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Ph.D. in Strategic Management

Program information.

The doctoral program in strategic management prepares students for success in research universities as faculty members specializing in strategic management. Research in strategic management concerns how firms and organizations gain competitive advantage over rival firms or organizations. The field emphasizes a blend of knowledge about economics, sociology and psychology to understand firm strategy and strategic decision-making.

Important sub-fields within the discipline include research on developing firm resources, competitive interactions, relational governance, strategic decision-making, innovation, entrepreneurship and organizational learning. The field is increasingly focusing on research issues within the context of globalization and international business.  

Application deadlines

Priority: December 15, 2023

Final: January 10, 2024

• Application requirements

Doctoral students work closely with faculty to gain research expertise in the various functions and activities carried out as part of SM with a focus on developing firm resources, competitive interactions, relational governance, strategic decision-making, innovation, entrepreneurship, and organizational learning.

Part of our mission is to develop effective teachers. To that end, all doctoral students are required to teach at least two sections as independent instructors. The school and university prepare and reward doctoral students for excellence in teaching through various programs and awards.

Program details

Strategic management core courses.

A graduate course in economics: BE 701: Business Economics OR BE 917: Advanced Managerial Economics OR ECON 700: Survey of Microeconomics

Note: BE 917: Business Economics, is preferred.  Students coming into the program directly from an undergraduate degree may consider substituting BE 701: Business Economics, or ECON 700: Survey of Microeconomics. In the event a student has taken a graduate economics course prior to enrolling as a KU doctoral student, she/he may waive the requirement and substitute either an elective doctoral content course or a statistics/research methods course for this requirement.

MGMT 905: Management Research Methods

MGMT 916: Major Management Theories

MGMT 956: Seminar in Strategic Management I

MGMT 957: Seminar in Strategic Management II

MGMT 950: Seminar in Human Resource Management I OR      MGMT 951: Seminar in Human Resource Management II

MGMT 953: Seminar in Organizational Behavior I OR      MGMT 954: Seminar in Organizational Behavior II

MGMT 998: Independent Study

MGMT 958: Special Topics in Strategic Management (offered and required when there are 3 or more students in years 1 & 2 of the program)

Statistics/Research Methods Courses

At least four courses with advisor approval

At least two or more courses with advisor approval

More information:

View a detailed list of courses in the Academic Catalog .

Requirements

Area of concentration.

Most students typically will select the specific area to which they are admitted (strategic management) as their concentration. However, an aspirant, with the assistance of his or her faculty advisor and the area faculty, may propose an interdisciplinary area of concentration that is a combination of the traditional business disciplines.

An aspirant may also propose an interdisciplinary area of concentration that includes emphases such as international business, law and economics. 

Research methodology

For successful qualifier assessment, the student’s program of study should include adequate preparation in research methodology.

• Comprehensive exams
• Dissertation proposal
• Dissertation defense

Some students can complete the program in four years.

Program faculty

• Edmund P. Learned Professor
• Management and Entrepreneurship academic area

• Assistant Professor

• Frank T. Stockton Professor

• William & Judy Docking Professor of Strategy

Strategic management doctoral students

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• Ph.D. Student

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Strategic management ph.d., earn a ph.d. in business and a major concentration in strategic management to prepare for a career at top academic institutions.

The Ph.D. in Business and a Major Concentration in Strategic Management provides course work in the base theories in strategic management. The field of strategic management studies big picture issues facing managers of firms, such as deciding what markets and industries to enter, how to enter and exit various markets, how to position the firm in the market in order to gain competitive advantage, and the timing, sequencing, and orchestration of competitive initiatives. Topics in strategic management include: Competitive strategy, resource allocation and corporate strategy, strategic decision processes, international and emerging market strategies, knowledge and innovation management, strategic entrepreneurship, corporate governance, and environment and non-market strategies.

The main goal of the strategic management doctoral program is to train students to do high-quality research in any of these areas and to prepare them for careers as mainstream professors of strategic management at top academic research institutions. To achieve this goal, Ph.D. students are required to take courses in strategic management, research methods and statistics, as well as possible disciplinary elective courses in economics, psychology and political science, and to write research papers examining important and relevant issues in strategic management. The program also has a teaching requirement to the extent that teaching opportunities are available.

Interested in Rice Business?

Program information.

Rice Business offers an outstanding program for doctoral students interested in strategic management.

In addition to the requirements described in Chapters 1 and 6 of this guide, doctoral students who have chosen strategic management as their area must satisfy the following requirements for a Ph.D. degree.

Course, Research Work and Dissertation Advisor

• The student’s course work must be approved by the area faculty advisor.
• During the student’s first two years, he or she must take a minimum of 12 hours of approved graduate level courses per semester.
• Course work includes a combination of required and elective courses. The required courses are listed in the attached course sample sequence.
• The student is expected to attend all research seminars organized in the strategic management area during the student’s tenure in the Ph.D. program. Moreover, during the second and third years, the student must formally register for the strategic management research seminars and attend presentations of SE faculty as well as those of faculty members from other business schools who visit the SE area to present their research.
• Students are expected to be fully engaged in research during the Ph.D. program, especially during all the summers, including the summer after the first year of their residency in the Ph.D. program.
• Students must have a Jones School SE faculty member who has agreed to serve as their dissertation advisor by the end of the spring semester of their third year in the program.
• From the second year onwards, students are required to give at least one research presentation every year in front of faculty and other doctoral students. Such presentations should demonstrate that the student is making adequate progress in his/her research. The presentation requirement may be fulfilled in the fall of the second and third years by presenting the required research paper and other research projects. It is the student’s responsibility to schedule this yearly presentation, together with his/her advisor and/or the strategic management area advisor.
• Having teaching experience is important for doctoral students to perform well in the academic job market. As such, we require students in the SE area to have a teaching experience. In the third year of the program, all students receive an opportunity to be a teaching assistant for SE faculty in strategic courses at the Jones School. Moreover, to the extent that teaching opportunities are available, we require students to teach at least one semester course as the primary instructor before entering the job market.

Exam Requirements

Students must successfully pass a comprehensive exam administered by the SE faculty at the end of the second year. The exam is administered and graded by SE faculty, under the supervision of the strategic management area advisor or special committee set up for this purpose. The exam includes two parts:

• Part I focuses on the coursework taken in strategic management and measures the student’s knowledge of the area as a whole including base theories, main strategy research topics, and research methods.
• Part II requires writing a paper as a take-home exam (generally within 48 hours) on a topic jointly discussed between two SE faculty and the student; it focuses on the student’s ability to write a research paper establishing a contribution to the designated literature and also includes research methods and study design.

A successful performance in the exam demonstrates the student’s solid training in strategic management and provide the foundation from which he or she begins the research that forms the basis of the dissertation.

Research Paper Requirements

Students are required to write one major paper in their first two years, either sole-authored or coauthored with a faculty member(s) in the SE area.  This paper is proposed in the spring semester of the second year and completed at the beginning of the fall semester of the third year. The bulk of the work on the paper is intended to be done in the summer. The paper is intended as (1) a developmental vehicle for the student and (2) that will result in publications in top quality journals (although credit is not dependent on publication).

The student is expected to take the lead on the project (in the manner of a lead author) and should individually decide (perhaps in collaboration with an SE area faculty member) on what topic the student will work. The paper must be approved by two tenure-track SE faculty members (one is typically the student’s adviser). The student is expected to present the paper in a faculty workshop at the beginning of the fall semester of the third year. Failure to complete the Research Paper Requirements, as outlined above, will mean that the student is not making satisfactory academic progress in the Ph.D. Program. See Appendix B for research paper approval and evaluation forms.

The course curriculum is designed around a challenging course of study in both the theory of strategic management and in innovative empirical design.  The sample course sequence is typical although the students might choose different courses across disciplines to structure a specific degree plan. Besides the required 1st and 2nd year Strategic management basic and advanced courses, students are required to take a microeconomics course as well as statistic and methodology courses. Doctoral students may continue taking courses beyond their second year.     Sample Course Sequence in Strategic Leadership (Psychology Oriented)

Year 1 (Fall)

BUSI 540        Strategy Management Theory (3.0)

BUSI 549        Strategy Pro-seminar (3.0)

POLI 504        Methodology and Data Analysis (or equivalent-e.g., ECON 510)

PSYC 507       Research Methods (or equivalent)

Year 1 (Spring)

BUSI 541      Strategic Management Research (3.0)

BUSI 5XX      Advanced Topics in Strategic Management (1.5 hours see courses below)

POLI 505      Topics in Political Methodology (or equivalent-e.g., ECON 511)

 Elective

Year 2 (Fall)           

BUSI 5XX      Advanced Topics in Strategic Management (1.5 hours)

PSYC 601     Multivariate Statistics (or equivalent)

ECON 501     Microeconomic Theory I (or equivalent)

 Year 2 (Spring)

 BUSI 5XX      Advanced Topics in Strategic Management (1.5 hours-see courses below)

 BUSI 5XX      Advanced Topics in Strategic Management (1.5 hours see courses below)

Examples of elective courses are:

BUSI 503        Econometric Models in Marketing

BUSI 504        Game Theory

BUSI 530        Introduction to Accounting Research

BUSI 531        Empirical Methods in Accounting

BUSI 522        Corporate Finance

BUSI 523        Empirical Methods in Finance

ECON 504      Advanced Economic Statistics

ECON 510      Econometrics I

ECON 510      Econometrics II

ECON 514      Industrial Organization and Control

ECON 523      Dynamic Optimization

STAT 522       Advanced Bayesian Statistics

STAT 541       Multivariate Analysis

STAT 606       SAS Statistical Programming

STAT 621       Time Series Analysis

STAT 622       Bayesian Data Analysis

PSYC 502       Advanced Psychological Statistics I

PSYC 503       Advanced Psychological Statistics II

PSYC 507       Research Methods

PSYC 601       Multivariate Statistics

PSYC 637       Meta-Analysis in Psychological Research

PSYC 550       Foundations of Social Psychology

PSYC 636       Organizational Psychology

PSYC 639       Groups and Teams: Advanced Topics in I/O

POLI 503        Topics in Methods and Data Analysis

POLI 504        Advanced Topics in Methodology and Data Analysis

POLI 505        Topics in Political Methodology (Panel Data or Time Series)

POLI 511        Measurement and Research Design

POLI 527        Institutional Analysis and Design

POLI 576        International Political Economy

POLI 575        Game Theory

BUSI 540:  Strategic Management Theory This seminar covers foundational as well as contemporary theories in strategic management. The course draws upon foundational theoretical perspectives from economics, sociology and organization theory to supplement more traditional strategy approaches towards understanding firm performance and related issues. Potential topics on contemporary theories may include: behavioral theory of the firm, transaction cost economics, agency theory, behavioral agency theory, structural contingency theory, theories of cooperative strategy, organizational networks, the resource-based view of the firm and upper echelon theories or theories regarding top management teams, theories of opportunity recognition and new venture creation, resource dependence theory, and theories of organizational evolution.

