Instructor: Dr. dt ogilvie Office: MEC Room 318 Office Hours: Tuesday after class or by appointment Class Site: https://newark.blackboard.rutgers.edu Email: [email protected]
To ensure your email gets to me in a timely manner, use the above email address and put Strategy Seminar in the subject line.
Note: This syllabus is subject to change.
620:558:01, PhD Seminar, Fall 2007 SEMINAR in Strategic Management Tuesdays 10 am –12:50 pm, ENG 301
COURSE DESCRIPTION
This PhD seminar is designed to: (1) survey the major theoretical perspectives and issues studied in strategic management (i.e., strategy) research, and (2) provide an interdisciplinary perspective on contemporary issues in strategic management. It has the following goals:
1 1- To familiarize you with the content and methods of the strategic management literature as a basis for the development of a dissertation proposal in the field, 2 3 2- To equip you with the skills to understand, analyze, and critique research articles in the field, as a basis for identifying limitations and gaps in the existing literature as well as for future reviewing work, and
4 3- To provide you with the skills to write a research proposal that could be submitted to a major academic conference in the field: the Academy of Management (AOM), the Academy of International Business (AIB), or the Strategic Management Society (SMS).
Seminar Objectives:
1. You should develop a basic understanding of the literature in Strategic Management, and show an understanding of and appreciation for the key concepts, theories, and interconnected research streams in Strategic Management.
2. You should develop an understanding of the major theories, issues, and contributions in the field of strategy formulation.
3. You should be able to evaluate and critically review academic writings in the field of Strategic Management. 4. You should develop new ideas and/or approaches that contribute to some portion of the theory/research on Strategic Management and that may be developed into a dissertation proposal or published paper.
5. You should be able to communicate, in oral and written form, knowledge, ideas, critical evaluations, and individual contributions to the Strategic Management literature.
Finally, this course is as much about the process of your academic development as it is about the content of the papers we review.
NB: This is not an applied strategic management course but instead is a seminar that surveys the relevant theoretical and empirical strategic management literature with the aim of preparing you to publish in top academic management journals such as Administrative Science Quarterly, Academy of Management Journal and Academy of Management Review, and Strategic Management Journal.
Broadly speaking, research in strategy focuses primarily on the conduct and performance of firms. An illustrative list of the issues addressed in strategy research includes identifying the profit potential of industries, exploring relationships between firm scale, scope and performance, linking industry evolution and firm performance, and understanding the managerial and organizational determinants of firm, and business-level outcomes.
The course draws upon theoretical perspectives from economics, sociology, psychology, finance, and organization theory to supplement more traditional strategy approaches towards understanding firm performance and related issues. Many of the issues examined, for instance vertical integration, firm diversification, industry structure, organizational and inter-organizational networks, are also common themes in other disciplines such as industrial organization economics, accounting, finance, marketing, and organizational and economic sociology. Accordingly, this course may be useful to PhD students with research interests in these areas.
While sessions may differ somewhat in their execution, each session will generally follow the organization of an empirical journal article -- theory, methods, results, and discussion. You will start the session by noting the theoretical questions that are raised and the theories that are brought to bear on them. Next, the methods of testing and the findings from the studies will be summarized such that you will be able to state "what you have learned from this body of research." Finally, we will conclude each session by outlining new research questions that are raised by the research -- you will be able to define extensions of the research, unanswered questions, and avenues for future research.
An important part of this course will be your socialization into the journal review process. Strategic management is consummately concerned with performance, and "publish or perish" is a very relevant performance criterion for aspiring academics. Therefore, about two-thirds of the way through the semester, your research paper for this class will be submitted to the Journal of Interdisciplinary Strategic Management Research for double-blind peer review. Coincidently, you are also a reviewer for this same hallowed journal.
“Instructor” Role
Instructor is a misnomer for my role. My job is primarily to select material that will teach and insure that our discussions engage the material so that it can do its job. In advanced study, carefully selected readings will go a long way to instructing. Importantly, it is the quality of student preparation and participation that makes a seminar. That is to say, my role in our discussions will be more to question and prod rather than evaluate or explain. I fully expect to be learning with and from you through our discussions.
Course Requirements:
Class Preparation and Participation (40% of grade) - Each participant is required to come prepared to class. Student preparation is critical and an important part of the evaluation of performance will be based on student preparedness and internalization of concepts as evidenced by in-class discussion. Since class discussion is an integral part of a seminar, absences and lack of preparedness are unacceptable. Preparation will always involve reading the weekly assignments. In addition, each article will be assigned to a discussion leader (see details of this role below), who will prepare a short (preferably a single page) written synopsis/critique of the article (see format below). While I will provide some lecture materials during class, most of the course will involve engaging in discussions about seminar topics. The sessions will consist in you critically discussing the articles assigned for each session with the aim of identifying their contributions, limitations, and possible avenues for future research in each topic. Here, the emphasis is on quality rather than quantity, on insight rather than summary.
The class participation grade is based on your regular daily class participation. In our profession, you are paid to not only know, but to be able to explain and contribute. Silently attending class indicates to me that you either know nothing about the day’s readings, or you are unable to express what you know to others. Both conclusions are to the detriment of your participation grade.
The assigned readings for the last sessions will be determined and presented by the students. You are responsible for downloading the reading assignments from our web- library resources and I will post inaccessible articles to our class web site or pass copies out in class the week before for students to copy. Beyond these readings, you will need to purchase and read one book that should be part of your strategy library anyway (for session #8):
Weick, K. 1995. Sensemaking in organizations. Sage. ISBN 0-8039-7177-X Paperback. You can purchase it on your own or several copies will be available at New Jersey Books. Research creativity is a fundamental skill of the successful researcher. As you read the literature, you should always look for research opportunities that would create value to the literature. To assist you in developing this skill, you should write “idea pages.” The purpose of the “idea page” is to provide you with an instrument for exploring research gaps in the literature. You should turn in 5 idea pages over the semester. Idea pages are outlines of a potential empirical research question that would make a contribution to the literature discussed in class. They should not exceed one page of single-spaced typed text. The research idea should relate to the material discussed in class that day, and should discuss the what, why and how of your research idea. Idea pages will be due in my mailbox at 8:00 a.m. the day before the discussion day. I will select one or two of the most promising idea pages and allocate time for discussion in class. This will provide authors of promising ideas with valuable feedback on their research idea. It is critical that students behave ethically in respecting “idea ownership rights” of others. Individual Research Paper (50% of grade) - Participants will also write an original research paper that relates a topic(s) covered in class to their own research interests. The final product will include an extensive literature review of your research topic, develop logical and intriguing hypotheses and original arguments, contain a methods section with a research design and data analysis, and suggest directions for future research. The term paper should follow the following logical steps: (1) define a research question, (2) review and critique the extant literature, (3) develop a few testable hypotheses, (4) identify a data source, (5) test the proposed hypotheses, and (6) discuss the implications and extensions of your research (see Research Paper Guidelines below).
