Dr. Desmond Tutu Ayentimi

Lecturer in Management, University of Tasmania

2018, Associate Fellow, UK Higher Education Academy
2018, Foundations of University Learning and Teaching, University of Tasmania, Australia
2014–2017, PhD Management, School of Management, Curtin University, Australia
2010–2012, MBA-Human Resource Management, Kwame Nkrumah University of Science and Technology, Kumasi, Ghana
2004–2008, BSc. Economics and Business Administration, Catholic University College of Ghana, Fiapre, Ghana

Experience

  • –present
    Lecturer in Management , University of Tasmania
  • 2015–2017
    Assistant researcher, Curtin University
  • 2012–2014
    Assistant lecturer, Catholic University of Ghana
  • 2009–2012
    Associate lecturer, Catholic University of Ghana
  • 2008–2009
    Assistant researcher, Catholic University of Ghana

Education

  • 2017 
    Curtin University, Doctor of Philosophy
  • 2012 
    KNUST, Master of Business Administration
  • 2008 
    Catholic University of Ghana, Bachelor of Science, Economics and Business Administration

Publications

  • 2020
    Subhakaran, S. E., Dyaram, L., Dayaram, K., Ayentimi, D. T., and Khan, N. (2020) Leaders’ accounts on employee voice in the Indian context: an exploratory study. Asia Pacific Journal of Human Resources. doi:10.1111/1744-7941.12254,
  • 2020
    Ali Abadi, H., van Tonder, C. L., and Ayentimi, D. T. (2020). The Meaning and Essential Nature of a Profession: A Multi-Perspective Approach. Labour & Industry: a journal of the social and economic relations of work. https://doi.org/10.1080/10301763.2020.1723784.,
  • 2020
    Ayentimi, D. T., Burgess, J., Ali Abadi, H., and Adjei, B. (2020). Gender equity and inclusion in Ghana; Good Intentions, Uneven Progress. Labour & Industry: a journal of the social and economic relations of work. https://doi.org/10.1080/10301763.2019.1697486.,
  • 2019
    Ayentimi, D.T., Burgess, J., and Dayaram, K. (2019). Union suppression and union substitution strategies of Multinational Enterprises in Ghana. Industrial Relations Journal, 50(4), 379–398. ,
  • 2019
    Ayentimi, D.T., and Burgess, J. (2019). Is the 4IR Relevant to Sub-Sahara Africa? Technology Analysis and Strategic Management, 31(6), pp.641-652.,
  • 2019
    Akolgo, E. A., and Ayentimi, D. T. (2019). Community level mechanisms and strategies for managing sustainable water supply systems: lessons from Bongo district of northern Ghana. Environment, Development and Sustainability. https://doi.org/10.1007/s10668-019-00324-5,
  • 2019
    Ayentimi, D.T., Burgess, J., and Dayaram, K. (2019). Macro institutional conditions in Ghana and the challenges to HRM Program Development and Implementation. Thunderbird International Business Review, 61, pp.143-156. ,
  • 2018
    Ayentimi, D. T., Burgess, J., and Brown, K. (2018). HRM practices of MNEs and Domestic Firms in Ghana: divergence or convergence? Personnel Review, 47(1), pp.2-21.,
  • 2018
    Ayentimi, D. T., Burgess, J. and Dayaram, K. (2018). Local isomorphism and Multi-National Enterprises’ Human Resource Management practices: Extending the Research Agenda. Journal of Management & Organization. doi:10.1017/jmo.2018.61,
  • 2018
    Ayentimi, D. T., Burgess, J., and Dayaram, K. (2018). Skilled labour shortage: a qualitative study of Ghana’s training and apprenticeship system. Human Resource Development International, 21 (5) pp. 406-424.,
  • 2018
    Ayentimi, D. T., Burgess, J., and Brown, K. (2018). A Conceptual Framework for the application of Institutional theory in Multinational Enterprises Human Resource Management Research in Developing Economies. Asia Pacific Journal of Human Resources, 56(2), pp.215-237. ,
  • 2018
    Ayentimi, D. T., Burgess, J., and Brown, K. (2018). HRM development in post-colonial societies - the challenges of developing and applying modern HRM practices in Ghana. International Journal of Cross Cultural Management, 18(2), pp.125-147.,
  • 2018
    Ayentimi, D.T., Burgess, J., and Dayaram, K. (2018). Does the historical and institutional reconstruction of Ghana support the transfer of HRM practices? Journal of Management History. 24(4), pp.414-434. ,
  • 2018
    Ayentimi, D. T (2018). Multinationals’ HRM policies and practices: do national institutions in less developed countries really matter? Rainer Hampp Verlag, Augsburg, München.,
  • 2017
    Ayentimi, D.T., Burgess, J., and Dayaram, K. (2017). Do Multinational Subsidiaries demonstrate a convergence across their HRM practices in a less developed host-country? Evidence from Ghana. Employee Relations, 39(7), pp.1066-1082,
  • 2016
    Ayentimi, D. T., Burgess, J., and Brown, K. (2016). Developing Effective Local Content Regulations in Sub-Sahara Africa: the need for more effective policy alignment. Multinational Business Review, 24(4), pp.354-374.,

Grants and Contracts

  • 2018
    Push or pull? Drivers of the low rates of female employment participation in Ghana’s higher education sector.
    Role:
    Principal Investigator
    Funding Source:
    Centre for Work and Organisational Performance, Edith Cowan University

Professional Memberships

  • Member of the Australian and New Zealand Academy of Management
  • Member of the British Academy of Management
  • Member of the Association of Industrial Relation Academics of Australia and New Zealand
  • Member of the International Society for Development and Sustainability (ISDS)

Research Areas

  • Business And Management (1503)

Honours

1. Recipient of College of Business and Economics Early Career Researcher Award 2019, University of Tasmania 2. Recipient of ANZAM Award for Early Career Researcher 2018 3. Recipient of Vic Taylor Best Paper Award 2017 at the Association of Industrial Relation Academics of Australia and New Zealand Annual Conference, 8–10 February 2017 4. Recipient of Best Reviewer Award, International Management segment, 2017 European Academy of Management Conference, Glasgow, Scotland