BUSI 541: Strategy Management Research This seminar examines the effectiveness of corporate and competitive strategy in creating and maintaining competitive advantage. Topics may include firm resources and sustained competitive advantage, dynamic capabilities and knowledge-based theories of competence, strategy as real options, and cooperative strategy including strategic alliances and joint ventures. Topics may also include corporate diversification strategy, international diversification and entry into emerging markets, corporate governance, management of diversified business groups, strategic entrepreneurship, and management of innovation.

Advanced Topics in Strategy (1.5 credit course modules)

Required Advanced Strategy Electives (They take two per semester after the first semester in the program)

BUSI 515 Micro foundations of organization & management (1.5)

BUSI 542 Organization change (1.5)

BUSI 543 Executive leadership & corporate governance (1.5)

BUSI 544 Contemporary management thought (1.5)

BUSI 547 Innovation & knowledge management (1.5)

BUSI 551 Strategy research in corporate development (1.5)

BUSI 550 Corporate social responsibility (1.5)

BUSI 552 Design of business research (1.5)

Other topic are likely to be developed in the future.

Certification of Candidacy indicates that a student has reached the advanced stage of the Ph.D. Program, permitting him/her to devote full time to writing a dissertation. At least eight months must elapse between admission to candidacy and conferral of the degree. The requirements for candidacy are:

• Successful completion of the course work requirements.
• Successful completion of the research paper requirements.
• Successful completion of the comprehensive examination requirements.

Strategic Management Area Advisor

Laszlo Tihanyi

Current students.

Yoon Jung (Jenny) Kwon

Alumni Placement

Keep exploring.

Melinda Peña

PhD in Strategic Management

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The PhD program in strategic management allows students to make scholarly contributions to the field through research, and to prepare for a career in academia.

From exploring strategic decision processes to resource allocation, students seek to understand the factors that make up a successful organization.  

Message from the Coordinator

The PhD program in Strategic Management is designed for individuals who are committed to scholarly research that contributes to literature on strategic management theory and practice. 

The fundamental question that drives strategic management is: Why do some firms outperform others? Students in our PhD program uncover the reasons for success and failure among organizations. Their research helps guide the field, and sets students on a path toward an academic research career.

To ensure the success of the student, the doctoral program offers:

• Mentor-apprenticeship  research relationships that pairs students with faculty who share their interests
• Rigorous coursework  that equips students with the intellectual tools to investigate questions in meaningful and nuanced ways
• A supportive climate  that supports each student's passionate pursuit of professional goals
• World-class faculty  who are active researchers with visibility in the field’s top journals

The structure of our program engages students in the research process early and often—encouraging students to collaborate with faculty in the creation of articles for publication. Each year, we host eminent research faculty from around the world for research talks and campus visits. We invite academically motivated, creative and open-minded candidates to apply.

Giuseppe Labianca Berthiaume Chaired Professor of Leadership

Isenberg’s PhD in Strategic Management is a rigorous, stimulating and highly collaborative full-time, residential program that prepares students for careers in academia and industry. Students will deepen their understanding of management theory and will conduct independent research based on their interests. Working closely with faculty in intimate classroom settings, students will develop research for publication. Students also teach graduate-level classes.

Our program offers access to a unique group of world-class faculty specializing in the following research topics:

• Strategic human capital
• Knowledge management
• Inter-group conflict
• Uncertainty in strategic decision-making
• Strategy development processes and strategic middle management

Students generally complete a PhD in Strategic Management within four years. Students must take 45 credits of coursework, which seminars in organizational theory and organizational behavior, as well as statistics, methods and elective courses. Students must pass both a qualifying and comprehensive examination, take a professional colloquium course, write and defend a dissertation, and teach at Isenberg.

Our program is designed to be an integrative discipline that draws extensively from such fields as organizational theory, organizational behavior, and industrial organization economics. Major topics within the field include:

• Competitive advantage
• Dynamic capabilities
• Corporate governance
• Sustainable strategies
• Strategic decision-making
• Corporate entrepreneurship

YEAR 1: Coursework, including statistics, research methods and theory courses, and research electives; Qualifying exam; Colloquium

YEAR 2: Coursework, including core courses, research electives and minor area courses; Comprehensive exam; Colloquium

YEAR 3: Additional coursework as needed; Development of dissertation proposal; Teaching

YEAR 4: Dissertation

Strategic Management Doctoral Candidates

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• Program Requirements

Students in the program are expected to master graduate-level microeconomic theory and econometrics. In addition, they are expected to devote substantial time to mastering one additional complementary discipline, such as psychology, sociology, or political science, and developing expertise in research methodologies suited to their particular interests, such as qualitative analysis, designing effective fieldwork, and analysis of survey data.

Students in the Strategy doctoral program work closely with faculty in the Strategy Unit. In addition to the doctoral program in Strategy, the Strategy unit offers a program in Business Economics , which is designed to attract students interested in pursuing research using a purely economics-based methodology.

Curriculum & Coursework

Our programs are full-time degree programs which officially begin in August. Students are expected to complete their program in five years. Typically, the first two years are spent on coursework, at the end of which students take a field exam, and then another three years on dissertation research and writing.

The program requires a minimum of 13 semester long doctoral courses. Students in the Strategy program complete courses in the areas of business management theory, economic theory, quantitative research methods, academic field seminars, and two MBA elective curriculum courses. In addition to HBS courses, students may take courses at other Harvard Schools and MIT.

Research & Dissertation

Students in strategy begin research in their first year typically by working with a faculty member. By their third and fourth years, most students are launched on a solid research and publication stream. The dissertation may take the form of three publishable papers or one longer dissertation.

Examples of thesis research include: the relationship between non-market experience and the use and outcome of patent strategies by pharmaceutical firms; the antecedents and consequences of corporate strategy decision-making, specifically focusing on divestitures and governance; the impact of religion on individual financial choices and institutional structures; innovation in emerging markets; and the causal effect of incentive policy reform, expatriates and social relationships on innovation.

Dafna Bearson

Rowan Clarke

“ Students in the program come from diverse backgrounds ranging from computer science to psychology. It's really fascinating how different our worlds views are! ”

Current HBS Faculty

• Juan Alcacer
• Laura Alfaro
• Bharat N. Anand
• Julie Battilana
• Ethan S. Bernstein
• Ramon Casadesus-Masanell
• Prithwiraj Choudhury
• David J. Collis
• Leemore S. Dafny
• Mattias E. Fibiger
• Carolyn J. Fu
• Shane M. Greenstein
• Boris Groysberg
• Jonas Heese
• Rebecca M. Henderson
• Ebehi Iyoha
• William R. Kerr
• Tarun Khanna
• Rembrand M. Koning
• Michael Luca
• Alexander J. MacKay
• Deepak Malhotra
• Cynthia A. Montgomery
• Frank Nagle
• Felix Oberholzer-Gee
• Joseph Pacelli
• Lynn S. Paine
• Sophus A. Reinert
• Meg Rithmire
• Jan W. Rivkin
• Charlotte L. Robertson
• Maria P. Roche
• Clayton S. Rose
• Raffaella Sadun
• George Serafeim
• Ariel D. Stern
• Jorge Tamayo
• Eric J. Van den Steen
• Dennis A. Yao
• David B. Yoffie

Current Strategy Students

• Jackson Anderson
• Ana Antolin
• Dafna Bearson
• Daniel J. Brown
• Liz Calder
• Rowan Clarke
• Innessa Colaiacovo
• Leila Doumi
• Laura Katsnelson
• Aticus Peterson
• Joey Ryu
• Kyle Schirmann
• Yifei Wu
• Haiyang Zhang

Current HBS Faculty & Students by Interest

Recent placement, nataliya langburd wright, 2023, hyunjin kim, 2020, jasmina chauvin, 2018, mike teodorescu, 2018, f. christopher eaglin, 2022, j. yo-jud cheng, 2019, cheng gao, 2018, young hou, 2021, do yoon kim, 2019, christopher poliquin, 2018.

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From the Strategy Ph.D. Liaison

"As the Strategy area Ph.D. liaison, I welcome you to the study of strategic management at UCLA Anderson. Our program has a strong analytical orientation. Students take courses in strategic management, economics and other fields. The Strategy area at the UCLA Anderson School of Management administers the program. If you are motivated to create new knowledge and innovative research to help advance the field of business strategy, we encourage you to get in touch and apply."

Olav Sorensen Ph.D. Strategy Ph.D. Liaison

Explore the Program

Sample publications.

