Portrait of Dr Derek Cameron Dr Derek Cameron

d.s.cameron@hud.ac.uk | 01484 472498



Biography

Position: Senior Lecturer, Department of Logistics, Operations, Hospitality and Marketing
Qualifications: BA (Hons), MA, Cert Ed, PhD, FHEA, LCGI

 

Dr Derek Cameron is a Senior Lecturer in Hospitality Management in the Business School at the University of Huddersfield. He also has responsibility in the role of Designated Academic Liaison Officer for two BA (Hons) degree programmes in Hotel Management and Culinary Arts, which are delivered in India. 

In his early career, Derek Cameron worked for the Ford Motor Company in the UK as a training manager for Gardner Merchant, which was a contract catering company for Trust House Forte.  Later he moved to the brewery industry for the public house sector, employed as a catering development consultant.  In the 1990’s, Derek Cameron worked in human resources for Forte (Hotels) Plc.  By the mid-1990’s he joined the teaching profession and in 1996 moved to Switzerland to teach international hospitality students.  His post in Switzerland allowed him to lecture in Greece, Kenya, Australia, and New Zealand. In addition, Derek Cameron was a course tutor on the MBA distance-learning programme for the Open University Business School, based in Geneva. His last post before returning to the UK in 2008 was with Ecole Hôtelière, Lausanne, Switzerland. 

Derek Cameron’s compilation of research interests include discourse analysis on commitment with recent studies focused on the behavioural effects of trust on worker occupations, identity within organisational culture, organisational climate and talent management.  

Research and Scholarship

Research interests include:

The cultural and occupational roles attributed to ‘trust’ in talent management  

Research explores the significance of ‘trust’ in talent management and assesses its critical nature through cultural and occupational roles, by observing group dynamics within the social framework of mutual-equivalence.

Research themes:

  • the influence of corporate values to policies of trust and talent.
  • potential benefit of mutual-equivalence to outcomes of trust and talent.      
  • applications of talent and trust through human resource policies and the labour market.
  • Implications of talent and trust expressed through cultural complexity using in-group (e.g. organisational) and out-group (e.g. occupational) processes.
  • applications of talent recognition through the concept of cultural mutual-equivalence.
  • the importance of trust and trusting beliefs to applications of talent management.


Conference output

Thematic stream: cultural and critical studies (Full-paper category).

Title: Unravelling the complexity of organizational and occupational culture through an exploration of eight cultural schools: a case study of chefs working in luxury hotels and restaurants

Abstract

This paper focuses on the cultural concept with an attempt to unravel cultural complexity and diversity in conceptual forms of organizational and occupational culture. Drawing from classical papers related to social anthropology and using the framework of Allaire and Firsirotu (1984), eight cultural schools are explored to themes of organizational- and chef-occupational culture. It was observed that all eight schools were instrumental in identifying the rudiments of applied hotel- and restaurant- organizational and chef-occupational work culture. Although not always explicit, competing cultural values demonstrated the complexity of culture when ideation- and socio-cultural systems were interrelated, aligned and engaged with discourses of corporate culture and chef-culture.

Allaire, Y. and Firsirotu, M. E. (1984). Theories of organizational culture. Organization Studies. 5. 3. pp. 193-266.

Publications and Other Research Outputs

2017

Cameron, D (2017) ‘The cultural and occupational roles attributed to trust in talent management: Chapter 7’. In: Talent Management in Hospitality and Tourism. Oxford, UK: Goodfellow Publishers. pp. 101-116. ISBN 978-1-910158-66-1

2015

Jenkins, A., Cameron, D. and Crompton, R. (2015) ‘Supply Chain Management in the Hospitality Industry: A research agenda’. In: Asia Pacific CHRIE Conference 2015: Hospitality and Tourism in a Greening World, 10th - 13th June 2015, Auckland, New Zealand , pp. 949-952

2014

Dennett, A., Cameron, D., Bamford, C. and Jenkins, A. (2014) ‘An investigation into hospitality cruise ship work through the exploration of metaphorsEmployee Relations , 36 (5), pp. 480-495. ISSN 0142-5455

2013

Dennett, A., Cameron, D., Bamford, C. and Jenkins, A. (2013) ‘A Metaphorical Exploration of Work, Life and Community On-Board Cruise Ships: A Hospitality Perspective’. In: 3rd International Conference on Tourism and Hospitality Management, 27th - 29th June 2013, Athens, Greece

2010

Dennett, A., Cameron, D., Jenkins, A. and Bamford, C. (2010) ‘The social identity of waiters onboard UK cruise ships: ‘Quasiprofessionals’ forming occupational communities’. In: 19th CHME Annual Hospitality Research Conference, 5-7 May 2010, University of Surrey

2009

Cameron, D (2009) ‘Unravelling the complexity of organizational and occupational culture through an exploration of eight cultural schools: a case study of chefs working in luxury hotels and restaurants’. In: 18th CHME Annual Hospitality Research Conference, 13-15 May 2009, University of Brighton

2003

Cameron, D., Gore, J. and Desombre, T. (2003) ‘The occupational and organisational identity of chefs: discourses on commitment’. In: British Academy of Management Conference, 15-17 September, 2003, Harrogate

Cameron, D., Gore, J. and Desombre, T. (2003) ‘Untying commitment: examining the occupational and organizational identity of chefs’. In: 11th European Congress on Work and Organizational Psychology, May 2003, Lisbon, Portugal

2001

Cameron, D (2001) ‘Chefs and occupational culture in a hotel chain:A grid-group analysisTourism and Hospitality Research , 3 (2), pp. 103-115. ISSN 1467-35

Cameron, D., Gore, J., Desombre, T. and Riley, M. (2001) ‘The commitment of chefs within 4-5 star hotels from a cultural perspective of organization and occupation’. In: 10th CHME Annual Hospitality Research Conference, April 2001, South Bank University, London

2000

Cameron, D., Gore, J., Desombre, T. and Riley, M. (2000) ‘The diffusion of identity and culture within the dynamics of self, group and organization: a case of chefs in hotels’. In: 9th CHME Annual Hospitality Research Conference, April 2000, University of Huddersfield

1999

Cameron, D., Gore, J., Desombre, T. and Riley, M. (1999) ‘Discussion paper: An examination of the reciprocal affects of occupation culture and organisation culture: the case of chefs in hotelsInternational Journal of Hospitality Management , 18 (3), pp. 225-234. ISSN 02784319

Cameron, D., Gore, J., Desombre, T. and Riley, M. (1999) ‘Cultural Dynamics and Complexity within Organisations: the case of chefs in hotels’. In: 8th CHME Annual Hospitality Research Conference, 7-9 April 1999, University of Surrey

Research Degree Supervision

Examining Careers in Occupational Communities: Onboard Culture of Waiters

Research in this field explores the premise of occupational communities onboard cruise ships, by investigating self-categorization and societal construction of waiters/waitresses. This approach will be supported by a methodology, which is to focus on occupational identity, expressed through the culture concept.

The following questions are supportive of the intended research:

  • To waiters form occupational communities onboard cruise ships?
  • Do waiters self-categorise their occupation and does this differ from the identity constructed by society?
  • How does occupational work onboard cruise ships impact on a career within the hospitality industry?
  • Is commitment expressed through the identity of occupational culture predominantly attitudinal, behavioral or reciprocal?