Samar Soliman

Samar is an Associate Professor in Strategy and Enterprise at in the Leadership, Management and Human Resources (LMHR) Department at Teesside University International Business School. Teesside International Business School. She has experience in teaching students at both undergraduate and postgraduate levels, particularly specialising in strategic management and international business, entrepreneurship, and sustainability. As part of her role, she supervises students’ research activities, manages business development projects with local businesses and delivers training and consultancy workshops to external partners.

Prior to this, she has worked as a Lecturer in Business Management at the University of Huddersfield and she was a member of the Strategy and International Business Research Group. Throughout this period, her research has revolved broadly around 'internationalisation’, ‘dynamic capabilities’ and ‘international strategy'. Her current research focuses on the implications of historic external changes for the international relations of UK universities and the re-development of their international strategies. In addition to this, she explored how universities reconfigure their internal and external key resources and capabilities to respond to these changes. She was also involved in leading some education fairs and other international activities on and off-campus.  

Her Bachelor’s degree in Business Studies was obtained from Loughborough University. Her Master’s degree, PGCert in Research Methods and Doctorate were obtained from the University of Huddersfield. Her PgCert Learning and Teaching in HE (Academic Professional)  was obtained from Teesside University. She is professionally recognised as a Fellow of the Higher Education Academy (HEA) and is a member of British Academy of Management (BAM) and Society for Research into Higher Education (SRHE).

Research Interests

Samar is interested in working with doctoral students in the following research areas: 

• The international strategies of universities
• Strategic organisational implications of external changes
• Strategic capabilities and resource allocation
• Dynamic capabilities and institutionalisation
• Organisational change management
• Strategic planning and implementation
• Internationalisation