Each paper should be written in the form of an empirical journal article (like SMJ, AMJ, or ASQ), and will undergo a “journal review process.” Papers spanning strategy and other disciplines such as accounting, finance, marketing, organization theory, economics, sociology, or other disciplines are also acceptable -- subject to a prior approval of the subject matter by the instructor. In our last session participants will present their research paper to others in the class. The presentation will follow the format of an Academy of Management presentation and will be about 15-20 minutes in length. Your final grade will reflect your presentation, revised paper (in response to reviewers), and your written responses to the reviewers of the Journal of Interdisciplinary Strategic Management Research.
There will be no incomplete grades given for incomplete papers. If you want to further polish the paper, it can be done after the semester but this work will not be graded using the incomplete grade.
Review (10% of grade): As a member of the review board for the Journal of Interdisciplinary Strategic Management Research, you are responsible for providing a quality review of two journal articles submitted to the blind review process. Keep your reviews to two, single-spaced pages and your responses to six single-spaced pages.
Grading I will assign your grade for this seminar as a function of: 1 1- Degree and quality of participation – Participation is very important. The profession consists in carrying out dialogues both orally and in written. You need to express your ideas and opinions, as clearly as possible. 2 2- Quality of summaries’ writing and presentation – I value the accuracy in reporting the author/s’ work, you adopting a critical stance in assessing the quality of the author’s work and your creativity in identifying avenues for future research. 3 3- Quality of integration 4 4- Quality of final paper – You need to lay out a research question based on a gap identified you identified in your literature review. For the literature review, I recommend reading some of the recent optional readings in the domain listed in the appendix. 5 To receive a grade of C on the course assignments, students must show at least a broad knowledge of the relevant literature. To receive a B, students must show at least a broad knowledge of the literature, plus an ability to integrate that literature to show linkages, relationships, etc. To receive an A, students must show at least a broad knowledge of the literature, an ability to integrate the literature, and creative insight that is not already present in the literature.
Please be careful about the back-loaded grades in this class. Eighty percent of the grades are assigned at the end of the semester (participation, paper, and exam). Of course, these grades are earned for your work over the whole semester. Feel free to talk to me to get feedback about your performance in class. Don't wait for your grades as a wake-up call; it's too late! 6 Plagiarism There is one fundamental norm in the academic profession: you cannot mention others’ ideas or words you have read or heard about in different settings (including conferences) without proper acknowledgement of the source. So, when you use others’ ideas, be sure to cite them. Otherwise, if found, it is grounds for dismissal from the course, disciplinary action, and may result in being expelled from the program, severely tainting your reputation in the academic profession.
NOTE
As for any well-established research area, it is practically impossible to cover all the important contributions to Strategic Management in the space of this doctoral seminar. All that we can achieve in the seminar is to introduce you to the theoretical foundations of the field and to expose you to some well-done research in promising and critical areas. It is your responsibility to expand your knowledge of the area through individual exploration and conversation with other faculty and students. To help out in your individual exploration, I have provided extra references on the topics covered. These may be helpful for your focusing on a particular topic. In addition, many of the topics that we cover in one day could be the topic of a whole doctoral seminar.
COURSE CALENDAR
Please note that this is a tentative schedule. Whenever I am forced to reschedule a class, I will do so in the most convenient way for everyone, and as close to the original date as possible.
SESSION DATE DUE CONTENT LEAD 1 9/4 Opening comments, discussion of goals & expectations, assignment of discussion leaders, etc.; set course calendar 2 9/10 Introduction and overview – What is strategy Ken 3 9/18 I/O Economics View of Strategy Matt 4 9/25 Conceptualizing and Operationalizing Strategy Ken 5 10/2 The Resource Based View of Strategy Shengsheng 6 10/9 2-3 page Schumpeterian/Dynamic View of Strategy Matt outline of paper 7 10/16 Learning and Knowledge-Based View of Strategy Kate 8 10/23 Cognitive View of Strategy Justin 9 10/30 Complexity Theory Holly 10 11/6 Corporate Level Strategy: Product-Market Justin Diversification and International Strategy 11 No 11/13 Your JISM Class submission* 12 11/20 Top Executives and the Upper-Echelons Perspective Holly 13 11/27 Corporate Governance and Agency Theory Joe 14 12/4 Your Strategic Process: Goals and Decision Making Max reviews* 15 12/11 Student Presentations and Closing Discussion 12/17 (or Your final earlier if paper and you reviewer prefer) responses*
*Incompletes will not be accepted and will negatively affect your grade. READING LIST
1. Syllabus & Skim Research Tool-kit Binder
2. Introduction and Overview – What is Strategy
Evered, R., 1980. “Review of Schendel and Hofer.” Administrative Science Quarterly, 536-543.
Barney, Jay B. 1986. Types of Competition and the Theory of Strategy: Toward an Integrative Framework. Academy of Management Review. 11(4): 791-800.
Montgomery, Cynthia A., Wernerfelt, Birger, & Balakrishnan, Srinivasan. 1989. Strategy Content and the Research Process: A Critique and Commentary. Strategic Management Journal. 10(2): 189-197.
Seth, Anju & Zinkhan, George. 1991. Strategy and the Research Process: A Comment. Strategic Management Journal. 12(1): 75-82.
