Richard Greatbanks, Our people, Department of Management, University of Otago, New Zealand

BSc(CNAA) MSc PhD(Manc) CEng MIEE Richard_Greatbanks_image

Operations Management
OBS 810
Tel +64 3 479 8658
Email richard.greatbanks@otago.ac.nz
Skype Richard.Greatbanks

Richard is a Chartered Manufacturing Engineer and has held several technical and managerial positions within Aerospace manufacture. After spending more than thirteen years in the UK Aerospace industry, Richard moved to academia.

Research interests

Richard’s research interests are:

operations management
quality process improvement
performance measurement, particularly in conjunction with SME organizations
operational excellence within service

Richard has recently had a report launched in Auckland. This is a commissioned piece for Philanthropy New Zealand, which reports on the findings of a national benchmarking survey of grantmaking practice within New Zealand, undertaken earlier this year.

Read the report 'Grantmaking in New Zealand: Giving That Works' (PDF)

Read an opinion piece by Richard on university governance.

Teaching responsibilities

Richard’s teaching responsibilities include:

Research supervision

Richard is keen to attract new PhD students with the following interests:

1. Lean Thinking applications within Healthcare environments

Whilst Lean Thinking within healthcare is not a new concept, many aspects are still not fully understood, and there are also aspects of Lean Thinking which the literature indicates are not fully applied or implemented within healthcare environments. Potential PhD research projects will focus on exploring why some aspects of Lean are not full deployed in health, and investigate the barriers to and implications of this situation.

2. Evaluation and performance measurement within For Benefit (nonprofit and philanthropic) organisations

Within New Zealand the nonprofit and philanthropic sectors are increasingly being expected to operate and deliver in a more professional and business-like manner. Yet recent research indicates that such organisations are struggling to apply and benefit from many business practices, including performance measurement approaches used in public and commercial focused organisations. These PhD research projects will explore the levels of performance management development in ‘For Benefit’ sector organisations, and define the barriers and consequent strategies which need to be deployed to allow this sector to perform more effectively.

3. The application of quality process improvement techniques in service and nonprofit organisations

Over the last three decades, many of the quality improvement tools, techniques and approaches have been proven to work well in manufacturing and commercial environments. Yet these same approaches have not delivered the same benefits to other sectors such as public services, healthcare and nonprofit organisations. These PhD projects will explore the specific nature of the chosen sector and look at which improvement methodologies have been used, and to what effect, and why others have not.

Richard is willing to work with interested PhD students to develop research projects which fit both the student’s interest and the Department’s research scope. All research is expected to be undertaken within a New Zealand context, and assistance will be offered to gain access to suitable organisations if required.

To discuss one of the above potential PhD projects contact Richard directly.

Read about the entry requirements for the PhD, and how to apply.

Current supervisions

Richard is currently supervising the following students:

PhD

Adeel Akmal - What can New Zealand learn from the United Kingdom? A study on implementing lean practices in the healthcare sector of New Zealand. (Supervisors: Richard Greatbanks, André Everett)

MCom

Jodie Black - Lean in Mental Health Service Redesign.

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Publications

Akmal, A., Podgorodnichenko, N., Greatbanks, R., & Zhang, J. A. (2022). Does organizational readiness matter in lean thinking practices? An agency perspective. International Journal of Operations & Production Management. Advance online publication. doi: 10.1108/IJOPM-05-2021-0331

Akmal, A., Podgorodnichenko, N., Stokes, T., Foote, J., Greatbanks, R., & Gauld, R. (2022). What makes an effective quality improvement manager? A qualitative study in the New Zealand health system. BMC Health Services Research, 22, 50. doi: 10.1186/s12913-021-07433-w

Akmal, A., Foote, J., Podgorodnichenko, N., Greatbanks, R., & Gauld, R. (2022). Understanding resistance in lean implementation in healthcare environments: An institutional logics perspective. Production Planning & Control, 33(4), 356-370. doi: 10.1080/09537287.2020.1823510

Beatson, N., Delange, P., Tharapos, M., O'Connell, B., Smith, J., Scott, S., & Greatbanks, R. (2021, July). Do self-efficacy beliefs and a sense of belonging influence the ability to learn accounting? Verbal presentation at the Accounting & Finance Association of Australia and New Zealand (AFAANZ) Conference, [Online].

Akmal, A., Podgorodnichenko, N., Greatbanks, R., Foote, J., Stokes, T., & Gauld, R. (2021). Towards the development of a system-wide quality improvement maturity model: A synthesis using systematic review and expert opinion. International Journal of Lean Six Sigma. Advance online publication. doi: 10.1108/IJLSS-06-2021-0107

Manville, G., & Greatbanks, R. (Eds.). (2013). Third sector performance: Management and finance in not-for-profit and social enterprises. Farnham, UK: Gower, 240p.

Edited Book - Research

Greatbanks, R., & Manville, G. (2013). Anecdotal performance reporting: Can it provide sufficient confidence for third sector funding bodies? In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 115-129). Farnham, UK: Gower.

