a holistic KM framework, Inside Knowledge, Vol 8, 3, London.
  • Arevuo, M. (2004) Taxonomies: frameworks for corporate knowledge, Inside Knowledge, Vol 7, 10, London.
  • Arevuo, M. (2003) The attention economy: understanding the new currency, Inside Knowledge, Vol 6, 9, London.
  • Arevuo, M. and Spong, J. (2002) Safe in the knowledge: towards collaborative working at Consignia Security, Knowledge Management Journal, Vol 5, 7, London.
  • Arevuo, M. (2002) Knowledge Management: best practices in Europe, Knowledge Management Journal, Vol 5, 6, London.
  • Arevuo, M. (2001) Leading the revolution, Long Range Planning, Vol 34, Elsevier, London.
  • Arevuo, M. (2001) Playing catch-up? Knowledge management in the financial sector, Knowledge Management Journal, Vol 5, 1, London.
  • Arevuo, M. (2001) The knowledge management yearbook 2000-2001), Knowledge Management Journal, Vol 5, 2, London.
  • Arevuo, M. (1999) Teaching the imperceptible: intellectual capital, Inside Knowledge, Vol 2, 6, London.

Books

  • Mackay, B., Arevuo, M., Mackay, D. & Meadows, M. (2020) Strategy: Theory, Practice, Implementation.  Oxford University Press, Oxford.
  • Arevuo, M. (2008) The Challenge of Strategic Management: A Reader, Pearson Education Limited, Harlow, Essex.

Online Publications and Media

Working Papers

  • Arevuo, M. (2014) Epistemic objects in collective decision-making: a practice perspective on the use of causal maps as situated material artefacts, Centre for International Business Studies, London South Bank University, Research Working Paper Series, 1/04. (http://bus.lsbu.ac.uk/cibs/sites/bus.lsbu.ac.uk.bus.cibs/files/1-14-arevuo.pdf)

Conference Papers Given

  • Arevuo, M. & Reinmoller, P. (2018) Analyzing strategic decision-making episodes: an embodied sensemaking perspective, 34th EGOS Colloquium/Multimodal Methods in Organization Research, Tallinn, Estonia.​​​​​​
  • Arevuo, M., Reinmoeller, P. (2017) Strategic decision making with artifacts: an embodied sensemaking perspective, Israel Strategy Conference, Technion, Haifa, Israel.
  • Arevuo, M., Reinmoeller, P. & Huff, A. S. (2017) Maps’ meaning is in the making: how enacting artifacts helps making collective decisions, British Academy of Management, Warwick University, Warwick, UK.
  • Arevuo, M., Reinmoeller, P. & Huff, A. S. (2017) How maps are made matters: enacting artifacts in collective decision-making, The Academy of Management Annual Conference, Atlanta Georgia.
  • Arevuo, M., Reinmoeller, P. & Huff, A. S. (2017) Making maps matters: enacting artifacts in collective decision making, Managerial and Organizational Cognition and Technology and Innovation Conference, ETH Zurich, Switzerland.
  • Arevuo, M. & Reinmoeller, P. (2016) Causal maps in collective decision-making: a practice perspective on enacting situated material artifacts, The Academy of Management Annual Conference, Anaheim, CA.
  • Arevuo, M. & Reinmoeller, P. (2016) The role of epistemic objects in collective decision making: How enacting causal maps can disentangle cognitive and affective conflict, EURAM Annual Conference, Paris.
  • Arevuo, M. (2014) Causal maps as a managerial ‘tool-in-use,’ Centre for International Business Conference, London South Bank University, London.

Keynote and Panel Engagements

  • The University of Law Business School Research Roundtable, London, 2018, How developing cognitive maps as epistemic objects can help moderate conflict and lead to better collective decisions.
  • Institute of Economic Affairs, THINK Conference, London, 2016; Panelist,  Europe – What happens next?
  • Bigger Plate, Annual European Conference, London, 2015; Keynote address; Cognitive mapping, a means for visual decision-making

Research Interests

  • Strategy as managerial practice
  • Competitive strategy
  • Senior management and group decision-making processes
  • application of visual methods in organizational research 

Awards

  • Best Full Paper: Strategy as Practice, British Academy of Management, Warwick 2017, UK.
  • Best Reviewer: Strategizing Activities and Practices Interest Group at The Academy of Management, August 2017, Atlanta, Georgia.
  • First runner up: Best Paper for Strategy as Practice Interest Group at The Academy of Management, August 2016, Anaheim, California.
  • Nomination: ‘Student Award for Excellence in Teaching,’ Regent’s University London, 2014 & 2016.

Teaching

  • Module leader in PG Research Methods and Strategic Management.
  • Visiting Senior Fellow – Cranfield School of Management

Course development

  • Head of MA Management and MA International Business programmes
  • Course development and validation of MA Management and MA International Business programmes

Examining

  • External examiner, University of Strathclyde, Postgraduate management programmes
  • External examiner, The University of Law, Postgraduate management programmes