Dr Lyndsay Rashman

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Position: Senior Fellow, MBA Projects Director


Lyndsay Rashman is a Senior Fellow at Manchester Business School. Her current role as MBA Projects Director is focused on improving the learning experience of MBA students, in the UK and globally, through the Manchester Method, testing out theoretical ideas and learning through practice. In her previous role at MBS, she was a Portfolio Director in Executive Education, with a particular interest in pedagogy, and developing executive programmes with the public and not for profit sectors.

Previously she was a Senior Research Associate at the Institute of Governance and Public Management, Warwick Business School between 2000 and 2008. Her research interests are in organizational knowledge and learning; organizational and cultural change; leadership, innovation and improvement in public organizations. She is the author (with others) of a range of articles on organizational knowledge, learning, and capacity in public organizations.

Lyndsay was a member of the Warwick research team into the Beacon Scheme, which researched how improvement occurs through inter-organizational learning and sharing good practice. She was previously a researcher on leadership and the management of influence. She teaches on organizational learning and change.

Her academic and professional background is in organizational analysis and she has over twenty years experience working in local government, including senior positions in Organizational Development before switching to an academic career. She also works as an organizational consultant on the management of organizational and cultural change.

Research Interests

Besides research and teaching, Lyndsay is an organisational consultant providing support to local, regional and national governmental organisations. Amongst a wide range of consulting roles, she was the consultant to the Government Office North West for support to the Change Management programme across the organisation in 2005 – 2007; and a member of the Leadership Development Commission into developing plans for the Local Government Leadership Centre.

Programme involvement

Specialist fields




Publication summary




Working papers

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Showing 7 publication(s)



  • Rashman, L., Hartley, J., Wallace, M. (Ed.), Fertig, M. (Ed.), & Schneller, E. (Ed.) (2007). How is knowledge transferred between organizations involved in change? In Managing change in the public services. Oxford: Blackwell. . Publication link: 47c22f7f-31f7-43a4-b707-9f678bb7dd7d


  • Rashman, L., & Radnor, Z. (2005). Learning to improve: approaches to improving UK local government services.Public Money and Management, 24(1). . Publication link: bcafee5a-95ed-44a5-8b8a-0c156a9b8e61



  • Rashman, L., Hartley, J., Davidson, M. (Ed.), & Fielden, S. (Ed.) (2003). Networking and the modernisation of local public services: Implications for gender and diversity. In Individual diversity and psychology in organisations: A handbook in the psychology of management in organisations.. Chichester: Wiley. . Publication link: 1df4d2de-23e8-4e7b-8115-769a8d5f4725