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Artificial Intelligence
Artificial Intelligence
Genial Framework website.pdfWhen ChatGPT arrived in classrooms, educators panicked about cheating whilst tech enthusiasts promised a learning revolution. Both were wrong. By analysing 200 student-AI conversations, we discovered that the same GenAI technology can deepen learning in one context and undermine it in another. The difference lies in how students engage with it and when.
Our GENIAL framework gives educators and policymakers a practical diagnostic tool to identify exactly where students are building genuine understanding and where they're taking shortcuts that compromise their learning.
Under review, forthcoming in 2026
Approach GenAI Tools Proactively PP Review website.pdfApproach Generative AI Tools Proactively or Risk Bypassing the Learning Process in Higher Education
Approach Generative AI Tools Proactively or Risk Bypassing the Learning Process in Higher Education
In this article we argue that students rely on GenAI differently for learning than for assessments and tend to focus more on the output or performance than on the learning journey itself.
This raises questions on how GenAI can be successfully integrated into the curriculum without jeopardising learning. Based on observations that some students use GenAI platforms as a substitute for learning rather than as a tool to enhance learning, our policy recommendations focus on curriculum planning and assessment design.
23 September 2024
On 18 June 2024, a group of academics from King’s College London and the London School of Economics and Political Science came together to explore the future of the essay in the age of AI. While acknowledging academic integrity challenges posed by increasingly sophisticated generative AI tools, the starting point for the discussion was a broad acceptance of the value of the essay and a commitment to exploring ways to make the essay work in an AI-enabled age.
Educatorspolicyguide.pdfPolicy Guide For Educators
Policy Guide For Educators
2025
Learnerstoolkit.pdfToolkit for Learners
Toolkit for Learners
2025
Book: Case Studies in Management
Book: Case Studies in Management
Navigating the 21st Century Business World: Case Studies in Management is a fully open access collection of management cases, featuring examples from the health sector, media, oil and gas industries, fast fashion, financial services, and the public sector. Written by LSE academics and tested in the classroom, the case studies in this book challenge students to evaluate classic issues of management, such as corporate governance and leadership, and to address contemporary dilemmas, from considering a company’s responsibilities in the face of man-made climate change to how to create inclusive workforces.
Each case details the core dilemmas raised and includes questions for students to consider when preparing the case. Academics and industry trainers can use the collection to make their lessons more hands-on and to enhance their curriculum. The case studies provide practical examples of management decision-making to spark thought-provoking discussions for university students, experienced executives looking to improve their leadership skills, and entrepreneurs seeking a competitive edge.
Political Economy
Political Economy
Journal of Common Market Studies
17 December 2025
In this article, we explored the boundaries of EU regulatory flexibility towards member state policy divergence, revealing that institutional isolation from member state pressures determines which EU bodies actively defend Western foreign direct investment against economic nationalist measures in East Central Europe under populist governments. We provide insights for businesses on political risk patterns and policymakers on enforcement inconsistencies.
Competition and Change
25 January 2024
Our Special Issue moves the current debate forward by exploring how the state’s changing role affects firm internationalisation.
Firms face uncertainty and volatility. This special issue explores how populism has affected corporate social responsibility (CSR) and political strategy.
Journal of International Business Policy
05 April 2023
We explore when political risk may turn into political uncertainty and provide suggestions to foreign MNCs operating in right-wing populist contexts on how to reduce this uncertainty.
Journal of International Management
2 June 2020
We investigate how subsidiaries' political capabilities in emerging markets are not just shaped by their home- or host country institutions, but by both simultaneously - presenting a dilemma for subsidiaries of multinational enterprises (MNEs) in host countries.
Business and Society
January 15, 2020
We developed the concept of "authoritarian capitalism" to distinguish how authoritarian governments blur public-private boundaries from other forms of state intervention - such as regulatory capitalism or state capitalism. We provide analytical clarity for understanding business systems and political risk in countries as diverse as China, Hungary, Poland, and Turkey.
Journal of Common Market Studies
05 April 2023
This article examined why firms from post-socialist countries struggle to develop effective lobbying capabilities at the European Union level. I found that institutional legacies create reliance on informal, hierarchical networks rather than the professional lobbying strategies used by Western European firms, revealing structural disadvantages for post-socialist companies in influencing EU policy.
Book Chapters
Book Chapters
ch18.pdfChapter from: Navigating the 21st Century Business World
This case study explores how socio-economic background – often referred to as social class – impacts career progression within the UK Civil Service. It shows how individuals from various economic and social classes navigate their career paths, highlighting both the explicit and subtle ways in which class influences professional advancement.
26 June 2025
auticon_ch16.pdfChapter from: Navigating the 21st Century Business World
This case study examines auticon’s impact on employees and client organisations, highlighting the advantages of embracing neurodiversity for enhanced productivity and social change. The case study demonstrates how inclusivity can yield significant social and economic benefits, while also pose some challenges for management.
26 June 2025
Cases_ch01.pdfChapter from: Navigating the 21st Century Business World
In this introductory capture we consider the history of case teaching in US business schools, the difference between the ‘Harvard’ and ‘Chicago’ approaches to management education, why at London School of Economics and Political Science (LSE) we find merit in both approaches, how the application of theory helps to elucidate cases, and how cases provide a laboratory for exploring management decision-making. We go on to explain the Introduction–Facts–Theory–Analysis–Conclusion approach to writing a case analysis.
26 June 2025
fashion_ch12.pdfChapter from: Navigating the 21st Century Business World
This case challenges students to think about the impact of fast fashion on the environment. Students are required to develop a campaign targeting different audiences about fast fashion’s environmental impact. Acting as if they were consultants, students have to carry out independent research and produce a presentation about their approach for a client, which is a well-known charity specialising in environmental protection.
26 June 2025
Sallai_2023_oup_prepublished copy.pdfChapter from: In Business and Populism: The Odd Couple? Magnus Feldmann (ed.), Glenn Morgan (ed.)
This thematic chapter explores how collective interest representation structures and firm-level corporate nonmarket strategies are affected by exclusionary populists in power.
February 2023
In my case study I reflect on how the newly introduced large group mentoring system within the management department at the London School of Economics (LSE), a member of the Russell Group, impacted the student experience on the BSc Management programme.
The case study sheds light on the way large group mentoring and student support is designed in terms of organisational structure and how the roles are defined and shared within the mentoring team.
June 2022
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