The Role of Chance Encounters in Silicon Valley Innovation Dee Gill UCLA Anderson Review

As Silicon Valley legend has it, back in the day semiconductor hotshots gathered at Walker’s Wagon Wheel to drink and gossip and, by the third beer, a new technology breakthrough had often been devised. Repeated millions of times over, at any place but the office, chance encounters have kept Silicon Valley cranking out patents — and technology startups — faster and more profitably than any other region of the world.  

Read Publication

Doctors, Subjected to Peer Comparison, Felt Increased Burnout Carla Fried UCLA Anderson Review

If there’s a work cohort we all have a vested interest in keeping happy and healthy, it is primary care doctors. By one estimate published in 2021, the U.S. is expected to be short by between 17,800 and 48,000 primary care physicians by 2034, and nearly one-third of current primary care docs reported being burned out.  

In a Boom, Incumbent Firms Can Redeploy Workers to Rapidly Expand Michael Totty UCLA Anderson Review

It is a new economy truism: Nimble startups have an edge over larger, well-established companies. New ventures are more innovative and can be better attuned to the markets they operate in, while incumbents, constrained by their existing operations, may be less able to commit resources to new ones.  

Household Energy Efficiency: Not All Upgrades Are Created Equal Michael Totty UCLA Anderson Review

Energy efficiency seems to offer one of those rare “everybody wins” solutions. It can save money on electricity bills, fight climate change, make it unnecessary for utilities to build new power plants and create jobs, and, by some estimates, save $2 in benefits for each dollar invested.  

Cause and Effect in the Complex World of Corporate Decision Making Dee Gill UCLA Anderson Review

Establishing links between cause and effect is a core function of scientific research, and one that we now know is far more difficult than previously thought. In the past decade, concerted efforts failed to replicate hundreds of studies published in prestigious journals, particularly in medicine and social sciences. This “replication crisis” has led to a flood of new research methods aimed at weeding out hidden factors that lead scientists to mistake mere correlations for causation, for actions that actually lead to change.  

Alumni Success

David Bardolet (’08)

Dissertation: New Perspectives on Capital Allocation

David Bardolet's research interests include behavioral strategy, resource allocation and corporate strategy. His work has been published in Strategic Management Journal and Industrial and Corporate Change, as well as in edited collections from Oxford University Press and Kluwer. Mentored at UCLA Anderson by Professor Craig Fox, he is a collaborator at the Fox Uncertainty Lab.

Vanessa Burbano (’15)

Dissertation: Three Essays on Corporate Social Responsibility

Now an Assistant Professor of Management in strategy at Columbia Business School, UCLA Anderson alumna Vanessa Burbano focuses her research topics on the intersection of corporate strategy and social/environmental issues, and on employee motivation. Her research has been awarded by the Strategic Management Society and the Strategy Research Foundation. Having joined Columbia in 2015, Burbano earned her Ph.D. from Anderson in 2011 and has also worked as an Associate at Goldman Sachs and as a Strategy Consultant at Monitor Group.

Bennett Chiles (’17)

Dissertation: Shrouded Information and Strategic Transparency: Three Essays on Price Obfuscation

UCLA Anderson graduate Bennett Chiles has previously worked in strategy consulting, data analytics, and the non-profit sector. Now, she's an Assistant Professor of Management in strategy at Columbia Business School, having joined in 2017. Chiles' research looks at issues at the intersection of competitive strategy and behavioral economics, focusing on information disclosure and deceptive business practices. She received her Ph.D. from UCLA Anderson School of Management in 2017.

Sara Parker Lue (’13)

Dissertation: Conflict of Interest and Incentives in Health Care

After graduating from UCLA Anderson with a Ph.D. in 2013, Sara Parker Lue joined Rutgers Business School as an Assistant Professor of Management and Global Business. She focuses on teaching business policy and strategy, along with health care strategy, while her research focus is on strategic human resources, organizational economics of health care, boundary of the firm, impact of reputation on agency issues, and regulatory policy. Lue also earned her M.A. in Economics from UCLA in 2010.

James Owen Ostler (’13)

Dissertation: Strategic Risk Taking Under Competition

James Ostler earned his Ph.D. from UCLA Anderson in 2013, and has since become an Assistant Professor of Strategy at the University of Michigan Ross School of business. His research focuses on decision making under uncertainty, exploring how business decisions are made based on expectations of an uncertain future. Ostler has also worked at start-ups, and as a consultant for a Fortune 500 company.

Belen Villalonga (’01)

First academic placement: Harvard Business School Dissertation: 'Chop Shop' Valuation Models and the Diversification Discount

Belen Villalonga has written numerous articles on how family ownership and control influence the management and governance of firms as well as their performance. Her award-winning research has been published in leading academic journals and cited over 750 times in academic publications, and has been featured in CNBC, NPR,  Bloomberg Businessweek, The Economist, Expansion, Financial Times, Forbes, International Herald Tribune  and many other international business publications. Since 2006, Villalonga has served as an independent director on the board of Acciona, a family-controlled Fortune Global 500 company in the infrastructure and renewable energy businesses.

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• PhD & research …
• Specialising via a PhD pathway

The Strategic M…

The Strategic Management pathway

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In simple terms, a strategy is the position or stance an organisation adopts to compete, survive and succeed in its environment. Strategic management is the conception, management and execution of this position. However, these seemingly simple definitions hide tremendous complexities. For example:

• how are strategies selected? 
• why do organisations end up with suboptimal strategies? 
• how do managers recognise what resources to develop, which organisations to ally with (or acquire) and when? 
• why do organisations repeatedly overlook major strategic threats? 
• how does the composition of a top management team determine the success or failure of a firm? 
• what role do external stakeholders, such as analysts or traders, play in determining a firm’s strategy? 

These and hundreds of other questions are what keep strategy scholars busy!

In answering these important questions, strategy scholars often draw upon theories and insights from strategic management, economics, psychology, sociology, political science, anthropology and sometimes even the natural sciences. At Cambridge Judge Business School, there are 2 streams you can follow to obtain a PhD in Strategic Management. The 2 streams differ in terms of:

• the theoretical perspectives they deploy
• the methodological approaches
• what masters degree you initially take.

is via the MPhil in Strategy, Marketing & Operations (SMO) or Master of Research (MRes)

Stream A equips you with rigorous  quantitative  approaches such as econometrics, experiments and behavioural statistics. You can use mixed-methods to leverage the strengths of varied quantitative techniques and to enrich the insights gained through your studies.

is via the MPhil in Innovation, Strategy & Organisation (ISO) or Master of Research (MRes)

Stream B allows a variety of  qualitative  methodological approaches including grounded theory, case studies, ethnography discourse analysis, and other methodological techniques. It also allows for mixed method studies, though if you are interested in a primarily quantitative study you should consider joining the methodology courses in Stream A, which will equip you with cutting edge quantitative methods and techniques.

PhD in Management

Strategy - PhD in Management

Areas of specialisation.

• Accounting and Control
• Decision Sciences
• Entrepreneurship
• Organisational Behaviour
• Technology and Operations Management

INSEAD Doctoral Courses

• Core Courses
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• Admissions and Financing
• View PhD Student Profiles

2025 Intake

September 2024

Strategy – PhD Specialisation

Faculty members of the Strategy area are concerned with the foundations of sustainable superior firm performance. Research in the strategic management area stems primarily from two intellectual traditions. One stream of thought is rooted in economics and uses insights about firms and industries gleaned from neoclassical, evolutionary, and institutional economics as a basis for understanding business strategy. In contrast, the other tradition in strategic management combines strategy and organisational theory. It focuses on the study of the leadership and the management of organisational processes that generate superior enterprise strategies.

The Strategy area boasts a strong faculty representation in both intellectual traditions. Thus, it provides a diverse research environment, exposing students to a stimulating breadth of theory and evidence on strategic management. Among the current research streams of the faculty are:

• A resource-based view of the firm
• Industry and competitive analysis
• Interactions between product and financial markets
• Mergers, acquisitions, alliances and corporate strategy
• Strategy and organisation of multi-national companies
• Corporate governance and strategic leadership
• Technology strategy and innovation
• Real options theory and strategy
• Organisation design and structure
• Micro-foundations for strategic management
• Post-acquisition integration processes
• Corporate transformation processes
• Resource deployment in horizontal acquisitions
• Knowledge management and organisational learning

Visit the Strategy Academic Area Page

PhD Research Series - Strategy

The dissertation is the culmination of your doctoral studies, representing independent and original research work of a publishable standard. In this PhD Research Series, students talk about their research or dissertation in a nutshell as a way of showcasing their ability to articulate their research to the viewing public. 

Go the PhD Candidate's Research Series  

Strategy Foundations Interview Series

INSEAD doctoral students bring the academic community closer to esteemed scholars who have contributed a significant foundational body of work at the intersection of strategy, knowledge and innovation through an  interview series . The interview series usually occurs in conjunction with the Annual Strategy Management Society (or SMS) Conferences. In addition, it is part of their requirement in Professor Gabriel Szulanski and Guoli Chen's class "Foundations in Strategy and Organisation".

Go to the Strategy Foundations Series

What are we looking for in a PhD Candidate?

The Strategy group at INSEAD has a strong reputation as one of the best in the discipline. With over 25 permanent faculty members, the group is remarkably diverse and has correspondingly eclectic interests and influences. Potential research interests of applicants could include (but are not limited to) competitive strategy, mergers and acquisitions, alliances, international management, innovation and knowledge management, strategy formulation and execution, organisational design, strategic leadership and corporate governance. In addition, the area is open to research in strategy content and strategy process, using a wide range of theoretical lenses such as economics, sociology, and psychology.

