Professor John Meewella

• Group CEO responsible for global operations of Accelerated Innovation Medical Group based in Karolinska Institute, Karolinska Development, Karolinska Hospital Solnawww.accelerated.partners, www.ithgroup.eu, www.akinion.com, Sweden
• Professor of International Business Practice&Managing Director of Global Expansions at the Oulu Business School (AACSB Accredited), Finland http://www.oulu.fi/oulubusinessschool/personnel/meewella-john
• Faculty Champion&Managing Director, Oulu Business School Finland &Babson College USA http://www.oulu.fi/oulubusinessschool/babson Collaboration
• CEO, Meewella Pty Ltd, Australia
• Vice President (VP) &Chief Operating Officer (COO), i3L Indonesia International Institute of Life Sciences www.i3L.ac.id
• Dean&Board of Management of IPMI International Business School, the pioneering business school in Indonesia set up by strong support from HBS & INSEAD since 1984 www.ipmi.ac.id
• Managing Director, OEC Oulu Entrepreneurship Center
• Professor of International Business/ Entrepreneurship/ Supply Chain Management, Oulu University of Applied Sciences
• Co-Founder&Managing Director, Emirates Center for Innovation & Entrepreneurship in the Gulf
• Faculty, College of Business & Economics, United Arab Emirates University

1). Swinburne University, Australia – Doctorate of Business Administration, -2009 completed

Manuscript based Doctoral Thesis in the field of Strategic Global Entrepreneurship: An alternative strategy of Social Entrepreneurship with links to operationalize Innovation, Strategy, & HR Alignment through Emergent-Leadership, Change-Management, Organisation-Dynamics, e-Business, & Strategy-Relationships; Social Entrepreneurship can be used as a corporate strategy to better manage organisations. While under certain conditions, the effectiveness of this strategy may vary; the framework in which it is implemented is the ‘key driver’ in its success or failure. Hence, contrary to previous research and empirical studies, it is argued that, the lack of Social Entrepreneurial type organisations is to some degree a result of problems with implementation; rather than the majority view of Social Entrepreneurship being an inherently out-dated & piece-meal approach to corporate strategy.

 2). Swinburne University, Australia – Master of Business Administration (MBA Corporate), 1999-2005

• 2 year Masters, International Business specialisation; Residential Weekend Workshop, Lorne, Victoria;

3). Swinburne University, Australia – Master of Management, 1999-2003

• 2 year Masters, incl. One semester in Hong Kong Baptist University, Hong Kong;

4). Melbourne University, Australia – Master of Commerce (Honours), 1999-2001

• 2 year Masters, Thesis title: A case study/field research report based on volunteers at a national volunteer department in World Vision Australia with a focus on volunteer job satisfaction and how their behaviour may lead to organisational commitment and turnover intentions of volunteers;

 5). Melbourne University, Australia – Bachelor of Business Information Systems/Commerce, 1995-1998

• 4 years Bachelor, Economics & Commerce; Information Systems;
• Case studies competition – Anderson Consulting;
• Industry Project – Macrosoft Pty Ltd – develop soft ware package for ski booking system;
• Professional Skills Program (PSP) Level I, II, III (Nominated for award;)

 6). Swinburne University, Australia – Advanced Diploma in Business, 1993-1995

• 2 years full time study, Accounting specialisation;

 7). Knox Grammar High School, Melbourne, Australia –High School Studies, 1989-1991

• Completion of final years of high school

1. 2019 – Brahman Paskaran (second supervisor) – graudated on Fri7June2019; “Cultural Practices in the Project Based Construction Companies: It’s Impact on Information System Implementation”.
2. 2016 – Risto Nykänen (preliminary stage supervisor), graduated; “Emergence of an Energy Saving Market – The Rise of Energy Service Companies”.
3. 2015 – Sunder Ramachandran (third supervisor), graduated; “Understanding Brand Loyalty and Disloyalty Formation Among Consumers’ of Short Life-Cycle Products”.
4. 2015 – Katariina Juusola (preliminary stage supervisor), graduated; “Mercury Beats Minerva – Essays on the Accelerating Impact of Market Logic Permeating Higher Education” {Katariina was transferred OBS to Jyvaskyla Uni and graduated}
5. 2014 – A. K. M. Ashraf (third supervisor), graduated. “Cross-Functional Conflicts in New Product Launches in the Food Industry”.
6. 2014 – Asadullah Khan (preliminary stage supervisor), graduated. “Improving Performance of Construction Projects in the UAE: Multi Cultural and Decent Work Perspectives”.
7. 2014 – Cheryl Lim (third supervisor), graduated. “What’s in it for me?: Organizational Commitment Among Faculty Members in UAE Business Schools”.
8. 2014 – Jasem Almarri (second supervisor), graduated. “Social Entrepreneurship in Practice: The Multifaceted Nature of Social Entrepreneurship and the Role of the State within the Islamic Context”.

1. Book Chapter (2016): Almarri, J., Juusola, K., & Meewella, J. (2016). “Institutional Entrepreneurship and the Embedded Roles of Leaders and State: A Historical Case Study of Abu Dhabi”, in “The Changing Global Economy and its impact on International Entrepreneurship” co-edited by Etemad, H., Denicolai, S., Hagen, B. & Zucchella, A., McGill International Entrepreneurship Series, Edward Elgar Publishing Ltd., ISBN 978 1 78347 983 2 (cased), ISBN 978 1 78347 984 9 (eBook). Info: http://www.e-elgar.com/shop/the-changing-global-economy-and-its-impact-on-international-entrepreneurship / eBook: http://www.elgaronline.com/view/9781783479832.xml
2. Meewella, J. (2019). “Evaluation of traditional strategic and entrepreneurial strategic approaches: Experiences from a Finnish based International New Venture”, Awaiting Journal IJPM Reference
3. Senaratne, S. & Meewella, J. (2016). “Community Based Organizations in rural water supply: From managerial mindset to social entrepreneurial mindset”, Awaiting Journal Reference
4. Meewella, J. (2016). “Disintegrated nature of entrepreneurship: An approach for re-integration”, Awaiting Journal IJPM Reference
5. Meewella, J. (2014). “Entrepreneurial internationalisation and team dynamics: a case study on a Finnish-Sri Lankan venture establishment”, International Journal of Business Excellence (IJBEX), Vol. 8, No. 2
6. Almarri, J., Juusola, K., Meewella, J. & Mainela, T. (2014). “Institutional Entrepreneurship and the Embedded role of Leaders and State: Historical case study of Abu Dhabi”, Awaiting Journal Reference
7. Almarri, J., Meewella, J. & Mainela, T. (2014). “Social Entrepreneurship and Islamic Philanthropy”, International Journal of Business & Globalisation, Vol. 15, No. 3, pp.405-424
8. Almarri, J., Sandhu, M. & Meewella, J. (2013). “How do Social Benefist differ within Commercial Entrepreneurial Streams?”, International Journal of Business Excellence Volume 6, Issue 6,
9. Meewella, J. & Sandhu, M. (2012). “Commercial Benefits of Social Entrepreneurship”, World Review of Entrepreneurship, Management and Sustainable Development (WREMSD), Volume 8, Issue 3, Pp. 340-357, ISSN:1746-0581/1746-0573, Quarterly
10. Meewella, J. & Sandhu, M. (2011). “Managing Exploration and Exploitation of Opportunities: An Entrepreneurial Case Study”, International Journal of Business Excellence (IJBEX), Volume 4, Issue 4, ISSN:1756-0055/1756-0047

2012-2018 International Journal of Business Excellence (IJBEX)

2013-2018 World Review of Entrepreneurship, Management