UMass Boston

Nardia Haigh, Associate Dean, Management

Nardia Haigh

Department:
Management
Title:
Associate Dean
Location:
McCormack Hall Floor 05
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Area of Expertise

Scenario Planning, Strategic Management, Climate Change, Corporate Sustainability, Hybrid Organizations, Social Enterprise

Degrees

PhD, Business Management, University of Queensland, Australia

Master of Technology Management, University of Queensland, Australia

Bachelor of Information Systems, University of Tasmania, Australia

Professional Publications & Contributions
  • Weerawardena, J., Sullivan Mort, G., Salunke, S. & Haigh, N. 2021. Editorial and research agenda: JBR special issue on business model innovation in social purpose organizations. Journal of Business Research. 125(March): 592-596.
  • Weerawardena, J., Salunke, S., Haigh, N., & Sullivan Mort, G. 2021. Business Model Innovation in Social Purpose Organizations: Conceptualizing Dual Social-Economic Value Creation. Journal of Business Research. 125(March): 762-771.
  • Haigh, N.L., Gilliam, J., & Smith, F. 2020 Project Have Hope: Managing Growth, Commitment, Time, Inventory, and Other Challenges. Ivey Publishing.
  • Kennedy, E.D., Beaton, E., & Haigh, N.L. 2020. Chapter 12: Governance Practices for Increasing Social Impact among Social Enterprises and Traditional Firms. In D. Billis & C. Rochester (Eds.) Handbook on Hybrid Organizations. 251-272. Edward Elgar.
  • Haigh, N.L. March 30, 2020. Using Scenario Planning to Prepare for Pandemics. Organizations and the Natural Environment: COVID-19 Insights.
  • Weerawardena, J., Salunke, S., Haigh, N.L. & Sullivan Mort, G. 2019. Business Model Innovation in Social Purpose Organizations: Conceptualizing Dual Social-Economic Value Creation. Journal of Business Research.
  • Metzger, A., Douglas, E., Gray, S., Kirshen, P. & Haigh, N.L. 2019. Categorizing and clustering knowledge in Fuzzy Cognitive Maps. International Journal of System of Systems Engineering. 9(3): 235-256
  • Haigh, N.L. 2019. Scenario Planning for Climate Change: A Guide for Strategists. Routledge. Winner of the 2020 Book Award for the Organizations and Natural Environment divison of the Academy of Management.
  • Kennedy, E.D. & Haigh, N.L. 2019. Forging Ahead or Grasping at Straws? The Affects and Outcomes of Social Enterprise Legal Structure Change. Journal of Social Entrepreneurship. 10(1): 30-54.
  • Haigh, N. L. July 18, 2019. Getting Ahead of the Climate Curve. SmartBrief
  • Haigh, N.L. October 16, 2019. Business Meets Climate Activism: Ready or Not, Change is Coming. TriplePundit
  • Sharma, G., Beveridge, A. & Haigh, N.L. 2018. A Configural Framework of Practice Change for B Corporations. Journal of Business Venturing. 33(2): 207-224.
  • Kannothra, C.G., Manning, S. & Haigh, N.L. 2018. How Hybrids Manage Growth and Social-Business Tensions in Global Supply Chains: The Case of Impact Sourcing. Journal of Business Ethics. 148(2): 271-290.
  • Haigh, N.L., Kennedy, E.D. & Walker, J. 2015. Hybrid Organizations as Shape-Shifters: Altering Legal Structure for Strategic Gain. California Management Review. 57(3): 59-82.
  • Haigh, N.L., Walker, J. & Bacq, S & Kickul, J. 2015. Hybrid Organizations: Origins, Strategies, Impacts and Implications. California Management Review. 57(3): 5-12
  • Haigh, N.L. & Hoffman, A.J. 2014. The New Heretics: Hybrid Organizations and the Challenges they Present to Corporate Sustainability. Organization & Environment. 27(3): 223-241.
  • Haigh, N.L. September 15, 2014. Beyond the Status Quo: How Corporate Sustainability Can Become a Reality. Organizations and Social Change.
  • Haigh, N.L. & Hoffman, A.J. 2012. Hybrid Organizations: The Next Chapter of Sustainable Business. Organizational Dynamics. 41(2): 126–134.
  • Haigh, N.L. & Griffiths, A. 2012. Surprise as a Catalyst for Including Climatic Change in the Strategic Environment. Business & Society. 51(1): 89-120.
  • Hoffman, A.J., Badiane, K.K. & Haigh, N.L. 2012. Hybrid Organizations as Agents of Positive Social Change: Bridging the For-Profit & Nonprofit Divide In K. Golden-Biddle and J. Dutton (Eds.) Using a Positive Lens to Explore Social Change and Organizations: Building a Theoretical and Research Foundation. 131-153. Routledge, Taylor and Francis Group.
  • Hoffman, A. J., & Haigh, N.L. 2011. Positive Deviance for a Sustainable World: Linking Sustainability and Positive Organizational Scholarship, in K. Cameron & G. Spreitzer (Eds.), The Oxford Handbook of Positive Organizational Scholarship. 953-964. New York: Oxford University Press.
  • Haigh, N.L. 2011. A Shocking Interview. In A. Carlson & J.E. Dutton (Eds.), Research Alive: Exploring Generative Moments in Doing Qualitative Research. 71-73. Copenhagen: Copenhagen Business School Press.
  • Haigh, N.L. & Griffiths, A. 2009. The Natural Environment as Primary Stakeholder: The Case of Climate Change. Business Strategy and the Environment. 18(6): 347-359.
  • Haigh, N.L. 2008. A View Backstage of Climate Change Environmental Markets. Australasian Journal of Environmental Management. June: 53-59.
  • Haigh, N.L. & Griffiths, A. 2008. E-Government and Environmental Sustainability: Results from three Australian Cases. Electronic Government: An International Journal. 5(1): 45-62.
  • Haigh, N.L. & Griffiths, A. 2008. The Environmental Sustainability of Information Systems: Considering the Impact of Operational Strategies and Practices. International Journal of Technology Management. 43(1-3): 48-63.
  • Griffiths, A., Haigh, N.L. & Rassias, J. 2007. A Framework for Understanding Institutional Governance Systems and Climate Change: The Case of Australia. European Management Journal. December. 26(6): 415-427.
  • Hall-Thompson, S.V., Haigh, N.L. & Griffiths, A. 2007. Understanding Corporate Sustainability: Recognizing the Impact of Different Governance Systems. In S. Benn, & D.C. Dunphy (Eds.), Corporate Governance and Sustainability: Challenges for Theory and Practice. 36-56. New York: Routledge.
  • Haigh, N.L. 2004. Linkages between Technology and Sustainability: An Exploratory Study. Innovation: Management Policy & Practice. July. 6(2): 236-246.