Strategy PhD students come from various backgrounds, like economics, engineering, information systems, technology, business and management. Some of our students come directly from undergraduate, while some have several years of industry experience. Moreover, having some research and methodology skills are helpful.

Since the PhD Programme is inherently interdisciplinary, working across areas is encouraged - Strategy PhD students collaborate across areas like Organisational Behaviour, Entrepreneurship, and Technology and Operations Management, among others.

Download the Call for Applications 2024 intake .

Here are some of our Strategy PhD students' backgrounds:

• Bachelor of Technology and MBA
• BSc Technology and Management, and MA Strategy and International Management
• BSc and MSc in Industrial Engineering and Management
• BSc Physics and MBA
• BA Business Administration and MA Business Administration
• BS Management Information Systems, and MS Management Science and Engineering
• BA and MA Economics

View the current Strategy PhD students' profiles

Where are our Strategy PhD Graduates now?

Strategy PhD graduates have achieved remarkable placements in leading academic institutions and programmes worldwide. Notable posts include prestigious schools like The Wharton School, Boston College, HEC (Paris), IESE, Purdue, The University of California at Irvine, and the National University of Singapore, among many others.

To learn more about the incredible achievements of our Global PhD Alumni Community, please visit our  website .

What are the next steps?

We encourage prospects to plan for their application for the PhD in Management. Application for the following year's intake starts in the early Fall of the current year, with a preferred deadline of mid-December.

Go to the Admissions and Financing page

Moreover, we encourage prospects to attend our  upcoming recruitment events  or register below to receive the URLs of the Special Area Webinars we have conducted over the years.

Registration Link

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• PhD in Strategic Management

PhD in Strategic Management and Entrepreneurship

We are eager to help jumpstart the careers of promising PhD candidates pursuing high-impact research in strategic management and entrepreneurship!  Our doctoral programme combines gaining an in-depth understanding of  core strategy topics , developing a thorough command of different research  methods and skills , and hands-on training of getting high-impact research published. Joining the PhD programme means joining a department with a highly collaborative and cutting-edge research culture in which faculty members and PhD candidates work on topics that cover nearly all domains of the wider strategic management and entrepreneurship fields.

Every academic year, we admit about three internally and several externally funded, promising doctoral candidates, who follow a range of doctoral courses, work on joint and supervised papers, and hold conference or workshop presentations. The Department welcomes excellent candidates from diverse disciplinary and national backgrounds. We look for highly motivated candidates with a strong research orientation, as evidenced, for example, by an intriguing master thesis or research article.

Testimonials

The Department of Strategic Management and Entrepreneurship provides a vibrant and supportive environment for doctoral candidates starting their academic career. The Department stands out through its strong commitment to growing ambitious scholars with an international mindset.

Roxana Turturea - Postdoc Researcher at Aalto University

The Department of Strategic Management and Entrepreneurship offers exciting opportunities for PhD students to collaborate with world-class scholars, be a part in the creation of the most up-to-date knowledge, and enjoy the open, friendly, and efficient work environment.

Ruxi Wang - Assistant Professor at Renmin University of China

My PhD education at the Department of Strategic Management and Entrepreneurship was an invaluable kick-start for my career as an academic researcher and educator. The programme trains aspiring researchers in the latest knowledge on management theories and methods and prepares one to pursue scholarship at the highest level.

Shiko Ben-Menahem - Senior Researcher and Lecturer at ETH Zürich

The Department of Strategic Management and Entrepreneurship enables PhD students to become critical thinkers and independent researchers. These are essential attributes for a successful career in academia.

Jorien Pruijssers - Assistant Professor at McGill University

My favourite part of being here is definitely the international outlook. As a PhD candidate at the Department of Strategic Management and Entrepreneurship, I have been encouraged and provided with an abundance of opportunities to discuss and exchange ideas with academics and practitioners throughout the world.

Wenjie Liu - PhD candidate

If you love challenges and you have the flexibility to showcase your best work, the Department of Strategic Management and Entrepreneurship is the place to be. Next to being embedded in best-of-class research support and a learning environment, you will find the world’s best colleagues to work with.

S.M. Musa - PhD candidate

Why join the RSM Strategic Management and Entrepreneurship PhD?

Strong research culture.

Unique opportunity to obtain in-depth knowledge and smart research skills.

The PhD programme offers candidates a unique opportunity to obtain in-depth knowledge and smart research skills in a broad range of strategy and entrepreneurship topics. Our researchers share a passion for rigorous academic research, covering topics that are highly relevant to the business community and society at large. The strong research culture consistently leads to  publications  in top-tier management and organization journals.

Broad coverage of topics

A variety of topics in the area of strategic management and entrepreneurship.

With over 30 faculty members, we cover variety of  topics  in the area of strategic management and entrepreneurship particularly in areas such as: strategy, organization, and governance; strategic entrepreneurship; strategy, knowledge, and innovation; global strategy; and behavioural strategy and entrepreneurial behavior.

International orientation

Faculty and PhD candidates with diverse national and cultural identities.

Our researchers have very diverse national and cultural identities. Faculty and PhD candidates originate from countries such as Bangladesh, Bosnia and Herzegovina, Bulgaria, China, Germany, India, Indonesia, Iran, Italy, the Netherlands, Poland, Turkey, and the United States. Furthermore, scholars from around the world regularly visit the department, which further enhances the exchange of rich insights.

Working together with faculty in teams or platforms to formulate and implement research.

PhD candidates work together with faculty in teams or platforms to formulate and implement highly impactful research. PhD candidates collaborate with their supervisors and others who share an interest in the focal topics.

Full funding

Internally and externally funded salary to fully cover the cost of living in the Netherlands.

Internally and externally funded PhD candidates receive a salary to fully cover their cost of living. The ERIM research institute also offers generous funding for attending courses and conferences as well as for research visits across the world.

Successful placement

Development of successful careers at academic institutes across the world.

Graduates from our Department have developed successful careers at academic institutes across the world, including BI Norwegian Business School, ETH Zurich, HEC, INSEAD, McGill University, Monash University, Renmin University, the University of Amsterdam, the University of Cambridge, the University of Warwick, and the University of Western Australia.

More information

More testimonials.

Jochem Kroezen, Lecturer at the University of Cambridge

"The Strategic Management and Entrepreneurship Department at the Rotterdam School of Management provides an excellent environment for starting an academic career in business research. During my time as a PhD candidate with the group, I enjoyed active research support, both financially and socially. I also greatly benefitted from the group’s diverse and prolific faculty, who made sure I felt part of the group from day one. In addition, the group’s ties to other elite business schools made it easy to develop my own international network of like-minded researchers. These factors contributed greatly to the launch of my career as an academic researcher."

Sebastian Fourné, Assistant Professor at Wilfred Laurier University

“The PhD trajectory guided by the very capable and caring faculty of the Strategic Management and Entrepreneurship Department has been exciting and career shaping. I considered going back to a corporate job, but my PhD supervisors and many of the colleagues in the Department made me rethink this ambition and prepared me well for a scholarly career. I found it exciting to work on novel topics and get the support and training needed to conduct rigorous research that has relevance for practice. I also value the opportunity to build lasting and supportive relationships."

Mariano Heyden, Associate Professor at Monash University

“My experience at the Department of Strategic Management and Entrepreneurship of the Rotterdam School of Management allowed me to be learn from, and collaborate closely with, some of the leading scholars in the field. I attribute a lot of my achievements to the rigorous training received, which equipped me with the conceptual and methodological toolbox that has been essential in my career, especially during my tenure track. Not only is the Rotterdam School of Management brand globally respected and opens many doors, the quality relationships forged during the PhD programme have endowed me with a rich network of peers that have gone on to have their own successful careers at other top institutions around the world.” 

Pengfei Wang, Assistant Professor at the BI Norwegian Business School

“The Department of Strategic Management and Entrepreneurship is one of the best departments in one of the best business schools worldwide. The Department provides world-class supervisors, luxury research support, and a great academic atmosphere. The Department enables PhD candidates to combine relevance and rigor, employing rigorous methods to solve big and relevant problems for entrepreneurs, managers, and policy-makers.”

Sebastiaan van Doorn, Senior Lecturer at the University of Western Australia

“The PhD trajectory at the Strategic Management and Entrepreneurship Department of the Rotterdam School of Management has been an extremely valuable and rewarding experience. It provided me with state-of-the-art supervisors and colleagues (as mentors, co-authors, and friends), a well-established support system (conferences and research visits) and opportunities to build my teaching portfolio. The PhD programme prepared me exceptionally well for the academic job market and is internationally renowned for delivering high-end academics.”

Research Themes

Research in strategy, organization, and governance.

A combination of economic, political, and social forces gives rise to a wide range of organizational forms. Research in  strategy, organization, and governance  aims to explain and identify the mechanisms through which modern firms shape and align their organizational structures, governance and ownership with the strategies, resource dependencies, and business models through which they create and capture value. Research in our group is highly versatile, including projects investigating the re-emergence of craft organizations and state capitalism on the world stage, the competitive advantage and strategic resilience of business groups, owner-managed firms, family firms, and professional partnerships, and how active owners shape the strategies and the organizational and governance structures of listed firms across different national contexts. Our research often takes up a comparative perspective, involving both comparisons between different institutional contexts and comparisons between different organizational forms.

Research on Strategic Entrepreneurship

In today’s fast-paced environments, wealth creation demands proficiency in continuously identifying and generating new opportunities for growth. At the nexus of entrepreneurship and strategic management, research on  strategic entrepreneurship  is concerned with understanding how organizations link entrepreneurial behaviour and strategic advantage-seeking actions to create and capture wealth. The work in our group focuses on ambidexterity, corporate entrepreneurship, scaling up, and strategy implementation. Exemplary research addresses such aspects as: how organizations strengthen their core business while also developing new businesses that will define the future; how organizations become more entrepreneurial through the generation of new businesses within established systems and through strategic renewal; how some organizations can ignite rapid growth and scale up successfully by leveraging new technologies, establishing platforms, redefining boundaries, and developing new and scalable business models; and how new practices and technologies enable firms to implement strategies which focus on venturing into new businesses as well as strengthening their core.