Montgomery, Cynthia A., Wernerfelt, Birger, & Balakrishnan, Srinivasan. 1991. Strategy and the Research Process: A Reply. Strategic Management Journal. 12(1): 83-86.
Bettis, Richard A. 1991. “Strategic Management and the Straightjacket: An editorial essay” Organization Science. 2:315-319.
Rumelt, Richard P., Schendel, Dan, & Teece, David J. 1991. Strategic Management and Economics. Strategic Management Journal. 12 (Winter Special Issue): 5-29.
Carroll, Glenn R. “1993. A Sociological Perspective on Why Firm’s Differ” Strategic Management Journal, 4:237-249.
Barnett William P. and Burgelman Robert A. 1996. “Evolutionary Perspectives on Strategy,” Strategic Management Journal, 17: 5-19.
Hoskisson, R., Hitt, M., Wan, W., & Yiu, D., 1999. “Theory and research in strategic management: Swings of a pendulum.” Journal of Management, 417-456.
Hambrick, D.C. & Fredrickson. 2001. Are you sure you have a strategy? Academy of Management Executive, 15: 4: 48-59.
Hambrick, D.C., 2004. “The disintegration of strategic management: It’s time to consolidate our gains.” Strategic Organization, 2(1): 91-98.
Hitt, M., B. Boyd, & D. Li. In Press. The state of strategic management research and a vision of the future. Forthcoming in D. Ketchen and D. Bergh (2004) Research Methodology in Strategy and Management, Volume 1. Holland: Elsevier Press. 3. Industrial/Organization and Information Economics View of Strategy
Mahoney, J. 2004. Economic Foundations of Strategy. Sage Publications. 330 Pages (large font )
Stigler, George J. 1964. A Theory of Oligopoly. Journal of Political Economy. 72(1): 44-61.
Demsetz, Harold. 1973. Industry Structure, Market Rivalry, and Public Policy. Journal of Law and Economics. 16(1): 1-9.
Schmalensee, Richard. 1985. Do Markets Differ Much? American Economic Review. 75(3): 341- 351.
Wernerfelt, Birger & Montgomery, Cynthia A. 1986. What is an Attractive Industry? Management Science. 32(10): 1223-1230.
Rumelt, Richard P. 1991. How Much Does Industry Matter? Strategic Management Journal. 12: 167-185.
Zajac, Edward J. 1992. Relating Economic and Behavioral Perspectives in Strategy Research. In Paul Shirvastava, Anne Huff & Jane Dutton (Eds.), Advances in Strategic Management, vol. 8: 69-96. Greenwich, CT: JAI Press.
4. Conceptualizing and Operationalizing Strategy
Mintzberg, H., 1978. “Patterns in strategy formation.” Management Science, 934-948.
Snow, C.C. and Hambrick, D.C., 1980. “Measuring organizational strategies: Some theoretical and methodological problems.” Academy of Management Review, 527-538.
Inkpen, A. and Choudhury, N., 1995. “The seeking of strategy where it is not: Towards a theory of strategy absence.” Strategic Management Journal, 313-323.
Porter, M.E., 1996. “What is strategy?” Harvard Business Review, 61-79.
Fabian, F. & ogilvie, d. 2004/2005. Strategy as Art: Using a Creative Action-Based Model for Strategy Formulation. Chapter 7. In Steven W. Floyd, Johan Roos, Claus D. Jacobs, and Franz W. Kellermanns (Eds.). Innovating Strategy Processes, part of the SMS book series (Ed., M. Hitt), Malden, MA: Blackwell Publishing: 57-71.
Boyd, B.K., Gove, S., & Hitt, M.A. 2005. Construct measurement in strategic management research: Reality or illusion? Strategic Management Journal, 26(3): 239-257.
Boyd, B.K., Gove, S., & Hitt, M.A. 2005 Consequences of measurement problems in strategic management research: The case of Amihud and Lev. Strategic Management Journal, 26(4): 367- 375.
5. The Resource-Based View of Strategy
Wernerfelt, B., 1984. “A resource-based view of the firm.” Strategic Management Journal, 171- 180. Dierickx, I. & Cool, K. 1989a. Asset Stock Accumulation and Sustainability of Competitive Advantage. Management Science. 35(12): 1504-1511. Barney, Jay B. 1989. Asset Stocks and Sustained Competitive Advantage: A Comment. Management Science. 35(12): 1511-1513 (with Dierickx & Cool, 1989a). Dierickx, I. & Cool, K. 1989b. Asset Stock Accumulation and Sustainability of Competitive Advantage: Reply. Management Science. 35(12): 1514 (with Dierickx & Cool, 1989a).
Barney, J., 1991. “Firm resources and sustained competitive advantage.” Journal of Management, 99-120.
Peteraf, M.A., 1993. “The cornerstones of competitive advantage: A resource-based view.” Strategic Management Journal, 179-192.
Henderson, R. & Cockburn, I., 1994. “Measuring competence? Exploring firm effects in pharmaceutical research.” Strategic Management Journal, 63-84.
Priem, R. & Butler, J., 2001. “Is the resource-based view a useful perspective for strategic management research?” Academy of Management Review, 22-40.
Adner, R. & Helfat, C.R., 2003. “Corporate effects and dynamic managerial capabilities.” Strategic Management Journal, 1011-1025.
6. Schumpeterian/Dynamic View of Strategy
MacMillan, I.C., McCaffrey, M.L. & Van Wijk, G., 1985. “Competitors’ responses to easily imitated new products – Exploring commercial banking product introductions.” Strategic Management Journal, 75-86.
Jacobson, R., 1992. “The ‘Austrian’ school of strategy.” Academy of Management Review, 782- 807. ogilvie, d. 1998. Creative Action as a Dynamic Strategy: Using Imagination to Improve Strategic Solutions in Unstable Environments. Journal of Business Research, 41: 49-56.
Caves, R.E. & Ghemawat, P., 1992. “Identifying mobility barriers.” Strategic Management Journal, 1-12.
