Stefano Miraglia

Dr. Stefano Miraglia serves as Associate Professor of Strategy at University College London's Bartlett School of Sustainable Construction, where he investigates strategic implications of technological innovation across diverse sectors including construction, defense, and telecommunications. His research bridges theoretical frameworks with practical executive consulting for major organizations worldwide.

Educational background:

• PhD, Imperial College Business School (2014)
• Recognized Fellow of the Higher Education Academy (2016)

Research focuses on evolutionary strategic management through five interconnected domains: knowledge-based organizational evolution examining how firms adapt through knowledge reutilization; strategic knowledge management in fast-changing environments; business ecosystem strategy identifying competitive success factors; architectural analysis of complex systems' modularity-integrality dynamics; and business model innovation driven by servitisation, AI, and ultrafast internet implementation. His work consistently addresses how organizations manage contradictions and leverage knowledge assets strategically.

Publication analysis reveals sustained exploration of knowledge governance mechanisms, organizational tensions, and innovation architectures across 15+ years, with increasing emphasis on digital transformation ecosystems and strategic responses to technological disruption. Key contributions appear in Academy of Management, Strategic Management Society, and Project Management Journal publications.

Scientific recognition:

• Fellow of the Higher Education Academy (2016)

Miraglia advises senior executives across banking, insurance, construction, and ICT sectors while teaching undergraduate through executive education programs. His professional engagement spans Academy of Management, Strategic Management Society, EURAM, EGOS, and INFORMS conferences, demonstrating consistent contribution to strategic management discourse. Current work examines tribal governance dynamics in Pakistan and cross-level tension management in complex organizations.