What should a capstone course do? Perhaps more fundamentally, what is a capstone course? I the second question comes from a number of my academic colleagues, and others outside of academe (but who, nevertheless, have a lot to do with the recruitment of graduates). I can’t pretend I know enough of the literature to answer either of those questions (yet)? But so far, it seems that there are three types of capstones. [more]
This is probably, the first, in a series of posts about Capstone courses. Notes from: Connie J. Rowles, Daphene Cyr Koch, Stephen P. Hundley, Sharon J. Hamilton. (2004). Toward a Model for Capstone Experiences: Mountaintops, magnets, and mandates. In Assessment update. 16(1). Extracted Annotations (7/10/2019, 10:19:37 AM) “In recent years,capstones have grown in scope,importance,and necessity,as the result of institutions’heightened sense of accountability for documenting student learning outcomes and their recognition that thoughtful reflection on lessons learned is part of the foundation of lifelong learning. [more]
This is my application for a CLeaR Fellowship for 2020 in the theme ‘Design for learning. Overview As a result of Faculty of Business and Economics review of the Bachelor of Commerce and the Bachelor of Property, the faculty has recently given approval, in principal, for the piloting and introduction of a range of capstone courses. Capstone courses represent an important thrust by the Faculty to address a range of pressing issues. [more]


  • Smith, P., Callagher, L. J., Crewe-Brown, J., & Siedlok, F. (2018). Zones of participation (and non-participation) in open strategy: Desirable, actual and undesirable. M@n@gement, 21(1), 646–666. AbstractPDF
  • Smith, P., Callagher, L. J., & Siedlok, F. (2015). Risk and innovation in projects: The case of alliancing. Paper presented at In ISPIM Innovation Summit: Changing the innovation landscape. Brisbane, AU. AbstractPDF
  • Callagher, L. J., Smith, P., & Ruscoe, S. (2015). Government roles in venture capital development: A review of current literature. Journal of Entrepreneurship and Public Policy. AbstractPDF
  • Smith, P. (2015). Advancing software engineering: Technology roadmapping in Management 716, Computer Science 704 and Software Engineering 711. In Reflections on rethinking the classroom: Interactive teaching and learning (pp. 24–28). Auckland: The University of Auckland. Abstract
  • Breidbach, C. F., Smith, P., & Callagher, L. J. (2013). Advancing innovation in professional service firms: Insights from the service-dominant logic. Service Science, 5(3), 263–275. AbstractPDF


Strategic Management (BUSINESS 304)
Qualitative research methods (BUSINESS 705)
Management in dynamic contexts (MGMT 300)
Strategic Management (BUSINESS 304)
Qualitative research methods (BUSINESS 705)
I am a teacher and lecturer at the University of Auckland, where my main teaching and research activity is in the field of strategy. I am particularly interested in Strategy-as-practice (a practice-based view of strategy), Professional service firms, especially engineering firms, and Innovation as strategy, especially technology roadmapping (TRM). My consulting activity is focused on strategy for high-technology firms. I my spare time, I can be found enjoying running, and drinking coffee. [more]