Chen, M-J, Smith, K.F., & Grimm, C.M., 1992. “Action characteristics as predictors of competitive responses.” Management Science, 439-455.
Ferrier, W.J., Smith, K.G., & Grimm, C.M., 1999. “The role of competitive action in market share erosion and industry dethronement: A study of industry leaders and challengers.” Academy of Management Journal, 372-388.
Eisenhardt, Kathleen M. & Martin, J. A. (2000). Dynamic capabilities: What are they? The Strategic Management Journal. 21(10-11): 1105-1121.
McNamara G, Vaaler PM, Devers C. 2003. Same as it ever was: The search for evidence of increasing competition. Strategic Management Journal 24(3): 261-278 McNamara G, Vaaler PM, Devers C. 2003. Same as it ever was: The search for evidence of increasing competition. Strategic Management Journal 24(3): 261-278.
7. Learning and Knowledge-Based View of Strategy
Lieberman, M., 1984. “The learning curve and pricing in the chemical processing industries.” Rand Journal of Economics, 213-228.
Fiol, C. & Lyles, M., 1985. “Organizational learning.” Academy of Management Review, 803- 813.
Cohen, W.M. & Levinthal, D.A., 1990. “Absorptive capacity: A new perspective on learning and innovation.” Administrative Science Quarterly, 128-152
Grant, R., 1996. “Toward a knowledge-based theory of the firm.” Strategic Management Journal, 109-122.
Hayward, M.L.A., 2002. “When do firms learn from their acquisition experience? Evidence from 1990-1995.” Strategic Management Journal, 21-39.
Benner, M.S. & Tushman, M.L., 2002. “Process management and technological innovation: A longitudinal study of the photography and paint industries.” Administrative Science Quarterly, 676-706.
Graebner, M. 2004. Momentum and Serendipity: How Acquired Leaders Create Value in the Integration of Technology-Based Firms, Strategic Management Journal, 751-778.
8. Cognitive View of Strategy
Weick, Karl. 1995. Sensemaking in organizations. Sage Publications.
Dearborn, D.C. & H. A. Simon, 1958, “Selective perception: A note on the departmental identifications of executives.” Sociometry, 21, 140-144.
Beyer, J. M., P. Chattopadhyay, E. George, W.H. Glick, d. ogilvie, & D. Pugliese, 1997, “The selective perception of managers revisited.” Academy of Management Journal, 40, 716-737.
Galbraith, Jay. 1974. Organization design: An information processing view. Interfaces, 4(3): 28- 36.
Tushman, Michael & D. Nadler. 1978. Information processing as an integrating concept in organizational design. Academy of Management Review. 3: 613-624.
Porac, Joseph, Howard Thomas, & Charles Badden-Fuller. 1989. Competitive groups as cognitive communities: The case of Scottish knitwear manufacturers. Journal of Management Studies. 26: 4: 397-416.
Walsh, James P. 1995. Managerial and organizational cognition: Notes from a trip down memory lane. Organization Science. 6: 3: 280-321. Hough, J.R., & ogilvie, d. 2005. An Empirical Test of Cognitive Style and Strategic Decision Outcomes. Journal of Management Studies, 42(2): 415-446.
Miller, C.C., L.M. Burke & W.H. Glick, 1998, “Cognitive diversity among upper-echelon executives: Implications for strategic decision processes.” Strategic Management Journal, 19, 39-58.
9. Complexity Theory
Arthur, W. B. (1990). Positive feedbacks in the economy. Scientific American, 262: 92-99. [on Arthur’s website at Santa Fe Institute: http://www.santafe.edu/arthur/Papers/Papers.html]
Stacey, R. D. (1995). The science of complexity: An alternative perspective for strategic change processes. Strategic Management Journal, 16: 477-495.
Browning, L. D., Beyer, J. M., Shelter, J. C. (1995). Building cooperation in a competitive industry: Sematech and the semiconductor industry. Academy of Management Journal, 38: 113- 151.
Arthur, W. B. (1999). Complexity and the economy. Science, 284: 107-109. [on Arthur’s website at Santa Fe Institute: http://www.santafe.edu/arthur/Papers/Papers.html]
Anderson, P. (1999). Complexity theory and organization science. Organization Science, 10: 216- 232.
Brown, S. L., Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42: 1-34.
10a Corporate Level Strategy: Product-Market Diversification
Bettis, R.A., 1982. “Performance differences in related and unrelated diversified firms.” Strategic Management Journal, 299-307.
Rumelt, R.P., 1982. “Diversification strategy and profitability.” Strategic Management Journal, 359-369.
Wernerfelt, B. & Montgomery, C.A., 1988. “Tobin’s q and the importance of focus in firm performance.” American Economic Review, 246-250.
Ramanujam, Vasudevan & Varadarajan, P., 1989. “Research on corporate diversification: A synthesis.” Strategic Management Journal, 523-551.
Bowman, E.H. & Helfat, C.E., 2001. “Does corporate strategy matter?” Strategic Management Journal, 1-24.
T. Ruefli & R. Wiggins. 2003. Industry, Corporate, and Segment Effects and Performance: A Non-Parametric Approach. Strategic Management Journal Volume 24, Number 9: 861-879 Miller C.C., ogilvie, d., & Glick, W.H. 2006. Assessing the external environment: An enrichment of the archival tradition. In D. Ketchen and D. Bergh (Eds.) Research Methodology in Strategy and Management, Vol.3. Oxford: Elsevier Ltd: 97-122.
10b. International Strategy
Kobrin, S., 1991. “An empirical analysis of the determinants of global integration.” Strategic Management Journal, 17-31.
Mitchell, W., Shaver, J.M., & Yeung, B., 1992. “Getting there in a global industry: Impacts on performance of changing international presence.” Strategic Management Journal, 419-432.
Birkinshaw, J., Morrison, A., & Hulland, A., 1995. “Structural and competitive determinants of a global integration strategy.” Strategic Management Journal, 637-655.
Dess, G., Gupta, A., Hennart, J., & Hill, C. 1995. Conducting and integrating strategy research at the international, corporate, and business levels: Issues and directions. Journal of Management, 21(3): 357-393.
