Dr Celine Chew - Associate Member of BRASS

Career Experience and Qualifications

Dr Celine Chew is a Chartered Marketer, a Fellow of the British Higher Education Academy, a Fellow of the Life Management Institute (LOMA, USA) and a Senior Lecturer in Marketing and Strategy at Cardiff Business School. She holds a BBA (National University of Singapore), a MBA (University of Hull), a PhD (Aston University) and a Postgraduate Certificate in Higher Education Teaching and Learning (Aston University).

Before joining academia in 2003, Dr Chew held senior management and marketing positions in private and non-profit organisations in the financial services, healthcare and insurance consultancy sectors for over 16 years. She has also provided consultancy services to various organisations in international strategy planning and development, market research, salesforce management and training in the Asia-Pacific region. She joined Cardiff Business School in June 2007.

Dr Chew’s current research interests are in the application of strategy and marketing in third sector (voluntary and charitable) organisations; strategic positioning, innovation and performance in public service organisations; and social enterprise. Her PhD thesis, which she attained from Aston University in Birmingham in 2006, explored the strategic positioning of British charities. It challenged the adoption of mainstream marketing/strategy literature on positioning in non-market contexts, and proposed a model of factors influencing the choice of positioning strategies in charitable organisations. She has published and presented papers on strategic positioning and innovation in the charitable and non-profit sectors in national/international journals and conferences.

She sits on the Editorial Boards of two journals - Public Management Review and Marketing Intelligence and Planning. She is a Chartered Marketer, a member of the Wales Third Sector Reference Group,  a founding member of the International Research Society for Public Management, a member of the British Academy of Management,  and  a Research Associate of BRASS.

Research Areas of Interest

Dr Chew is currently working on a research that explores the impact of social enterprise activities in third sector organisations on their governance structures, innovative capacity and strategic positioning. She has written two book chapters on the subject of social entrepreneurship, and is also developing a project with Wales Social Enterprise Coalition on the impact of positioning and marketing strategies on the performance and longer term sustainability of social enterprises in Wales and the wider UK. 

Research Projects

Dr Chew is currently working on a research that explores the impact of social enterprise activities in third sector organisations on their governance structures, innovative capacity and strategic positioning. She has written two book chapters on the subject of social entrepreneurship, and is also developing a project with Wales Social Enterprise Coalition on the impact of positioning and marketing strategies on the performance and longer term sustainability of social enterprises in Wales and the wider UK. 

To view Dr Chew's Cardiff homepage, please click here

BRASS Working Papers

Chew, C., (2009) The extent and impact of formalized social enterprise activities in voluntary and charitable organisations involved in public service provision in Wales, BRASS Working Paper Series Number 53.

• Chew, C., (2008) Social Enterprises in Disguise? Towards Hybrid Forms of Voluntary and Charitable Organisations in the UK, BRASS Working Paper Series number 49.

Recent Publications

· Chew, C. and Wright, G. (Guest Editors) (2012). Special Issue on ‘Markets and Marketing in Public and Non-Profit Services’, Public Management Review, forthcoming spring 2012.
 
· Chew, C. and V. Christopher (2012). ‘The public service offering and its influence on marketing priorities in local government organizations’. Public Management Review (Special Issue on Markets and Marketing in Public and Non-Profit Services), forthcoming spring 2012.

· Wright, G., Chew, C. and Hines, A. (2012). ‘The relevance and efficacy of marketing in public and non-profit service management’, Public Management Review (Special Issue on Markets and Marketing in Public and Non-Profit Services), forthcoming spring 2012.

· Bruce, I. and Chew, C. (2011). ‘The marketization of the voluntary sector: implications for charities’ distinctiveness and values’, Public Money & Management  (Special Issue on Charities: accounting, accountability and governance), 13:2, 155-157. 

· Chew, C. (2010). ‘Strategic positioning and organizational adaptation in social enterprise subsidiaries of voluntary organizations: An examination of community interest companies with charitable origins’ Public Management Review, 12:5, 609-634.

• ·Chew, C. & Osborne, S. (2008). Towards an integrating model of factors influencing positioning strategies in the UK charitable organizations, Nonprofit and Voluntary Sector Quarterly (in press).

