Professor Andrew Griffiths

Executive Dean

Faculty of Business, Economics and Law
+61 7 336 56204


Professor Andrew Griffiths is Executive Dean of The University of Queensland’s Faculty of Business, Economics and Law.

As Executive Dean, Professor Griffiths reports to the Vice-Chancellor and oversees academic and administrative matters in the Faculty's schools of business, economics and law. He is accountable for academic programs, staff management and resource allocation. He also represents the Faculty and the University to the wider community, both in Australia and overseas.

Prior to his appointment as Executive Dean in December 2016, Professor Griffiths was Dean of the UQ Business School – a world leader in business and management learning, teaching and research – from 2012 to 2016. He was also previously Chair in Business Sustainability and Strategy at the School.

Professor Griffiths holds a Bachelor of Arts (Honours) in politics from Griffith University, and a PhD in strategy from the University of New South Wales.

He is an internationally recognised scholar and maintains an active research program, examining how organisations deal with the impacts of climate change, and how executives and employees can transform organisations to better manage sustainability issues.

During his career, he has published more than 100 academic articles, books, book chapters and conference papers on a range of topics relating to corporate sustainability strategy and climate change.

As an advocate for research and industry partnerships, Professor Griffiths has worked extensively with local and global organisations to apply new knowledge and deliver sustainability assessments, strategies and workshops.

Professor Griffiths chairs the Library Board of Queensland. He is a board member of the Queensland Futures Institute, and is a member of the Council of Governors for the American Chamber of Commerce.


  • Bachelor of Arts (Honours), Griffith University
  • Doctor of Philosophy, University of New South Wales


View all Publications



Book Chapter

  • Linnenluecke, Martina K. and Griffiths, Andrew (2015). ‘Stay or go’? The 2009 Victorian bushfires. In David Denyer and Colin Pilbeam (Ed.), Managing change in extreme contexts (pp. 102-129) London, United Kingdom: Routledge.

  • Linnenluecke, M. K., Griffiths, A. and Carr-Cornish, S. (2014). Challenges at the North Australian Pastoral Company. In Strategic management: competitiveness and globalisation 5th Asia-Pacific ed. (pp. 423-427) South Melbourne, Australia: Cengage Learning.

  • Carr-Cornish, S., Linnenluecke, M. K. and Griffiths, A. (2014). The North Australian Pastoral Company: corporate strategy in a changing climate. In Robert Grant, Bella Butler, Stuart Orr and Peter Murray (Ed.), Contemporary strategic management: an Australasian perspective 2nd ed. (pp. 474-483) Milton, QLD, Australia: John Wiley & Sons.

  • Stathakis, A. and Griffiths, A. (2009). The advantages of an emissions trading scheme. In CPA Australia (Ed.), Climate Change Policy: Carbon tax versus and emissions trading scheme - the debate between experts (pp. 3-5) Melbourne, Australia: CPA Australia.

  • Russell, Sally and Griffiths, Andrew (2008). The role of emotions in driving workplace pro-environmental behaviors. In Wilfred J. Zerbe, Charmine E.J. Härtel and Neal M. Ashkanasy (Ed.), Emotions, ethics, and decision-making (pp. 83-107) Bingley, United Kingdom: Emerald Group Publishing. doi:10.1016/S1746-9791(08)04004-2

  • Bengtsson, L., Larsson, R., Griffiths, A. and Hine, D. (2007). Case and iCase: Facilitating case survey methods for creating research and teaching synergies in innovation and enterprise. In Hine, D. and Carson, D. (Ed.), Innovative Methodologies in Enterprise Research (pp. 101-123) Cheltenham, UK: Edward Elgar Publishing.

  • Benn, S., Dunphy, D. and Griffiths, A. B. (2007). Synthesising governance themes from political and management theory. In S. Benn and D. Dunphy (Ed.), Corporate Governance and Sustainability: Challenges for Theory and Practice (pp. 76-93) Abingdon, Oxon, UK: Routledge.

  • Russell, S., Haigh, N. and Griffiths, A. B. (2007). Understanding corporate sustainability: Recognizing the impact of corporate governance systems. In Benn, S. and Dunphy, D. (Ed.), Corporate Governance and Sustainability: Challenges for Theory and Practice 1st ed. (pp. 36-56) Abingdon, Oxon, UK: Routledge.

  • Benn, S., Dunphy, D. and Griffiths, A. (2006). Integrating human and ecological factors : A systematic approach to corporate sustainability. In Dora Marinova, David Annandale and John Phillimore (Ed.), The international handbook on environmental technology management (pp. 222-240) Cheltenham, UK: Edward Elgar Publishing.

  • Benn, S., Griffiths, A. B. and Dunphy, D. (2005). Changing corporate culture to an environmental ethos. In Robert Staib (Ed.), Environmental management and decision making for business (pp. 180-191) Hampshire: Palgrave Macmillan.

  • Griffiths, A. B., Dunphy, D. and Benn, S. (2005). Corporate sustainability: Integrating human and ecological sustainability approaches. In M. Starik, S. Sharma, C. Egri and R. Bunch (Ed.), New Horizons in Research on Sustainable Organizations: Emerging Ideas, Approaches and Tools for Practitioners and Researchers (pp. 166-186) Sheffield: Greenleaf Publishing.

  • Griffiths, A. B., Benn, S. and Dunphy, D. (2005). Organisational structures and roles. In R. Staib (Ed.), Environmental Management and Decision Making for Business (pp. 169-179) Hampshire: Palgrave Macmillan.

Journal Article

Conference Publication

Edited Outputs

Other Outputs

  • Griffiths, Andrew B. and Linnenluecke, Martina K. (2007) Building corporate sustainability Melbourne, Vic., Australia: Committee for Economic Development of Australia (CEDA)

PhD and MPhil Supervision

Current Supervision

  • Doctor Philosophy — Associate Advisor

    Other advisors:

Completed Supervision