Lohrke, Franz T. & Bruton, Garry D. 1998. Contribution and Gaps in International Strategic Management Literature. Journal of International Management. 3(1) 25-57.
Gupta, A., & Govindarajan, V., 2000. “Knowledge flows within multinational corporations.” Strategic Management Journal, 473-496.
Vermeulen, F. & Barkema, H., 2002. “Pace, rhythm, and scope: Process dependence in building a profitable multinational corporation.” Strategic Management Journal, 637-653. 11. Top Executives and the Upper-Echelons Perspective – JISM Paper Due
Hambrick, D. & Mason, P., 1984. “Upper echelons: The organization as a reflection of its top managers.” Academy of Management Review, 193-206.
Eisenhardt, K.M. & Schoonhoven, C.B., 1990. “Organizational growth: Linking founding team, strategy, environment, and growth among U.S. semiconductor ventures, 1978-1988.” Administrative Science Quarterly, 504-529.
Finkelstein, S. & Hambrick, D.C., 1990. “Top management team tenure and organizational outcomes: The moderating role of managerial discretion.” Administrative Science Quarterly, 484- 503.
Pettigrew, A., 1992. “On studying managerial elites.” Strategic Management Journal, 163-182.
Hayward, M.L.A. & Hambrick, D.C., 1997 “Explaining the premiums paid for large acquisitions: Evidence of CEO hubris.” Administrative Science Quarterly, 103-128.
Carpenter, M.A., Sanders, W.G., & Gregersen, H.B., 2001. “Bundling human capital with organizational context: The impact of international assignment experience on multinational firm performance and CEO pay.” Academy of Management Journal, 493-512.
Hambrick, D.C., S. Finkelstein, & A. Mooney. 2005. Executive Job Demands: New Insights for Explaining Strategic Decisions and Leader Behaviors, Academy of Management Review, 30(3): 472-491.
Carpenter, M.A., M.A. Geletkanycz, & W.G. Sanders. 2004. The upper echelons revisited: The antecedents, elements, and consequences of TMT composition. Journal of Management., 30: 749- 778.
Hambrick, D.C., S. Finkelstein, T. Cho & E. Jackson. 2004. Isomorphism in reverse: Institutional theory as an explanation for recent increases in intraindustry heterogeneity and managerial discretion. Research in Organizational Behavior, 26: 307-350.
12. Corporate Governance and Agency Theory
Jensen, M. & W. Meckling. 1976. Theory of the firm: Managerial behavior, agency costs, and ownership structure. Journal of Financial Economics. 3: 305-360.
Eisenhardt, K. 1989. Agency theory: An assessment and review. Academy of Management Review. 14: 57-74.
Gomez-Mejia, L. & R. Wiseman. 1997. Reframing executive compensation: An assessment and outlook. Journal of Management. 23: 291-374.
Dalton, D., C. Daily, A. Ellstrand, & J. Johnson. 1998. Meta-analytic reviews of board composition, leadership structure, and financial performance. Strategic Management Journal, 19(3): 269-290.
Zajac, E.J. and Westphal, J.D. 1998. Toward a behavioral theory of the CEO/board relationship: How research can enhance our understanding of corporate governance practices. In D.C. Hambrick, D.A. Nadler, & M.L. Tushman (eds.), Navigating Change: How CEOs, Top Management Teams, and Boards of Directors Steer Transformation, 256-277. Cambridge: Harvard Business School Press.
Westphal, J. & J. Fredrickson. 2001. Who directs strategic change? Director experience, the selection of new CEOs, and change in corporate strategy. Strategic Management Journal. 22: 1113-1137.
Sanders, W.G. & M.A. Carpenter. 2003. Strategic satisficing? A behavioral perspective of strategic initiative adoption. Academy of Management Journal. 46: 160-179.
Graebner, ME & Eisenhardt, KM. 2004. The Seller's Side of the Story: Acquisition as Courtship and Governance as Syndicate in Entrepreneurial Firms. Administrative Science Quarterly, 49(3): 366-403.
13. Strategic Process: Goals and Decision Making
Fredrickson, J.W. & Mitchell, T.R., 1984. “Strategic decision processes: Comprehensiveness and performance in an industry with an unstable environment.” Academy of Management Journal, 399-423.
Schweiger, D.M., Sandberg, W.R., & Ragan, J.W., 1986. “Group approaches for improving strategic decision making: A comparative analysis of dialectical inguiry, devil’s advocacy, and consensus.” Strategic Management Journal, 51-71.
Bourgeois, L. J., III. & Eisenhardt, Kathleen M. 1988. Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry. Management Science. 34(7): 816-835.
Fredrickson, J.W. & Iaquinto, A.L., 1989. “Inertia and creeping rationality in strategic decision processes.” Academy of Management Journal, 516-542.
Barr, P., Stimpert, L., & Huff, A., 1992. “Cognitive change, strategic action, and organizational renewal.” Strategic Management Journal, 15-36.
Eisenhardt, K. & Zbaracki, M., 1992. “Strategic decision making.” Strategic Management Journal, 17-37.
14. Student presentations STRATEGIC MANAGEMENT
References
In addition to the course readings, the following books and articles are listed here to supplement your readings on the concepts and problems we explore in the course.
Books:
Allison, Graham T. Essence of Decision. (Boston: Little, Brown, 1971.)
Amram, Martha and Nalin Kulatilaka. 1998. Real Options: Managing Strategic Investment in an Uncertain World. Boston: Harvard Business School Press.
Andrews, Kenneth R. The Concept of Corporate Strategy. (Homewood, IL: Dow Jones-Irwin, 1971.)
Barnard, Chester I. The Functions of the Executive. (Cambridge: Harvard University Press, 1938.)
Bartlett, Christopher A. and Sumantra Ghoshal. 1998, 2nd edition. Managing Across Borders: The Transnational Solution. Cambridge: Harvard Business School Press.
Beamish, Paul W. 1998. Strategic Alliances. Cheltenham: Elgar Publishing.
Bennis, W. and B. Nanus. Leaders: The Strategies for Taking Charge, Harper & Row: New York, l985.