Research on Strategy, Knowledge, and Innovation

New technologies and new business models reshape the way firms do business. This calls for new insights into how managers and entrepreneurs can best innovate and leverage knowledge to build competitive advantages for their firms. The field of  strategy, knowledge, and innovation  focuses on how managers and entrepreneurs build and renew the technological, social, and relational capital to shape such innovations. It addresses such issues as strategic renewal, innovation management, management innovation and the rise of new organizational forms, collaborative and open innovation, innovation ecosystems, and corporate venturing. Our group covers a wide range of topics in this area, such as: micro-foundations of absorptive capacity and dynamic capabilities that enable innovation; the origins of business model innovations; the implications of technological disruptions; the mechanisms of effective collaborations to achieve innovation by large incumbent firms and new ventures; and the governance and assessment of the impact of such collaborations.

Research on Global Strategy

The competitive landscape of firms is increasingly dynamic, diverse, and global. The field of  global strategy  aims to enrich our understanding of how internationally operating firms form and implement their strategies, and how firms shape, and are shaped by, their global context. It focuses on foreign-entry strategies in culturally, politically, and economically heterogeneous contexts, and ultimately on the determinants of success or failure in international arenas. Our group typically adopts an institutions-based perspective, which argues that international firms are constrained and enabled by widely diverse, durable rules of the game, as illustrated by the diverse societal expectations around competitive behaviour and sustainability performance. Exemplary research projects in our group include novel views on culture, cross-border knowledge transfer, strategic responses to institutional voids, influences of governments and other stakeholders on corporate environmental practices, cross-country and within-country variance in institutions, and international strategies of the largest companies, born-globals, and emerging-market multinationals.

Research on Behavioural Strategy and Entrepreneurial Behaviour

Influential strategic and entrepreneurial decisions result from extraordinary human effort. Behavioural strategy and entrepreneurial behaviour inform us about the psychology behind these high-impact and complex decisions. It takes a micro-level perspective to understanding how managers and entrepreneurs create and sustain value for their organizations and stakeholders, enriching strategy and entrepreneurship theory through forefront research on human cognition, emotions, and social and innovative behaviour of entrepreneurs, executives, and their teams. Seminal research in the field comprises the behavioural theory of the firm and the upper echelons perspective, as well as pivotal work from cognitive and social psychology. Exemplary group projects explore: how top managers, boards, and shareholders embrace uncertainty; how gender affects entrepreneurial behaviour; how disinhibition (ADHD) fuels entrepreneurial orientation; how CEO personality drives firm decisions, behaviour, and outcomes; how emotion influences idea generation and exploitation; and how biases and heuristics impact strategic decisions.

Strategic Management and Entrepreneurship top publications

Frank Wijen

Associate Professor of Strategic Management and Departmental PhD Coordinator

E-mail [email protected]

[email protected]

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No. 1 in supply chain

U.S. News & World Report ’s 2024 Best Business Schools ranking places the Broad College at No. 1 for graduate supply chain/logistics programs for eight consecutive years. See the numbers .

Areas of Research

• Students & Placements
• [email protected]
• (517) 353-5415

Faculty-student collaboration on research is the cornerstone of the Ph.D. in Management program. Doctoral students have the opportunity to work with some of the top researchers who have expertise in a variety of areas encompassed by organizational behavior, strategic management and human resource management.

Specializations

Organizational behavior.

For students interested in specializing in  organizational behavior , our faculty have expertise in the following research areas, among others:

• Conflict and negotiation
• Decision making
• International organization behavior
• Mood and emotion
• Organizational justice
• Power and status
• Proactive behavior
• Stress and well-being
• Team decision-making and performance

Strategic Management

For students interested in specializing in  strategic management , our faculty have expertise in the following research areas, among others:

• Competitive dynamics
• Executive compensation and corporate governance
• Innovation and entrepreneurship
• Mergers and acquisitions
• Organizational learning and change
• Resources and capabilities
• Risk taking and risk management
• Strategic decision making

Human Resource Management

For students interested in specializing in  human resource management , our faculty have expertise in the following research areas, among others:

• Career development
• International human resource management
• Job analysis and design
• Organizational socialization

Publications

Below are some recent publications that have resulted from collaborations between faculty and doctoral students, with current Ph.D. students’ and graduates’ names in bold.

Arrfelt, M. , Wiseman, R.M., McNamara, G., Hult, G. T. M. (2015). Examining a key corporate role: the influence of capital allocation competency on business unit performance.  Strategic Management Journal , 36, 1017-1034. Firth, B. , Hollenbeck, J.R., Ilgen, D.R.,  Barnes, C.M. , and  Miles, J.  (2015). Same page, different books. Extending representational gaps theory to enhance performance in multiteam systems.  Academy of Management Journal , 58, 813-835. Johnson, R. E., King, D. D.,  Lin, S.-H. , Scott, B. A., Jackson Walker, E. M., & Wang, M. (2017). Regulatory focus trickle-down: How leader regulatory focus shapes follower regulatory focus and behavior. Organizational Behavior and Human Decision Processes , 140, 29-45. Kolev, K. , Wiseman, R.M., Gomez-Mejia, L.R. (2017). Do CEOs ever lose? Fairness perspective on the allocation of residuals between CEOs and shareholders.  Journal of Management,  Vol. 43 No. 2, 610-637. Koopman, J. ,  Lanaj, K. , & Scott, B. A. (2016). Integrating the bright and dark sides of OCB. A daily investigation of the benefits and costs of helping others.  Academy of Management Journal , 59, 414-435. Lanaj, K.  and Hollenbeck, J.R. (2015). Leadership over emergence in self-managing teams. The role of gender and countervailing biases.  Academy of Management Journal , 58, 1476-1494. Lanaj, K. , Johnson, R. E., &  Lee, S.  (2016). Benefits of transformational behavior for leaders: A daily investigation of leader behavior and need fulfillment.  Journal of Applied Psychology , 101.2, 237-251. Mannor, M. , Shamsie, J., & Conlon, D.E. (2016). Does experience help or hinder top managers? Working with different types of resources in Hollywood.  Strategic Management Journal , 37, 1330-1340. Matta, F.K. , Scott, B. A., Colquitt, J. A.,  Koopman, J. , &  Passantino, L.  (2017). Is consistently fair better than sporadically fair? An investigation of justice variability and stress. Academy of Management Journal , 60, 743-770. Rosen, C. C.,  Koopman, J. , Gabriel-Rossetti, A. S., & Johnson, R. E. (2016). Who strikes back? A daily investigation of when and why incivility begets incivility.  Journal of Applied Psychology,  101.11, 1620-1634 . Schaubroeck, J. M.,  Peng, A. C. , & Hannah, S. T. (2016). The role of peer respect in linking abusive supervision to follower outcomes: Dual moderation of group potency.  Journal of Applied Psychology , 101.2, 267-278. Wowak, A.,  Mannor, M. ,  Arrfelt, M. , & McNamara, G. (2016). Earthquake or glacier? How CEO charisma manifests in firm strategy over time.  Strategic Management Journal . 37, 586-603.

Jennifer Nahrgang

• Associate Professor
• W.P. Carey School of Business, Arizona State University

Fully prepared

After working in the corporate world for five years, Michigan State University was a new beginning for me both personally and professionally. I realize now the strong foundation that Michigan State provided for me to have a bright career as a professor. As a new professor, I feel fully prepared to face the challenges of research, teaching and earning tenure due to my mentoring and education at Michigan State. Michigan State takes the preparation and mentoring of its doctoral students seriously and continues to produce leading scholars in the field on a consistent basis. The network of successful Michigan State alumni is second to none, and one in which you can join as well!

Although earning a Ph.D. was extremely intense and intellectually challenging, the culture of Michigan State also made it very fun as well. Over my five years at Michigan State, I developed life-long friendships with both faculty and students. Due to the collegial atmosphere, I always felt extremely supported by the faculty and fellow students at Michigan State as I worked through classes, research projects and the dissertation process. I am certain you will have as many Spartans cheering for your success as I had (and still have) cheering for me.

There is no doubt that I made a great decision when I chose to earn my Ph.D. at Michigan State, and I certainly have no regrets. Go Green! Go White!

Dr. Nahrhang’s current research interests focus on leadership processes and their development over time, leadership in teams, and team processes and performance.

Management @ Broad

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• Business College Complex
• 632 Bogue St
• East Lansing, MI 48824

Policy and Strategic Management

Programs & Courses › Specializations

Our PhD Program: Navigating the Frontiers of Strategic Thought

The PhD in Strategic Management at the Schulich School of Business fuses rigorous scholarship with real-world influence. Our program champions intellectual curiosity and boundary-pushing research in economic and organizational issues as they pertain to firm strategy. Housed within a group that embraces open inquiry, we empower students to pioneer strategic dialogues addressing today’s emerging business issues. Ultimately, our graduates emerge as thought leaders driving meaningful strategic insights and business impact.

In this program, you can extend your horizons beyond core strategy. With our close connections to other disciplines within Schulich, such as Sustainability, Organizational Behavior and Operations Management & Information Systems, as well as across the university, such as Sociology, Political Science, Computer Science and Psychology, students are encouraged take courses across various departments. This interdisciplinary perspective enriches your research lens. Moreover, Schulich is based in Toronto, a diverse global business hub rich with opportunities. Our proximity to key industry clusters provides significant access to research collaborations.