Additional Information

Background

Nardia Haigh is a leader in teaching executives and students how to use scenario planning to address the long-term implications of climate change, and to create strategies and business models that address large-scale social and environmental issues. She has researched these issues and consulted with companies about them, and has published articles, reports, and book chapters on the topic. Her work has been cited in news outlets such as Forbes, The Guardian, The Seattle Times, and FastCompany, and PBS NewsHour. She completed her PhD in business management at the University of Queensland Business School, in Brisbane, Australia. Prior to this, Professor Haigh worked as an IT business analyst focusing on stakeholder engagement, and served in the Royal Australian Air Force.

Funding, Awards and Distinctions

  • 2020 Recipient of the College of Management Dean's Excellence in Service Award
  • 2020 Book Award, Organizations and Natural Environment division of the Academy of Management
  • 2020 Recipient of contract for B Lab and JP Morgan Chase & Co. RFP: What Makes a Quality Job at American SMEs?
  • 2017 Second prize in the Social Entrepreneurship track of the 2017 oikos Case Writing Competition
  • 2016 Singapore Ministry of Education Academic Research Fund grant
  • 2015 Academy of Management Organizations & the Natural Environment Division Best Reviewer Award
  • 2013 SJF Institute/Duke University Center for the Advancement of Social Entrepreneurship B LAB and GIIRS Research Project Grant
  • 2012 Academy of Innovation Management, Tsinghua SEM Excellent Paper Award
  • 2011 University of Massachusetts Boston Joseph P. Healey Research Grant
  • 2011 University of Massachusetts Boston College of Management Faculty Scholarship Award
  • 2010 University of Michigan School of Natural Resources and Environment Research Seed Grant
  • 2004 Academy of Management Organizations & the Natural Environment Best Paper Award