Besanko, David, David Dranove, and Mark Shanley. The Economics of Strategy. New York: John Wiley, 1995
Block, Zanas and Ian C. MacMillan. 1993. Corporate Venturing. Cambridge: Harvard Business School Press.
Brandenburger, Adam and Barry Nalebuff. Co-opetition. New York; Doubleday, 1996
Braybrooke, David and Charles E. Lindblom. A Strategy for Decision: Policy Evaluation as a Social Process. (New York: Free Press, 1970.)
Brown, John Seely and Paul Duguid. 2000. The Social Life of Information. Boston: Harvard Business School Publishing.
Brown, Shona L. and Kathleen M. Eisenhardt. Competing on the Edge. (Boston: HBS Press, 1998).
Burgelman, R. and L. Sayles. Inside Corporate Innovation, Free Press: New York, 1986.
Caves, Richard. American Industry: Structure, Conduct, Performance. Third Edition. (Englewood Cliffs, NJ: Prentice-Hall, 1972.) Chandler, Alfred D., Jr. Strategy and Structure. (New York: Doubleday, 1966.)
Chandler, Alfred D., Jr. Scale and Scope. Cambridge: Harvard University Press).
Christensen, Clayton M. 1997. Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. Boston: Harvard Business School Press.
Cyert, Richard M. and James G. March. A Behavioral Theory of the Firm. (Englewood Cliffs, NJ: Prentice-Hall, 1963.)
D’Aveni, Richard A. Hypercompetition: Managing the Dynamics of Strategic Maneuvering. (New York: Free Press, 1994.)
De Geus, Arie P. 1997. Living Company. Boston: Harvard Business School Press.
Doz, Yves and Gary Hamel. Alliance Advantage: The Art of Creating Value Through Partnering. Boston: HBS Press, 1998.)
Drucker, Peter F. Management: Tasks, Responsibilities, and Practices. (New York: Harper and Row, 1974.)
Evans, Philip and Thomas S. Wurster. 1999. Blown to Bits: How the New Economics of Information Transforms Strategy. Boston: Harvard Business School Publishing.
Fruhan, William E. The Fight for Competitive Advantage. (Boston: Division of Research, Graduate School of Business Administration, Harvard University, 1972.)
Galbraith, Jay R. and Daniel A. Nathanson. Strategy Implementation: The World of Structure and Process. (New York: West Publishing Company, 1978.)
Gouillart F.J. and J.N. Kelly. 1995. Transforming the Organization. New York: McGraw Hill.
Hamel, Gary. 2000. Leading the Revolution. Boston: Harvard Business School Publishing.
Handy, Charles. 1991. Age of Unreason. Boston: Harvard Business School Press.
Haspeslagh. Philippe C. and David B. Jemison. Managing Acquisitions: Creating Value Through Corporate Renewal. (New York: Free Press, 1991.)
Hayes, Robert H. and Steven C. Wheelwright. Restoring Our Competitive Edge: Competing Through Manufacturing. (New York: John Wiley & Sons, 1984).
Henderson, Bruce D. Henderson on Corporate Strategy. (Cambridge: Abt Books, 1979.)
Komisar, Randy and Kent L. Lineback. 2000. The Monk and the Riddle: The Education of a Silicon Valley Entrepreneur. Boston: Harvard Business School Publishing.
Kotter, J. The General Managers, Free Press: New York, 1982.
Leavitt, Harold J. Corporate Pathfinders. (Homewood, IL: Dow Jones-Irwin, 1986). Leonard, Dorothy. 1997. Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation. Boston: Harvard Business School Press.
Markides, Constantinos. 1999. All the Right Moves: A Guide to Crafting Breakthrough Strategy. Boston: Harvard Business School Publishing.
Miles, Raymond E. and Charles C. Snow. Organizational Strategy, Structure, and Process. (New York: McGraw-Hill, 1978.)
Nelson, Richard and Sidney Winter. 1982. An Evolutionary Theory of Economic Change. Cambridge: Harvard University Press.
Nohria, N. and R. Eccles. 1993. Networks and Organizations. (Cambridge: Harvard Business School Press).
Pfeffer, Jeffrey and Robert I. Sutton. 1999. The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action. Boston: Harvard Business School Publishing.
Porter, Michael. Competitive Strategy. (New York: Free Press, 1981.)
, Competitive Advantage. (New York: Free Press, l985.)
Prigogine, Ilya. 1997. The End of Certainty: Time, Chaos, and the New Laws of Nature. New York: The Free Press.
Quinn, James Brian. Strategies for Change: Logical Incrementalism. (Homewood, IL: Richard D. Irwin, 1980.)
Rappaport, Alfred. 1998, 2nd edition. Creating Shareholder Value: A Guide for Managers and Investors. New York: Free Press.
Rogers, Everett M. 1995, 4th edition. Diffusion of Innovations. New York: Free Press.
Rothschild, William E. Strategic Alternatives: Selection, Development, and Implementation. (New York: Amacom, 1979.)
Rumelt, Richard P. Strategy Structure and Economic Performance. (Boston: Division of Research, Graduate School of Business Administration, Harvard University, 1974.)
Salter, Malcolm S. and Weinhold, Wolf A. Diversification Through Acquisition. (New York: Free Press, 1979.)
Sayles, L. Leadership: What Effective Managers Really Do and How They Do It, McGraw-Hill: New York, 1979.
Schelling, Thomas C. The Strategy of Conflict. (London: Oxford University Press, 1960.)
Selznick, P. Leadership in Administration, Row, Peterson and Company: Evanston, Ill., 1957.
Summer, Charles E. Strategic Behavior in Business and Government. (Boston: Little, Brown and Company, 1980.) Tichy, N. and DeVanna, M. The Transformational Leader, John Wiley & Sons: New York, 1986.
Tushman, Michael L. and Charles A. O’Reilly III. 1996. Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal. Boston: Harvard Business School Press.
Yergin, Daniel and Joseph Stanislaw. 1999. The Commanding Heights: The Battle Between Government and the Marketplace That Is Remaking the Modern World. Touchstone.
