Alim Beveridge

Assistant Professor in Organisational Behaviour

Nottingham University Business School China
Staff Profile Portrait Image



Room 447, IEB


University of Nottingham Ningbo China


199 Taikang East Road, Ningbo, 315100, China


+86 (0)574 88180000 ext. 6469


PhD (2013) Organisational Behaviour, Case Western Reserve University, USA

MA (2002) Stanford University, USA

BSc(1999) Computer Science, Stanford University, USA


‘Alim Beveridge holds a Ph.D. in Organizational Behavior from Case Western University’s Weatherhead School of Management, an M.A. in Education and B.S. in Computer Science, both from Stanford University. In addition to his regular teaching and research duties, he teaches in the NUBS China executive education program. Before beginning his academic career he held a wide variety of positions in IT, training and e-learning, international development and consulting. He has also worked as a career coach. His most recent consulting work has focused on organizational change and sustainability. He has often employed Appreciative Inquiry (AI) in his consulting to help organizations discover their strengths and assets, create a compelling vision of a desired future and empower change from within. His former consulting clients include businesses, non-profit organizations and educational institutions.


Dr. Beveridge currently teaches the final-year undergraduate module Business Ethics and Sustainability and advanced courses on research methods at the postgraduate level. He has also taught MBA courses on business ethics, corporate responsibility and organizational behavior, and executive education courses on leadership development and cross-cultural management. His dedication to excellence as an educator has been recognized with a Lord Dearing Award, the University of Nottingham’s highest teaching award.

Research interests

Dr. Beveridge conducts research on prosocial organizing, corporate social responsibility (CSR) and organizational responses to societal grand challenges. He is particularly interested in extraordinary commitment by organizations to furthering the welfare of external stakeholders, which he has called “organizational benevolence”. Recent research projects have investigated how and why social businesses improve their impact, how organizations can contributes to solving societal grand challenges, and what can lead companies to adopt a more prosocial orientation. He is also interested in employee well-being and has done research on resilience and work meaningfulness. For example, he has examined how the perceptions that one’s work has a positive impact on others or that one’s company is socially responsible function as sources of work meaningfulness and employee well-being.

Research Interests

  • Corporate social responsibility (CSR), social innovations and sustainability
  • Societal grand challenges
  • B Corporations
  • Resilience
  • Meaningfulness of work

Honorary positions

Administrative Roles

Research seminar coordinator for the International Business and Management and Entrepreneurship, Marketing and Management Systems departments.


Journal Articles:

  • Gehman, J., Sharma, G., & Beveridge, A. J. 2021. Theorizing institutional entrepreneuring: Arborescent and rhizomatic assembling. Organization Studies, Forthcoming. DOI: 10.1177/01708406211044893
  • Yang, B., Fu, P., Beveridge, A. J., & Qu, Q. 2020. Humanistic leadership in a Chinese context. Cross Cultural & Strategic Management, 27(4): 547–566. DOI: 10.1108/CCSM-01-2020-0019
  • Sharma, G., Beveridge, A. J., & Haigh N. 2018. A configural framework of practice change for B Corporations. Journal of Business Venturing, 33(2): 207–224. DOI: 10.1016/j.jbusvent.2017.12.008

Book Chapters

Beveridge, A. J., Godwin, L., & Pavez, I. 2020. Inquiring into change and innovation for greater responsibility through an appreciative inquiry lens. In O. Laasch, D. Jamali, R. E. Freeman, & R. Suddaby (Eds.), Research Handbook of Responsible Management. Edward Elgar.

Conference presentations

  • Zhang N., & Beveridge, A. J. How stakeholders' CSR attribution is formed: The role of leader humility. Paper presented at the 2021 Academy of Management (AoM) Annual Meeting.
  • Beveridge, A. J. & Smith, M. L. Is it worth it? The effect of perceived social impact on job burnout. Paper presented at the 2020 Academy of Management (AoM) Annual Meeting.
  • Qiu, Q., Beveridge, A. J., Fu, P. P. & Zhao, K. How senior leaders shape the values of organizational members: a trickle-down model of cultural leadership. Paper presented at the 2019 Academy of Management (AoM) Annual Meeting, Boston, USA.
  • Beveridge, A. J., & Cardona, P. A prosocial perspective on work meaningfulness: compensatory mechanisms leading to meaningful work. Paper presented at the 2019 Academy of Management (AoM) Annual Meeting, Boston, USA.