Our emphasis is on fostering independent research and close student-faculty collaboration. We provide full funding packages that cover tuition and a generous stipend for up to five years. This financial support allows students to fully immerse in impactful research.

Our Students’ Success Stories

Our PhD graduates have secured faculty appointments at highly respected institutions across the globe. Below is a list highlighting some of our graduates’ placements:

• Indiana University Bloomington
• University of Calgary
• University of Waterloo
• University of San Francisco
• McMaster University
• University of Sydney
• Indian Institute of Management, Bangalore
• University of Massachusetts, Amherst

Faculty Expertise: Exploring New Frontiers in Strategy

  Our diverse faculty spearhead research across critical domains, addressing critical and contemporary challenges while exploring forward-looking themes such as, among others:

• Digital Platforms and Ecosystems
• Entrepreneurship
• Management of Technology and Innovation
• Ethics and Stakeholder Relationships
• Artificial Intelligence in Strategic Management
• Organizational Learning and Adaptation
• International Business and Globalization
• Mergers and Acquisitions
• Strategic Decision-making

Come join our faculty in shaping and advancing the field!

Specialization Details by Category

Study options.

Student admission is restricted to full-time study exclusively for the first four years. It is not recommended to be working outside of the PhD program during your studies. Students must be able to participate in the PhD program in Toronto.

Choose a study option to view its details and requirements

Available delivery options

• Full-time 48 to 72 months

Location(s)

• Keele Campus Toronto

The requirements to successfully complete the program are outlined below in “Curriculum Overview.”

Candidates for the Policy & Strategic Management field PhD degree must fulfil the following minimum requirements:

Students must successfully complete the following course requirements:

Required Courses

• DCAD 7100 3.00 LOGICS OF SOCIAL RESEARCH This examines the major philosophical debates in the social sciences and explores the rationale of different approaches to social research. Students learn how to select and develop appropriate research strategies and how to critically examine the use of various research strategies.
• DCAD 7250 3.00 RESEARCH DESIGN This course introduces students to research design, strengthens their reasoning and theoretical development skills, helps them effectively apply a range of empirical methodologies to their own research and critically review empirical studies done by others. Topics include types of variables, relationships, sampling and measurement, survey and field research designs, experimental designs, and alternative designs, and research design biases and artifacts.
• DCAD 7400 3.00 QUALITATIVE RESEARCH METHODS This course provides students with detailed exposure to the qualitative research methodologies that have begun to exert a major influence on management research over the last 10 years.

A  3.00 credit graduate level methodological course chosen in consultation with the field’s PhD Program Coordinator.

Another 3.00 credit  graduate level methodological course chosen in consultation with the field’s PhD Program Coordinator.

• DCAD 7610 1.50 GRADUATE COLLOQUIUM IN MANAGEMENT The rules, norms, and standards that surround the field of academics can seem ambiguous, confusing, and opaque to new Ph.D. students in the management disciplines. The purpose of this two-semester course is to provide a means of articulating central themes in this tacit process, and to provide a means of community-building among management-oriented Ph.D. students. Pre-requisite: Open to and required of first- or second-year Ph.D. students in Strategy/Policy and Organization Studies areas.
• DCAD 7600 1.50 GRADUATE COLLOQUIUM IN MANAGEMENT The rules, norms, and standards that surround the field of academics can seem ambiguous, confusing, and opaque to new Ph.D. students in the management disciplines. The purpose of this two-semester course is to provide a means of articulating central themes in this tacit process, and to provide a means of community-building among management-oriented Ph.D. students. Prerequisite: Open to and required of first- or second-year Ph.D. students in Strategy/Policy and Organization Studies areas.

This seminar focuses on the theories and current research in those areas which represent the more accepted and more often researched topics within strategic management. Both "content" and "process" streams are discussed and critiqued. (Offered in alternate years.)

This seminar builds upon SB/PLCY 7010.03 and examines theories and research from some of the newest and most provocative research streams that are beginning to be seen in strategic management. Both "content" and "process" streams are discussed and critiqued. (Offered in alternate years.)

This course introduces students to leading paradigms and current topics in organization theory. Students obtain an intensive overview of "macro" theories in organizational behaviour and develop an ability to assess organization theory and research critically and comprehensively. Class discussions focus on the strengths, weaknesses and contributions of leading-edge theories and topics; and students are encouraged to think creatively about future directions that various topics and theories might take to advance the field's understanding of organizations. By the conclusion of the course, students: (a) are familiar with important sources and references on prevailing issues in organization theory; (b) have a solid grasp of advanced theory and research on a breadth of topics in macro organizational behaviour; (c) have a better understanding of the process of writing theoretical articles; and (d) possess the ability to evaluate critically the contributions of various research streams to the field of organization theory.

This course introduces students to topics and issues relevant to the study of individual and group behaviour. The readings provide an overview of existing research in this area. Students are encouraged to think critically about the contribution of each approach/theory and to develop research ideas and alternative approaches to test specific research questions. In each session students are encouraged to think about: underlying assumptions of theories; relationships with other theories/approaches; research questions answered; interesting unanswered questions; methodological issues and concerns.

Two Elective Courses

Students will take at least two of the following four electives:

• Strategic Management 7090 3.0: Special Topics in Strategic Management

This course focuses on the standards and applications underlying the latest functions and responsibilities of external and internal auditors. The theory of audit evidence and certain basic techniques are used to provide an understanding of auditing methodology. The auditor's responsibility beyond the financial audit and current developments in auditing are also examined. Students may be expected to complete a research paper or project.

Prerequisite: SB/ACTG 5100 3.00.

Prerequisite: SB/ACTG 5101 3.00 for students pursuing the Schulich Diploma in Intermediate Accounting (DIAC).

The course examines the origins and evolution of the field of international business and is designed to provide students an understanding of the various theoretical traditions and methodological approaches used in international business research. It is expected that students will critically evaluate the various schools of thought within the field, and develop their own research agenda related to some specific aspect of international business.

The course offers students the opportunity to gain an in-depth understanding of the rich scholarly research in business and society, with a particular emphasis on its relationship to global governance. Students will develop insights into how one can make a theoretical, methodological, and practical contribution to the management literature through business, society and global governance research.

Research Paper

Students must submit one research paper that synthesizes a particular body of literature and furthers our understanding on a specific topic in strategy. The research paper is a prerequisite to the comprehensive exams and should comprise both a theoretical and an empirical component. Students work closely with a faculty advisor on this paper.

The initial submission of the research paper is due before the end of December of the second year. Students are required to present this paper in the research seminar series, normally during the spring. Students are expected to submit the final version of the paper by May 15 of the second year. The paper is evaluated and must be approved by the research paper’s faculty advisor, the area PhD Coordinator and an additional faculty member.

Comprehensive Examinations

The comprehensive field examination takes place after the summer of the second year. The comprehensive exams are designed to test a student’s breadth of knowledge in the field of strategic management as well as depth of knowledge in select areas. In preparation for their exams, students are given a list of classic readings at the beginning of their program; the list consists of books and journal articles that have defined the field. Students are expected to have a thorough comprehension and understanding of the historical development and the fundamental questions that have guided the discourse in the field. Students are also expected to be thoroughly versed in the current literature and research questions that occupy select areas of the field of strategy. It is assumed that these areas will subsequently define the scope of a student’s dissertation.

Those who fail have the opportunity to retake the exams once, within six months of the date of the first comprehensive exam. Those who fail to pass a second time are not allowed to continue in the PhD program.

The program regards the comprehensive examination as a pivotal point for deciding whether students should be allowed to proceed with their studies or be encouraged to withdraw from the program.

Dissertation Proposal and Oral Defence

Candidates must prepare a written proposal to conduct original dissertation research carried out under the supervision of a supervisory committee, and must defend this to the satisfaction of the thesis supervisor and members of the supervisory committee.

Dissertation and Oral Examination

Candidates must prepare a dissertation based on original research carried out under the supervision of a supervisory committee and submit the results in appropriate dissertation form. After the formal submission of the dissertation, an oral examination is held. It is expected that all or part of the dissertation will be published following professional or scientific review.

We recommend further consultation with your area Ph.D. rep concerning any impending changes to the program requirements and guidance on selecting appropriate optional courses.

Faculty members in the Policy and Strategic Management Area explore many interests within the broad area of policy and strategic management, and are active in a wide range of research projects.

Key areas of research include: international management, strategic alliances, mergers and acquisitions, entrepreneurship and technological innovation, corporate governance, and strategy processes. The faculty members share an interest in addressing important policy issues in an intellectually open environment and their work reflects the School’s distinctive innovative, global and diverse culture.

The following faculty are accredited by the Schulich School of Business and the Faculty of Graduate Studies for the supervision of doctoral students:

Selected faculty members

Professor of Strategy and International Business; Pierre Lassonde Chair in International Business

Professor of Strategic Management; Executive Director, York Change Leadership (YCL)

Associate Professor of Policy; CIT Chair in Financial Services; Area Coordinator, Policy/Strategy; Director, Financial Services Program

Professor of Entrepreneurship and Strategic Management

Professor of Public Policy and Sustainability; Director, BBA/iBBA Programs

Professor of Strategic Management

Professor of Sustainability & Economics; Area Coordinator, Economics

Professor of Strategy; Scotiabank Chair in International Business and Entrepreneurship

Assistant Professor

Professor of Strategic Management and International Business

Professor of Strategic Management; Director, Global Leadership Program; Director, India MBA and Executive MBA Programs

Associate Professor of Strategic Management; Strategic Management Area Coordinator

Professor of Strategic Management; Newmont Endowed Chair in Business Strategy

Career Opportunities

The goal of the PhD program in Policy and Strategic Management is to train students to become productive scholars and teachers who can be placed at research-oriented universities upon graduation.

