Deborah Blackman is a Professor in Public Sector Management Strategy at the Centre for Public Service Research in the School of Business, University of New South Wales, Canberra.
Before taking up her current position she was Associate Dean, Research, at the Faculty of Business and Government and then Director, Graduate Research Office, both at the University of Canberra. She researches knowledge transfer in a range of applied, real world contexts. The common theme of her work is developing effective knowledge acquisition and transfer in order to improve organisational effectiveness.
Professor Blackman has a background in teaching Strategic Human Resources Management, Qualitative Research Methods, Research Design and Research Methodology, and Organisational Effectiveness and Organisational Behaviour.
Her research interests include Strategic Human Resources Management; Organisational Learning; Soft Knowledge Management and Organisational Effectiveness. She publishes extensively in international journals such as Management Learning, Management Decision and the Journal of Knowledge Management and is invited to present her work at conferences across the world.
Research projects include leading a joint collaborative project with the Australian Public Service Commission which is working on Strengthening the Performance Management Framework; the role of social capital in long-term disaster recovery funded by the Toyota foundation, and an ARC grant considering Whole of Government from which she developed a new diagnostic model to support effective joined-up working.
Prof Blackman teaches in the following ANZSOG courses:
Driving High Performance: Managing organisations and people
O’Flynn, J., Blackman, D. and Halligan, J. (2014) (eds). Crossing Boundaries in Public Management and Policy. London: Routledge.
Blackman, D. (2013). Contextualising the learning organization: how will it help us learn in the future? in A. Örtenblad (ed.), Handbook of Research on the Learning Organisation: Adaptation and Context. Cheltenham: Edward Elgar.
Blackman, D., Buick, F., O'Donnell, M., O'Flynn, J.L. and West, D. (2012). Developing High Performance: Performance Management in the Australian Public Service, Crawford School Research Paper No. 12-09. Available at http://dx.doi.org/10.2139/ssrn.2130232
Blackman, D., Kennedy, M. And Quazi, A. (2012). Corporate social responsibility (CSR) and individual resistance: learning as the missing link in implementation. Management Learning, Forthcoming.
Lee-Kelley, L. and Blackman, D. (2012). Project Training Evaluation: Reshaping Boundary Objects and Assumptions. International Journal of Project Management, 30(1): 73-82.
O'Flynn, J., Buick, F., Blackman, D. and Halligan, J. (2011). You win some, you lose some: Experiments with joined-up government. International Journal of Public Administration 34(4): 244-254.
Kennedy, M. and Blackman, D. (2011). "Sometimes to change the people, you have to change the people": When learning is not enough. Special issue on ‘Integrating Learning Behaviour in Change Contexts’, International Journal of Learning and Change, 5(3/4): 208-226.