Staff profile

Julie is a leading expert on change in organizations, particularly the role and impact of people during transformations. She joined the Business School in 2006. Before entering the academic world Julie worked as a business consultant for over 20 years in several profit and non-profit organizations, including PwC. At PwC Julie was responsible for organizational change and management development in a number of companies include Barclays, Shell, BBC, Lloyds, Reuters. Julie has also worked with Vertex where she set up and led a commercial consultancy team. Her first role was with the British Council where she was the Development Consultancy for East Asia. 

Julie has published in a number of international journals on change in organisations. She is the author of several books including ‘Consultancy, Organizational Development and Change’, ‘ Managing and Leading People through Change’ (Kogan Page); Sustaining Change in Organizations(Sage) and ‘Employee Engagement for Organizational Change’ (Routledge) and ‘Organization Development: how organizations change and develop effectively’ (Palgrave McMillan). Her latest book is ‘Reshaping the HR: the role of HR in organizational change’. 

Julie is a Principal Fellow of the Higher Education Academy, Academic Fellow of the ICMCI (International Council of Management Consulting Institutes)and a Senior Fellow of the Foundation for Management Education (FME). She is also a member of the editorial board of the ‘Management Consulting’ journal.

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• Engagement of employees with organizational change
• Impact of organizational change on people
• Sustaining change in organisations

• Management & Marketing Department

Authored book

• Hodges, J & Crabtree, M (2021). Reshaping HR: The role of HR in Organizational Change. Routledge.
• Hodges, J (2021). Managing and Leading People through Organizational Change: the theory and practice of sustaining change through people. Kogan Page.
• Hodges, Julie & Crabtree, Mark (2020). Reshaping HR: The Role of HR in Organizational Change. Routledge.
• Hodges, Julie (2020). Organization Development How Organizations Change and Develop Effectively. London: Palgrave McMillan/Red Globe Press. Red Globe Press.
• Hodges, J (2018). Employee Engagement for Organizational Change: The Theory and Practice of Stakeholder Engegement. London: Routledge.
• Hodges, J. (2017). Consultancy, Organizational Development and Change: A Practical Guide to Delivering Value. London: Kogan Page.
• Hodges, J. (2016). Managing and Leading People Through Organizational Change: the theory and practice of sustaining change through people. London: Kogan Page.
• Hodges, J. & Gill, R. (2015). Sustaining Change in Organizations. London: Sage.
• Howieson, B. & Hodges, J. (2014). Public and Third Sector Leadership: Experience Speaks. London: Emerald.

Chapter in book

• Hodges, J. (2017). To be or not to be an internal consultant. In Management Consultancy Insights and Real Consultancy Projects. Manville, G. & Matthias, O. Abingdon: Routledge. 65-74.
• Hodges, J. (2011). The role of the CEO and leadership branding - credibility not celebrity. In Corporate Reputation: Managing Opportunities and Threats. Burke, R., Martin, G. & Cooper, C. Gower. 181-198.

Journal Article

• Hodges, Julie (2021). A Framework for Consulting. Management Consulting Journal 7: MCJ0037, 10-12.
• Hodges, Julie (2021). Engaging Employees with Organizational Change. Journal of Financial Transformation 52: 68-75.
• Hodges, J. (2018). Consulting Capabilities for Organisational Change. Management Consulting Journal 1(1): 5-6.
• Hodges, J. (2017). Cracking the walls of leadership: women in Saudi Arabia. Gender in Management: an International Journal 32(1): 34-46.
• Hodges, J. & Howieson, B. (2017). The challenges of leadership in the third sector. European Management Journal 35(1): 69-77.
• Hodges, J. (2017). Building capabilities for change: the crucial role of resilience. Development and Learning in Organizations 31(1): 5-8.
• Hodges, J. (2012). The transition of midlife women from organisational into self‐employment. Gender in management: an international journal 27(3): 186-201.
• Hodges, J. & Martin, G. (2012). Can leadership branding work in theory and practice to resolve the integration-responsiveness problems facing multinational enterprises? International Journal of Human Resource Management 23(18): 3794-3812.
• Ashurst, C. & Hodges, J. (2010). Exploring Business Transformation: The Challenges of Developing a Benefits Realization Capability. Journal of Change Management 10(2): 217-237.