Placement of Recent Graduates

“Co-authoring with faculty here at Schulich has been instrumental in understanding the process of conducting high-quality research. ” Michael Valente, PhD 2007 Associate Professor of Organization Studies and Sustainability, Schulich School of Business

Student Research

Faculty members in the Policy area at Schulich are highly regarded in their areas of specialization and regularly publish in the top journal of the field, such as Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Organization Science and Journal of International Business Studies, among others. York University and the Toronto area provide additional access to high calibre faculty and great research opportunities.

Selected Publications

Nudrat Mahmood (2023), “A transactional perspective on Firms, consumers, and social institutions,” Organization Science (with Farjoun, M.)

Jie (Jerry) Yang (2023), “Bundle Up Before You Go: Toward a Bundle Approach to Product Categorization,” Journal of Management , 49(5): 1695-1737 (with Li, S. X.)

Shoeb Mohammad (2023), “The Effect of Skilled Labour Scarcity on Law-abiding Organizational Climates in Emerging Markets: Evidence from Mexico,” Journal of Business Research (with Husted, B.)

Xin (Aurora) Liu (Genin) (2023), “Board experiential diversity and corporate radical innovation,” Strategic Management Journal , 1– 24. https://doi.org/10.1002/smj.3499 (with Ma, W., Bhagwat, V., Bernile, G.)

Mohammad Keyhani (2022), “Exploration-Exploitation and Acquisition Likelihood in New Ventures,” Small Business Economic , 58(3), 1475-1496. (with Deutsch, Y., Madhok, A. and M. Lévesque)

Nada Basir (2022), “Collective identity development amid institutional chaos: Boundary evolution in a women’s rights movement in post Gaddafi Libya,” Organization Studies 43 (10), 1607-1628 (with Ruebottom, T. and Auster, E.)

Trish Ruebottom (2022), “Collective identity development amid institutional chaos: Boundary evolution in a women’s rights movement in post Gaddafi Libya,” Organization Studies 43 (10), 1607-1628 (with Basir, N. and Auster, E.)

Xin (Aurora) Liu (Genin) (2022), “Relational assets or liabilities? Competition, collaboration, and firm intellectual property breakthrough in the Chinese high-speed train sector,” Journal of International Business Studies , 53(9), 1895-1923 (with Tan, J., & Song, J.)

Hussein Fadlallah (2021), “What We Talk About When We Talk About Stakeholders,” Business & Society , 00076503211053005. (with Johnson-Cramer, M. E., Phillips, R. A., H., Berman, S. L. and Elms, H.)

Ramya Krishna Murthy (2021), “Overcoming the Early-stage Conundrum of Digital Platform Ecosystem Emergence: A Problem-Solving Perspective,” Journal of Management Studies , 58(7), 1899–1932 https://doi.org/10.1111/joms.12748 (with Madhok, A.)

Shoeb Mohammad (2021), “Innovation, Corruption, and Internationalization: Evidence from Firms in Emerging Economies,” Journal of Business Venturing Insights (with Husted, B.)

Xin (Aurora) Liu (Genin) (2021), “State governance and technological innovation in emerging economies: State-owned enterprise restructuration and institutional logic dissonance in China’s high-speed train sector,” Journal of International Business Studies , 52(4), 621-645 (with Tan, J. and Song, J.)

Xin (Aurora) Liu (Genin) (2021), “Interorganizational Knowledge Flows in Academia–Industry Collaboration: The Economic Impacts of Science-Based Firm Innovation,” IEEE Transactions on Engineering Management , doi: 10.1109/TEM.2021.3066386 (with Lévesque, M.)

Hussein Fadlallah (2020), “Governance of Voice in Digital Platforms,” Proceedings of the International Association for Business and Society (Vol. 31, pp. 24-36) (with Phillips, R. A.)

Wan Li (2020), “Disruptive innovation and technology ecosystem: The evolution of the intercohesive public–private collaboration network in Chinese telecommunication industry,” Journal of Engineering and Technology Management , 57 (July-September) (with Tan, J., Wang L. and Zhang, H.)

Wan Li (2020), “Can You Do Kung Fu and Also Act? New Entrants’ Cross-Border Status Attainment in the Creative Industries,” Journal of World Business , 55(3) (with Shipilov, A. and Li, S.)

Shoeb Mohammad (2019), “Law‐abiding organizational climates in developing countries: The role of institutional factors and socially responsible organizational practices,” Business Ethics, Environment, and Responsibility (with Husted, B.W.)

Wan Li (2019), “Tapping into Agglomeration Benefits by Engaging in a Community of Practice”, 2019, with L. Wang and W. Helms, Strategic Organization, 18(4): 617-644 (with Wang, L. and Helms, W)

Wan Li (2019), “Strategic Choices of Exploration and Exploitation Alliances under Market Uncertainty,” Management Decision , 57(11): 3122-3133 (with Wang, L.)

Xin (Aurora) Liu (Genin) (2019), “Spoils from the spoiled: strategies for entering stigmatized markets,” Journal of Management Studies , 56: 1260-1286(with Slade Shantz, A., Fischer, E. and Lévesque, M.)

Recent Dissertation Topics

2022: Hussein Fadlallah – Governance and Responsibilities in the Context of Digital Platforms

2021: Ramya Krishna Murthy – Essays on Platform Sponsor Scope: Implications for Ecosystem Emergence and Growth

2020: Jie (Jerry) Yang – Strategic Categorization, Category Bundle, and Typecasting: Three Essays on Product Categorization

2019: Shoeb Mohammad – Antecedents, Wide-Spread Consequences, and Strategic Implications of Organizational Corruption

2018: Mekki Macaulay Abdelwahab – Determinants of Success of the Open Source Selective Revealing Strategy: Solution Knowledge Emergence

2018: Xin (Aurora) Liu – Strategically Poised: Balancing, Learning, and Innovating in Coopetition Three Essays on the Interplay Between Competition and Cooperation

2016: Nada Basir – Radical Institutional Innovation: A Multilevel Framework

2015: Wan Li – Ambidexterity in Strategic Alliances: How Do Firms Manage Exploration and Exploitation Alliances? An Examination of U.S. High Technology Industries from 1985 to 2009

2014: Mohammad Keyhani – Entrepreneurial Action and Entrepreneurial Rents

Current PhD students in the Policy Area:

as of Fall 2023

• Mohammad Boroumand
• Hyeonchung Henry Lee
• Nudrat Mahmood
• Qasim Saddique
• Pouyan Tabasi Nejad

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Technological Innovation, Entrepreneurship, and Strategic Management

Technological Innovation, Entrepreneurship, and Strategic Management (TIES) embraces two areas: the organization, development, and commercialization of technology-based innovation in existing firms; and the formation, development, and growth of technology-based new enterprises. Students can integrate these areas in their studies or approach them as distinct elements.

For 40 years, MIT Sloan faculty and their graduate students have distinguished themselves with the breadth and depth of their managerial research and curriculum on all aspects of the management of research, development, technology-based innovation, and technological entrepreneurship. This group also initiated—and now runs—the  MIT Entrepreneurship Center . The E-Center, with its extensive multi-disciplinary curriculum and its wide-ranging program of student activities, also sponsors the nation's premier business plan competition, the  MIT $100K .

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Strategy is concerned with creating and defending an organization’s competitive advantage in changing environments. To be successful, organizations must leverage and renew their resources, competencies and leadership skills, sometimes in multiples industries at the same time. Such organizations are able to survive longer, perform better, and elicit favorable evaluations from their stakeholders, thereby shaping how industries change over time.

The faculty (Bob Andersen, Oana Branzei, Mary Crossan, Dusya Vera, Sergio Lazzarini, Lara Liboni, Cara Maurer, Krista Pettit, Mazi Raz, Seemantini Pathak, Lee Watkiss, and Mark Zbaracki) and doctoral students of the Strategy group at Ivey engages these wide-ranging phenomena in their research, course development, and teaching by drawing on multiple disciplines, including economics, psychology, political science, and sociology. The goal of this engagement is to advance the academic study of strategy and related disciplines while helping managers to improve their strategic decisions. Their research is published in top management and sociology journals including Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, American Sociological Review, Organization Science, and Strategic Management Journal.

The program emphasizes a strong foundation in strategic theory, research methods, and statistics. Students are exposed to both classic and recent scholarly work in order to expose them to the key paradigms, to help them to build mental models of different theoretical perspectives, and to develop a keen appreciation of the interconnectedness of the different research streams in the field of strategic management.

During the first two years of the program, students take a set of complementary courses in strategic management theory at the business-unit, corporate, and global levels, organizational theory, and others drawn from across the social sciences. Students also take a series of research methods courses including statistical and econometrical techniques as well as the option to take qualitative methods courses. Other aspects of the program are tailored to fit the student’s own research and teaching interests.

Throughout the doctoral program, students engage in research both independently and in collaboration with faculty. Between the second and third years of the program, students complete a major, independent, empirical research project. All students are encouraged to present their research at academic conferences as well as to submit articles to top-tier research journals for peer review. Students graduate as creative, independent scholars with the skills necessary to conduct cutting-edge research in the field of strategy and related disciplines.

The doctoral program in Strategy is designed to produce scholars. We train our graduates to become academics in a university setting. We aim to produce researchers and teachers. If your interest is consulting, industry, or other non-university sector employment, you would be better to pursue an MBA or MSc degree.

*Please note that Strategy is a stream under General Management

Areas of Research Focus

• Inequality, diversity and justice in business
• Organizational learning and strategic renewal
• Power and politics in decision-making and learning
• Strategic decision-making
• Strategic leadership and human resource management
• Strategy implementation
• Strategy-as-practice
• Technological innovation
• View our Google Scholar Page
• View the Research Database

PhD Student Opportunities

The doctoral program in Strategy is recruiting students with the following research interests.