Chapter in Book - Research

Knowles, B., Greatbanks, R., & Manville, G. (2013). Scorecards and strategy maps: The top ten factors of performance measurement in non-profit organizations. In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 189-198). Farnham, UK: Gower.

Chapter in Book - Research

Manville, G., & Greatbanks, R. (2013). The financial context for an expanded third sector. In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 9-17). Farnham, UK: Gower.

Chapter in Book - Research

Manville, G., & Greatbanks, R. (2013). Third sector funding streams: The big society bank. In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 18-25). Farnham, UK: Gower.

Chapter in Book - Research

Rees, G., & Greatbanks, R. (2013). Measuring or managing? NGO performance in Peru. In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 199-213). Farnham, UK: Gower.

Chapter in Book - Research

Martin-Niemi, F., & Greatbanks, R. (2009). SME knowledge transfer through social networking: Leveraging storytelling for improved communication. In M. Purvis & B. T. R. Savarimuthu (Eds.), Computer-mediated social networking: Lecture notes in artificial intelligence (Vol. 5322). (pp. 86-92). Berlin, Germany: Springer. doi: 10.1007/978-3-642-02276-0

Chapter in Book - Research

Cathro, V., Greatbanks, R., & Everett, A. M. (2007). Cadbury Confectionery: Dunedin's sweet centre. In K. Inkson, V. Browning & J. Kirkwood (Eds.), Working on the Edge: A portrait of business in Dunedin. (pp. 169-178). Dunedin, New Zealand: Otago University Press.

Chapter in Book - Research

Greatbanks, R. (2007). Fisher & Paykel: Top drawer. In K. Inkson, V. Browning & J. Kirkwood (Eds.), Working on the Edge: A portrait of business in Dunedin. (pp. 179-186). Dunedin, New Zealand: Otago University Press.

Chapter in Book - Research

Greatbanks, R. W. (2002). Clearline Instrumentation Ltd. In T. Batley (Ed.), Business case studies in operations management. (1st ed.) (pp. 69-77). New Zealand: Pearson Education.

Chapter in Book - Research

Moxham, C., & Greatbanks, R. (2002). WJK Yarn Ltd. In T. Batley (Ed.), Business case studies in operations management. (1st ed.) (pp. 61-68). New Zealand: Pearson Education.

Chapter in Book - Research

Greatbanks, R. (2008). Operations management. In K. Bartol, M. Tein, G. Matthews & B. Sharma (Eds.), Management: A Pacific rim focus. (5th ed.) (pp. 636-686). Sydney, Australia: McGraw Hill.

Chapter in Book - Other

Greatbanks, R. (2002). Production management cases: Clearline Instrumentation Ltd. In Tutors guide: Business case studies in operations management. (pp. 24-28). Dunedin, New Zealand: Department of Management, University of Otago.

Chapter in Book - Other

Moxham, C., & Greatbanks, R. W. (2002). Production management cases: WJK Yarn Ltd. In Tutors guide: Business case studies in operations management. (pp. 21-23). Dunedin, New Zealand: Department of Management, University of Otago.

Chapter in Book - Other

Journal - Research Article

Akmal, A., Podgorodnichenko, N., Foote, J., Greatbanks, R., Stokes, T., & Gauld, R. (2021). Why is quality improvement so challenging? A Viable Systems Model perspective to understand the frustrations of healthcare quality improvement managers. Health Policy, 125, 658-664. doi: 10.1016/j.healthpol.2021.03.015

Journal - Research Article

Koushan, M., Wood, L. C., & Greatbanks, R. (2021). Evaluating factors associated with the cancellation and delay of elective surgical procedures: A systematic review. International Journal for Quality in Health Care, 33(2), mzab092. doi: 10.1093/intqhc/mzab092

Journal - Research Article

Akmal, A., Greatbanks, R., & Foote, J. (2020). Lean thinking in healthcare: Findings from a systematic literature network and bibliometric analysis. Health Policy, 124, 615-627. doi: 10.1016/j.healthpol.2020.04.008

Journal - Research Article

Manville, G., & Greatbanks, R. (2020). Performance management in hybrid organisations: A study in social housing. European Management Journal, 38, 533-545. doi: 10.1016/j.emj.2020.04.006

Journal - Research Article

Akmal, A., Podgorodnichenko, N., Greatbanks, R., & Everett, A. M. (2018). Bibliometric analysis of production planning and control (1990–2016). Production Planning & Control, 29(4), 333-351. doi: 10.1080/09537287.2018.1429030

Journal - Research Article

Boon, B., Greatbanks, R., Munro, J., & Gaffney, M. (2017). Service delivery under translation: Multi-stakeholder accountability in the non-profit community sector in New Zealand. Health & Social Care in the Community, 25(2), 402-413. doi: 10.1111/hsc.12319

Journal - Research Article

Greatbanks, R., Doolan-Noble, F., & McKenna, A. (2017). Cheques and challenges: Business performance in New Zealand general practice. Journal of Primary Health Care, 9(3), 185-190. doi: 10.1071/HC17047

