Dr Majella Giblin
Senior Lecturer;
Associate Head of External Engagement & Alumni Relations
J.E. Cairnes School of Business and Economics, University of Galway
Majella Giblin is a Senior Lecturer in Entrepreneurship and Innovation at J.E. Cairnes School of Business and Economics, University of Galway. She is also the Associate Head of External Engagement and Alumni Relations for the School, which involves leading a portfolio of initiatives focusing on building relationships and engagements between the School and the business community, and other stakeholders. This is one of four strategic pillars within the School's Strategy 2021 to 2025. Her research focuses primarily on the evolution of the MedTech cluster in Galway and current projects investigate Global Value Chains in MedTech, and knowledge transfer linkages for sustainability between MedTech Costa Rica and MedTech Galway. She is also co-investigator of a work stream on digitalisation in peripheral regions on the Atlantic Futures Project. Her research has been published in leading academic business journals and she translates this expertise to the wider community through engagements such as working with the Seanad on SME (Small and Medium-Sized Enterprise) policy development, participating on the North West Regional Enterprise committee, and facilitating SMEs with innovation and growth plans in partnership with InterTradeIreland.
Majella's work contributes to these SDGs
Majella has been investigating the evolution of the MedTech cluster in Galway for over 18 years. Using longitudinal research that includes a historical company database as well as rich data collected through interviews with multinational corporations, entrepreneurs and other stakeholders, Majella has tracked the composition and connections of the cluster over time.
Key Target: 9.2 Promote inclusive and sustainable industrialization
The MedTech clusters in Galway and Costa Rica have similar origins but are at different stages of development. Both clusters are born from the attraction of manufacturing-based foreign direct investment (FDI) in the 1980s. While Galway has since developed a dynamic entrepreneurial ecosystem flourishing alongside high-value-add foreign investment operations, Costa Rica has yet to make this transition.
Teaching
International Leadership in Practice; International Entrepreneurship Students of these modules are encouraged to see the "big picture" and think critically about the impacts and implications on multiple stakeholders of decisions and choices made by business managers, and by the students themselves as potential entrepreneurs, employees and consumers. Students are given space to reflect on how one business decision impacts another and how the whole system together impacts broader society. As we aspire to hone the skills of the students to be future business leaders and entrepreneurs in the global environment, together we develop a stronger appreciation and awareness of how decisions impact others, and a sense of responsibility among students for others globally.
Supporting Target: 4.7 Education for sustainable development and global citizenship
Engagement
Majella is Associate Head of External Engagement and Alumni Relations. She co-delivers initiatives such as the Thinking Beyond event series, which includes the annual Regional Business Summit to help support the business ecosystem in the West of Ireland.
Through her research activities Majella has delivered numerous talks on the evolution of the MedTech cluster in Ireland to industry groups including Northern Ireland Lifesciences & Healthcare Consortium, and Innovate UK EDGE. Majella also works directly with SMEs (Small and Medium-Sized Enterprises) to help grow these businesses through innovation, which is supported by InterTradeIreland. Also, by working with the North West Regional Enterprise Plan Committee, Majella aims to help businesses form and grow outside the main urban centres.
Direct impact SDG Targets
4.4 - Increase the number of people with relevant skills for financial success
4.7 - Education for sustainable development and global citizenship
8.1 - Sustainable economic growth
8.2 - Diversify, innovate and upgrade for economic productivity
8.3 - Promote policies to support job creation and growing enterprises
8.4 - Improve resource efficiency in consumption and production
9.2 - Promote inclusive and sustainable industrialization
9.4 - Upgrade all industries and infrastructures for sustainability
9.5 - Enhance research and upgrade industrial technologies
9.A - Facilitate sustainable infrastructure development for developing countries
9.B - Support domestic technology development and industrial diversification
11.A - Strong national and regional development planning
12.6 - Encourage companies to adopt sustainable practices and sustainability reporting
17.6 - Knowledge sharing and cooperation for access to science, technology and innovation
Indirect SDG Targets
3.B - Support research, development and universal access to affordable vaccines and medicines
4.3 - Equal access to affordable technical, vocational and higher education
8.5 - Full employment and decent work with equal pay
9.1 - Develop sustainable, resilient and inclusive infrastructures
9.3 - Increase access to financial services and markets
10.1 - Reduce income inequalities
11.3 - Inclusive and sustainable urbanization
Research
Majella's research interests include high-tech industrial clusters, entrepreneurial ecosystems, innovation, multinational subsidiary evolution, the transition and development of peripheral regions and related public policy.
Majella's research transcends theoretical boundaries by integrating the intellectual traditions of international business, regional science, strategic management and evolutionary economics.
Featured Publications
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References |
SDGs |
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Ryan, P., Giblin, M., Buciuni, G. and 1 more (...) (2021). The role of MNEs in the genesis and growth of a resilient entrepreneurial ecosystem. Entrepreneurship and Regional Development, 33(1-2), 36-53. |
9 |
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Ryan, P., Giulio, B., Giblin, M. and Andersson, U. (2022). Global Value Chain Governance in the MNE: A Dynamic Hierarchy Perspective. California Management Review, 64(2), 97-118. |
9.5; 8.3, 8.4 |
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Ryan, P., Buciuni, G., Giblin, M. and 1 more (...) (2020). Subsidiary upgrading and global value chain governance in the multinational enterprise. Global Strategy Journal, 10(3), 496-519. |
9 |
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Giblin, M. (2011). Managing the global–local dimensions of clusters and the role of "lead" organizations: The contrasting cases of the software and medical technology clusters in the West of Ireland. European Planning Studies, 19(1), 23-42. |
8.1, 8.2; 9.5 |