Professor Bob Andersen is recruiting PhD students with an interest in the impact that inequality and diversity have on organizations, business and society as a whole. Although most of my own research is mostly quantitative, I am also open to supervise qualitative projects. I especially interested in issues related to: a) the role that organizations have played in the increase in income inequality over the past few decades (and especially cross-national differences); b) how inequality and diversity within organizations affect productivity and/or innovation; c) how cross-national differences in social, economic and political conditions influence organizational strategy; and d) the social bases of attitudes, and the role that inequality and/or diversity play, and their impact on organizations. More information on my recent research can be found here: https://www.ivey.uwo.ca/faculty/directory/bob-andersen/

Professor Mary Crossan is recruiting a PhD student interested in focusing on leader character, organizational learning and strategic renewal. My research is not limited by discipline boundaries. My ultimate interest is to contribute to research and practice on the drivers of sustained excellence in organizations and ultimately society. This pursuit has led me into the areas of organizational learning for strategic renewal, improvisation as it relates to strategic agility and innovation, and more recently the foundational role of examining the strength of character (e.g. courage, humility, humanity, transcendence, drive, integrity, etc.) as it relates to both individual well-being and sustained excellence in organizations. I am a Distinguished University Professor at Western, which is Western’s highest honour recognizing sustained excellence in research, teaching and service. I have an excellent track record working with doctoral students, and collaborate with many Ivey faculty and faculty around the world in my research endeavors. Sample publications:

• Pettit, K.; Crossan M. "Strategic renewal: Beyond the functional resource role of occupational members", Strategic Management Journal, 2020, 41:1112-1138.
• Crossan, M.; Apaydin, M. A Multi-Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature, Journal of Management Studies, 2010, 47 (6), 1154-1191. (Top 10 downloaded article since 2013)
• Crossan, M.; Byrne, A.; Seijts, G. Reno, M.; Monzani, L., Gandz, J.: "Toward a Framework of Leader Character in Organizations" Journal of Management Studies, vol. 54 (7) 986-1018, January, 2017.
• Crossan, M.; Lane H.; White, R.E. "An Organization Learning Framework: From Intuition to Institution"; Academy of Management Review; vol. 24, no. 3, 522-537,1999. (received the decade award from AMR in 2009 as the most highly cited paper in the prior decade)

Professors Sergio Lazzarini and Lara Liboni are recruiting PhD students with an interest in studying how stakeholder theory and strategic approaches to value creation can inform the analysis of how to engage stakeholders to address collective action problems and promote new resources and capabilities.   Sample research that supports this new stream of research includes:

• Why resource-based theory’s model of profit appropriation must incorporate a stakeholder perspective
• Public-Private Collaboration, Hybridity and Social Value: Towards New Theoretical Perspectives

Professor Krista Pettit (and co-supervisor TBD depending on the dissertation topic) is recruiting PhD students with a research interest in strategy-as-practice with a particular focus on how interactions shape strategy. Topics within this research area can range broadly. We welcome applications from students with an interest in examining how interactions between human practitioners within an organization and/or interactions between organizations and key external stakeholders shape strategic change.  This opportunity is for researchers using qualitative methods.

Professors Dusya Vera and Seemantini Pathak are recruiting a PhD student interested in focusing on leader character and strategic management.  Our interest is to contribute to research and practice on the drivers of sustained excellence in organizations and ultimately society, with particular interest in WHO strategic leaders need to be to achieve sustained excellence. The area of focus is character as applied to strategic leadership and strategic management, examining strength of character (e.g. courage, humility, humanity, transcendence, temperance, drive, integrity, etc.) as it relates to areas such as organizational learning, corporate governance, corporate scope and strategy, and the grand challenges of society. Sample publications:

• Vera, D., & Crossan, M. 2023. “Character-enabled improvisation and the new normal: A paradox perspective.” Management Learning, 54(1): 77-98.
• Crossan, M., Nguyen, B., Vera, D., Sturm, R., & Ruiz Pardo, A. 2023. “Leader character in engineering projects: A case study of character activation, contagion and embeddedness.” IEEE Transactions of Engineering Management.
• Vera, D., Bonardi, JP, Hitt, M., & Withers, M. 2022. “Extending the boundaries of strategic leadership and strategic management research.” The Leadership Quarterly, 33 (3): 101617.
• Chiu, S. C. S., Pathak, S., Hoskisson, R. E., & Johnson, R. A. 2022. “Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?: The Leadership Quarterly, 33(3), 101459.
• Salaiz, A., Evans, K. M., Jones, C. D., & Pathak, S. 2022. “CEO-COB prestige distance and change in diversification: Exploring a curvilinear relationship.” The Leadership Quarterly, 33(3), 101544.
• Evans, K., Salaiz, A., Pathak, S., & Vera, D. 2020. "Community influential directors and corporate social performance." Business & Society, 61(1): 225-263.

Professor Mark Zbaracki is recruiting PhD students interested in how Artificial Intelligence is shaping managerial practice, with a special focus on how AI applications to pricing have implications for issues of justice. Firms have learned to use supercharged pricing algorithms to maximize profit and gain competitive advantage, but the application of AI to pricing can also have profound social implications. I am exploring how firms consider the concerns of justice and strategy when they use AI to enhance their pricing decisions. Sample research includes:

• How AI Can Help Companies Set Prices More Ethically, Harvard Business Review, 2021.
• “Truth, Beauty, and Justice in Social Science Models,” Research in the Sociology of Organizations, (with Lee Watkiss, Cameron McAlpine, and Julian Barg) forthcoming.
• Pricing process as capability, Strategic Management Journal.
• Pricing as a strategic capability, Sloan Management Review.

Professors Mark Zbaracki and Lee Watkiss are recruiting PhD students with an interest in studying how interpretation and politics shape strategic decision-making and learning. This stream of research, revisits earlier work ( Strategic Decision Making ) and is being extended in research with a current PhD student, Cameron McAlpine. Our approach has three components:

• How we interpret the situation matters more than stable preferences in shaping decision making. Sample research includes Of Organizing and Sensemaking: From Action to Meaning and Back Again in a Half-Century of Weick’s Theorizing .
• Political dynamics shape learning and choice in and across organizations. Sample research includes research on The Politics of Organizational Learning .
• Ambiguity shapes decision-making and can be used strategically. A good statement of that approach can be found in a book review found here .

PhD Graduates

Strategy is one of five possible specializations within Ivey’s General Management PhD program. The Strategy specialization is designed for those interested in pursuing academic careers at top business schools in Strategy, Management, or Organization departments.

Dr. Jungsoo Ahn

Assistant Professor, Stony Brook University College of Business

Refining Adaptation and Its Onset: Signals of Financial Innovation that Trigger Strategic Attention in Financial Services

Market actors, such as venture founders, incumbent managers, and third parties, respectively shape categories to influence investors’ perceptions of the nascent markets and related firms. Yet we know less about the idiosyncratic role that producers and third parties play in the investment process. This dissertation seeks to advance our understanding about categorizations in shaping investment decisions... Read more about this thesis

Dr. Andrew Sarta

Assistant Professor, York University

Organizational adaptation is one of the most important concepts in strategic management. Historical conceptions suggest that without it, organizations are likely to succumb to inertia in dynamic environments and with it, organizations are likely to thrive. Despite its rich scholarly history, organizational adaptation continues to lack clarity and is often conflated with market entry, performance, or survival. More importantly, managers do not have a meaningful way to determine whether their organization is well-adapted or maladapted. Knowing when organizations begin to adapt to their changing environments subsequently becomes a difficult question to answer. In this thesis, I develop much-needed clarity to the concept of organizational adaptation while also examining its origins... Read more about this thesis

Dr. Nuruddin Ahmed

Postdoctoral Associate, Massachusetts Institute of Technology

Two Essays On Innovation In Artificial Intelligence: Corporate R&D And Firm-level Publications Strategy

Corporate research and development (R&D) plays an important role in firm-level innovation strategies. To maintain competitive advantage, firms tend to disclose their internal research strategically. Essay 1 of this dissertation examines what motivates firms to publish more papers in Artificial Intelligence (AI). Combining two disparate literatures— R&D disclosure strategy and strategic human capital literature— I argue that scientists have a preference to publish research and when scientists have higher bargaining power, firms tend to disclose more internal research to recruit talent. To test my propositions, I use a comprehensive dataset of 200 million US job postings (from Burning Glass Technologies) and.... Read more about this thesis

Discipline Coordinator

Lee Watkiss

Lee Watkiss draws on organizational theory and cultural analysis to explore how firms can influence the creation and alteration of the product and market categories they inhabit as well as how these categories provide stability for firms as they navigate turbulent environments.

Lee holds a Ph.D. from the Carroll School of Management at Boston College. Earlier in his career, he worked in diverse fields including engineering, professional services, and executive education in both multinational (e.g., Arthur Andersen and Deloitte & Touche) and small start-up ventures in the United Kingdom and the United States. In these roles, Lee advised and consulted for organizations across the technology, finance, energy, healthcare, insurance, manufacturing, media, real estate, retail, telecommunications, and transportation industries, including many of Fortune magazine’s “World’s Most Admired Companies.”

Lee currently teaches Strategic Analysis and Action and Cross-Enterprise Leadership in the HBA program, and Ivey Essentials - Strategy in the MSc program. He also teaches in the Ivey Frontline Leadership Program. While at Boston College, he received both the Donald J. White Teaching Excellence Award and the Carroll School of Management All Star Teacher Award for his teaching in the undergraduate program.

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• Disciplines
• Business, Economics and Public Policy (BEPP)
• Entrepreneurship
• Information Systems
• International Business
• Management Science
• Operations Management
• Organizational Behaviour
• Sustainability

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