Journal - Research Article

Looi, E. S. Y., Greatbanks, R., & Everett, A. M. (2016). Alignment of governance and senior executive perceptions of culture: Implications on healthcare performance. Journal of Health Organization & Management, 30(6), 927-938. doi: 10.1108/jhom-01-2016-0012

Journal - Research Article

Manville, G., Greatbanks, R., Wainwright, T., & Broad, M. (2015). Visual performance management in housing associations: A crisis of legitimation or the shape of things to come? Public Money & Management, 36(2), 105-112. doi: 10.1080/09540962.2016.1118933

Journal - Research Article

Manville, G., Greatbanks, R., Krishnasamy, R., & Parker, D. W. (2012). Critical success factors for Lean Six Sigma programmes: A view from middle management. International Journal of Quality & Reliability Management, 29(1), 7-20. doi: 10.1108/02656711211190846

Journal - Research Article

Bamford, D., & Greatbanks, R. (2010). Understanding operational strategies by examining quality deposits. OR Insight, 23(1), 44-56. doi: 10.1057/ori.2009.13

Journal - Research Article

Greatbanks, R., Elkin, G., & Manville, G. (2010). The use and efficacy of anecdotal performance reporting in the third sector. International Journal of Productivity & Performance Management, 59(6), 571-585. doi: 10.1108/17410401011063957

Journal - Research Article

Martin-Niemi, F., & Greatbanks, R. (2010). The ba of blogs: Enabling conditions for knowledge conversion in blog communities. VINE, 40(1), 7-23. doi: 10.1108/03055721011024892

Journal - Research Article

Greatbanks, R., & Tapp, D. (2007). The impact of balanced scorecards in a public sector environment: Empirical evidence from Dunedin City Council, New Zealand. International Journal of Operations & Production Management, 27(8), 846-873.

Journal - Research Article

McCarthy, G., & Greatbanks, R. (2006). Impact of EFQM excellence model on leadership in German and UK organisations. International Journal of Quality & Reliability Management, 23(9), 1068-1091.

Journal - Research Article

Bamford, D. R., & Greatbanks, R. W. (2005). The use of quality management tools and techniques: A study of application in everyday situations. International Journal of Quality & Reliability Management, 22(4), 376-392.

Journal - Research Article

Wang, Y.-M., Greatbanks, R., & Yang, J.-B. (2005). Interval efficiency assessment using data envelopment analysis. Fuzzy Sets & Systems, 153, 347-370.

Journal - Research Article

Dale, B. G., Williams, A. R. T., Van der Wiele, T., & Greatbanks, R. (2002). Organizational change through quality deposits. Quality Engineering, 14(3), 381-389.

Journal - Research Article

Moxham, C., & Greatbanks, R. (2001). Prerequisites for the implementation of the SMED methodology: A study in a textile processing environment. International Journal of Quality & Reliability Management, 18(4), 404-414.

Journal - Research Article

Dal, B., Tugwell, P., & Greatbanks, R. (2000). Overall equipment effectiveness as a measure of operational improvement: A practical analysis. International Journal of Operations & Production Management, 20(12), 1488-1502.

Journal - Research Article

Dale, B. G., Williams, R., Van der Wiele, T., & Greatbanks, R. W. (2000). Facilitating change through quality. European Quality, 7(2), 14-17.

Journal - Research Article

Dale, B., Williams, R., Van der Wiele, T., & Greatbanks, R. (2000). Facilitating change through quality. European Quality, 7(1), 30-32.

Journal - Research Article

Cousins, K., Gauld, R., & Greatbanks, R. (2019). Understanding the diversity of alliance governance in OECD healthcare settings: A structured narrative review. Journal of Integrated Care, 28(2), 183-195. doi: 10.1108/JICA-07-2019-0033

Journal - Research Other

Doolan-Noble, F., Atmore, C., & Greatbanks, R. (2016). General practice: Balancing business and care. Journal of Primary Health Care, 8(3), 193-195. doi: 10.1071/HC15912

Journal - Research Other

Doolan-Noble, F., Greatbanks, R., & Atmore, C. (2017). Business of care: Global perspectives. Journal of Primary Health Care, 9(3), 183-184. doi: 10.1071/HCv9n3_ED

Journal - Professional & Other Non-Research Articles

Greatbanks, R., & Bourne, M. (2010). Guest editorial. Measuring Business Excellence, 14(1), 3.

Journal - Professional & Other Non-Research Articles

Manville, G., & Greatbanks, R. (2010). Guest editorial. International Journal of Productivity & Performance Management, 59(6), 517-518.

Journal - Professional & Other Non-Research Articles

Looi, E. S. Y., Greatbanks, R., & Everett, A. M. (2014). Impact of aligned values on healthcare performance: New Zealand District Health Boards and their senior executives. Proceedings of the 28th Australian and New Zealand Academy of Management (ANZAM) Conference: Reshaping Management for Impact. Retrieved from http://www.anzam.org/