· Chew, C. & Osborne, S. (2008). ‘Strategic Positioning in UK charitable organisations that provide public services: Implications of a new theoretical model’ Public Money and Management (in press).

· McLaughlin, K., Osborne, S. & Chew, C. (2008). ‘Relationship marketing, relational capital and the future of marketing behaviour in public service organizations’ Public Money and Management (in press).

· Chew, C. & Osborne, S. (2008) ‘Exploring strategic positioning in the UK charitable sector: Emerging evidence from charitable organizations that provide public services’, British Journal of Management, online DOI:10.1111/j.1467-8551.2007.00554.x (in press).

· Osborne, S., Chew, C., & McLaughlin, K. (2008). ‘The innovative capacity of voluntary organizations and the provision of public services: A longitudinal approach’ Special issue on Innovation in Public Services, Public Management Review, 10:1, pp 51-70.

· Chew, C. & Osborne, S. (2007). ‘Use it or Lose it! Public Management and Policy Association, Review No. 38 (June), 11.

· Osborne, S. & Chew, C. (2007). 'The once and future pioneers? The innovative potential of voluntary and community organizations’, View – The Policy Journal, Scottish Council for Voluntary Organizations, Issue 8 (Spring), 8-9.

· Chew, C. (2006). Positioning and its strategic relevance: emerging themes from the experiences of British charitable organizations, Public Management Review, 8:2, 333-350.

· Chew, C. (2003). What factors influence positioning strategies in voluntary non-profit organizations? Towards a conceptual framework, Local Governance, 29:4, 288-323.

Other major publications

· Chew, C. (2012, forthcoming). ‘Strategic Positioning – Relevance and Challenges for Social Enterprises in the Voluntary Non-Profit Sector’,  in T.Lyons (ed). Social Entrepreneurship, Volume III,  Santa Barbara, CA: ABC-CLIO Publishers (forthcoming summer 2012).

· Chew, C. and Lyon, F. (2012, forthcoming). ‘Social Enterprise in Third Sector Organizations’, in S.P. Osborne & L.Brown (eds). Innovation in Public Services, London: Routledge (forthcoming summer 2012).

· Chew, C. (2009) Strategic Positioning in Voluntary and Charitable Organizations,' London:Routledge, Series: Routledge Studies in the Management of Voluntary and Non-Profit Organizations.

· Chew, C. Book review on ‘Social Entrepreneurship: New Models of Sustainable Social Change by Nicholls, Alex (ed). Oxford University Press: London, Public Management Review (forthcoming Spring 2008).

· Osborne, S.P. Chew, C. & McLaughlin, K. (2008). ‘The innovative capacity of voluntary and community organizations’ in S.P. Osborne (ed) The Third Sector in Europe: Prospects and Challenges, Routledge: London, Chapter 9.

· Chew, C. (2007). Integrating guest speaker seminars with online discussion forums as formative learning methods, in Good Practice Guide on Teaching and Learning, Vol. 4 (February) Aston Centre for Higher Education Learning and Management, Aston Business School, Birmingham.

· Osborne, S., McLaughlin, K., Chew, C., & Tricker, M. (2006). The single pot in Herefordshire: Final Evaluation Report submitted to Herefordshire County Council & Hereford Community and Voluntary Sector (Commissioned by Office of Deputy PM).

· Osborne, S., Chew, C., & McLaughlin, K. (2007). The innovative capacity of voluntary Organizations: Survey evidence from a Replication Study. ESRC working paper DP0701 (January), Public Services Programme, Economic & Social Research Council, UK.  

· Chew, C. (2004). Factors that influence positioning strategies in voluntary non-profit organizations: a multi-dimensional conceptual framework.  Best Paper Awarded at the Joint Aston University/Birmingham University Doctoral Colloquium (June), Aston Business School-Birmingham Business School.

Teaching Commitments

Dr Chew has developed and taught modules on marketing and strategic management for public services, non-profit and commercial organisations at undergraduate, postgraduate and executive education levels. At Cardiff Business School, she teaches strategy and marketing to final year undergraduate and postgraduate students, and supervises MBA and PhD dissertations.