Articles:
Abernathy, William and Kenneth Wayne, “Limits of the Learning Curve,” Harvard Business Review, September-October 1974.
Abernathy, William and James Utterback, “Innovation and the Evolving Structure of the Firm,” Harvard Business Review, June 1975.
Amram, Martha and Nalin Kulatilaka. 1999. “Disciplined Decisions: Aligning Strategy With the Financial Markets,” Harvard Business Review, Jan-Feb 77(1): 95-104.
Ansoff, Igor, “The State of Practice in Planning Systems,” Sloan Management Review, Winter 1977.
Banks, Robert L. and Steven C. Wheelwright, “Operations vs. Strategy: Trading Tomorrow for Today,” Harvard Business Review, May-June 1979.
Bartlett, Christopher A. and Sumantra Ghoshal. 2000. “Going Global: Lessons from Late Movers,” Harvard Business Review, March-April, 132-142.
Berg, N., “Strategic Planning in Conglomerate Companies,” Harvard Business Review, May 1975.
Berry, Charles, “Corporate Growth and Diversification,” The Journal of Law and Economics, October 1971.
Bettauer, A., “Strategy for Divestments: How to Dispose of Part of the Organization,” Harvard Business Review, March 1967.
Bettis, Richard A. and William K. Hall, “Strategic Portfolio Management in the Multibusiness Firm,” California Management Review, Fall 1981.
Biggadike, Ralph, “The Risky Business of Diversification,” Harvard Business Review, May-June 1979.
Bloom, P. and P. Kotler, “Strategies for High Market Share Companies,” Harvard Business Review, November-December 1975.
Bourgeois, L. J., “Performance and Consensus,” Strategic Management Journal, July-September 1980. Bourgeois, L. J. and David R. Brodwin, “Strategy Implementation: Five Approaches to an Elusive Phenomenon,” Strategic Management Journal, July-Sept. 1984.
Bowman, Edward H., “A Risk/Return Paradox for Strategic Management,” Sloan Management Review, Spring 1980.
Brown, John Seely and Paul Duguid. 2000. “Balancing Act: How to Capture Knowledge Without Killing It,” Harvard Business Review, May-June, 73-80.
Burgelman, Robert A., “A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy,” Academy of Management Review, January 1983.
, “Designs for Corporate Entrepreneurship in Established Firms,” California Management Review, XXXVI (Spring l984).
Buzzell, R. D., B. T. Gale, and R. G. M. Sultan, “Market Share - A Key to Profitability,” Harvard Business Review, January-February 1975.
Carey, Dennis, moderator. 2000. “Lessons from Master Acquirers: A CEO Roundtable on Making Mergers Succeed,” Harvard Business Review, May-June, 145-154.
Chaudhuri, Saikat and Benham Tabrizi. 1999. “Capturing the Real Value in High-Tech Acquisitions, Harvard Business Review, September-October, 123-130.
Christensen, Clayton M. and Michael Overdorf. 2000. “Meeting the Challenge of Disruptive Change,” Harvard Business Review, March-April, 66-76.
Clifford, Donald, “Growth Pains of the Threshold Company,” Harvard Business Review, September-October 1973.
Collins, Jim. 1999. “Turning Goals Into Results: The Power of Catalytic Mechanisms,” Harvard Business Review, July-August 77(4): 71-82.
Clifford, Donald, “Growth Pains of the Threshold Company,” Harvard Business Review, September-October 1973.
Day, George S., “Diagnosing the Product Portfolio,” Journal of Marketing, April 1977.
Eccles, Robert G., Kersten L. Lanes, and Thomas C. Wilson. 1999. “Are You Paying Too Much for That Acquisition?,” Harvard Business Review, July-August 77(4): 136-146.
Emshoff, James R. and Ian I. Mitroff, “Improving the Effectiveness of Corporate Planning,” Business Horizons, October 1978.
Fahey, Liam and William R. King, “Environmental Scanning for Corporate Planning,” Business Horizons, August 1977.
Foreman, Leonard and William Lawrence, “The Case Against Corporate Planning,” Business Horizons, October 1978.
Fredrickson, James and Anthony Iaquinto, “Inertia and Creeping Rationality in Strategic Decision Processes,” Academy of Management Journal, September 1989, 516-542. Fruhan, William E., “Pyrrhic Victories in Fights for Market Share,” Harvard Business Review, September-October 1972.
Ghemawat, Pankaj and Fariborz Ghadar. 2000. “The Dubious Logic of Global Megamergers,” Harvard Business Review, July-August, 64-72.
Gilmore, Frank F., “Formulating Strategy in Smaller Companies,” Harvard Business Review, May-June 1971.
Gluck, F.W., S.P. Kaufman, and A.S. Walleck, “Strategic Management for Competitive Advantage,” Harvard Business Review, July-August 1980.
Greiner, Larry E., “Evolution and Revolution as Organizations Grow,” Harvard Business Review, July-August 1972.
Gulati, Ranjay, Tarun Khanna and Nitin Nohria. 1994. “Unilateral Commitments and the Importance of Process in Alliances,” Sloan Management Review, Spring. 61-69.
Guth, W. D. and R. Taguiri, “Personal Executive Values and Corporate Strategy,” Harvard Business Review, September 1975.
Hall, William K., “SBUs: Hot, New Topic in the Management of Diversification,” Business Horizons, February 1978.
, “Survival Strategies in a Hostile Environment,” Harvard Business Review, September-October 1980.
Hambrick, D.C., I.C. MacMillan, and D.L. Day, “Strategic Attributes and Performance in the BCG Matrix - A PIMS-Based Analysis of Industrial Product Businesses,” Academy of Management Journal, September 1982.
Hamermesh, Richard G. and Steven Silk, “How to Compete in Stagnant Industries,” Harvard Business Review, July-August 1980.
Haspeslagh, Philippe, “Portfolio Planning: Uses and Limits,” Harvard Business Review, January- February 1982.
_____ and David B. Jemison, “Acquisitions: Myths and Reality,” Sloan Management Review, Spring 1987.
Hayes, Robert H. and William J. Abernathy, “Managing Our Way to Economic Decline,” Harvard Business Review, July-August 1980.
Henderson, Bruce D., “Brinksmanship in Business,” Harvard Business Review, March 1976.
Hirsh, R. “How Success Short-Circuits the Future,” Harvard Business Review, 1986, 64 (2), pp. 72-77.
Jemison, David B., “The Importance of an Integrative Approach to Strategic Management Research,” Academy of Management Review, April 1981.
Jemison, David B. and Sim B. Sitkin, “Corporate Acquisitions: A Process Perspective,” Academy of Management Review, January 1987. ______“Acquisitions: The Process Can Be a Problem,” Harvard Business Review, March-April, 1986.
Khanna, Tarun and Krishna Palepu. 1999. “The Right Way to Restructure Conglomerates in Emerging Markets,” Harvard Business Review, July-August 77(4): 125-134.
Lindblom, Charles E., “Still Muddling, Not Yet Through,” Public Administration Review, November-December 1979.
, “The Science of ‘Muddling Through,’” Public Administration Review, Spring 1959.
Lorenzoni G. and C. Baden-Fuller. 1995. “Creating a Strategic Center to Manage a Web of Partners,” California Management Review, Vol. 37, no.3, 146-163.
Melichor and Rush, “Evidence on the Acquisition-Related Performance of Conglomerate Firms,” Journal of Finance, March 1974.
Mintzberg, Henry, “The Manager’s Job: Folklore and Fact,” Harvard Business Review, June - August 1975.
Mintzberg, Henry and James A. Waters, “Tracking Strategy in an Entrepreneurial Firm,” Academy of Management Journal, September 1982.
, “Planning on the Left Side and Managing on the Right,” California Management Review, July- August 1976.
, “Strategy-Making in Three Modes,” California Management Review, Winter 1973.
Newman, Howard H., “Strategic Groups and the Structure-Performance Relationship,” Review of Economics and Statisitcs, August 1978.
Perspective…1995. “How Can Big Companies Keep the Entrepreneurial Spirit Alive?” Harvard Business Review, November-December, 183-192.
Porter, Michael E., “Please Note Location of Nearest Exit: Exit Barriers and Planning,” California Management Review, Vol. XIX.
, and R. Caves “From Entry Barriers to Mobility Barriers...,” Quarterly Journal of Economics, May 1977.
Quinn, James Brian, “Strategic Change: ‘Logical Incrementalism,’” Sloan Management Review, Fall 1978.
, “Technological Innovation, Entrepreneurship, and Strategy,” Sloan Management Review, Spring 1979.
Rappaport, Alfred and Mark L. Sirower. 1999. “Stock or Cash? The Trade-Offs for Buyers and Sellers in Mergers and Acquisitions,” Harvard Business Review, March-April, 147-158.
Scott, Bruce R., “Stages of Corporate Development--Part I,” Graduate School of Business Administration, Harvard University, Case No. 9-371-294. Spence, A. Michael, “Entry, Capacity, Investment and Oligopolistic Pricing,” Bell Journal of Economics.
Stevenson, Howard H., “Defining Corporate Strengths and Weaknesses,” Sloan Management Review, Spring 1976.
Tannenbaum, R. and W. H. Schmidt, “How to Choose a Leadership Pattern,” Harvard Business Review, May-June 1973.
Thomas, Philip S., “Environmental Analysis for Corporate Planning,” Business Horizons, October 1974.
Tilles, S., “How to Evaluate Corporate Strategy,” Harvard Business Review, July 1973.
Uyterhoeven, Hugo, “General Managers in the Middle,” Harvard Business Review, March-April 1972.
Vancil, Richard F. and Peter Lorange, “Strategic Planning in Diversified Companies,” Harvard Business Review, January-February 1975.
Wheelwright, Steven C. and Robert L. Banks, “Involving Operating Managers in Planning Process Evolution,” Sloan Management Review, Summer 1979.
Wheelwright, Steven C. and Robert H. Hayes, “Competing Through Manufacturing,” Harvard Business Review, January-February l985.
Wrapp, H.E., “Good Managers Don’t Make Policy Decisions,” Harvard Business Review, September-October 1967.
Zaleznik, Abraham, “The Human Dilemmas of Leadership,” Harvard Business Review, July- August 1963. Article Synopsis/Critique Format
You should distribute and present the synopsis in class for 5-10 minutes, followed by comments from and discussion with the other students, as well as myself. The synopsis should be preferably be 1 page but no more than 2 pages (11 point font and single- spaced) and reproduce the structure of a typical paper which contains the following sections (sections 3 through 5 do not apply for theory papers, only for empirical ones), with a header showing the complete reference for the article: 1 1- Research question (1 sentence ending in ?) 2 2- Hypotheses and the theoretical arguments supporting each of them (1 sentence each) 3 3- Explanations of the key constructs in the paper 4 4- Population and sample characteristics (1 sentence) 5 5- Methods (operationalization of key variables, data sources, and statistical specification) 6 6- Results (i.e. whether hypotheses were supported or not, use abbreviations like H1 for Hypothesis 1) 7 7- Key findings/conclusions and interpretations thereof 8 8- Limitations: the ones identified by the author/s and, more importantly, any additional you might find 9 9- Your assessment of the strengths/weaknesses of the study, arguments, or methods, and its contributions to the literature 10 10- Avenues for future research, especially your own ideas (and not just the author/s’)
From my experience, these summaries greatly help you to prepare for your comprehensive exam and build your “knowledge database” for future reference. Please follow the format guidelines outlined above and bring enough printed paper summaries to the class to distribute to all the participants (including me; you should also email me a copy). We will spend around 15-20 minutes per article and still have time for the integration and wrap-up at the end of the session (at least 20 minutes).
For each session (except the first one), a student will volunteer to be responsible for preparing and presenting the integration. The integration consists of comparing and contrasting the different articles in the session, identifying existing and potential links, gaps and contradictions, as well as links with other sessions and seminars. In the first session, students will choose which session/s to integrate. You should send me via email a draft of your integration framework 2 days prior to the session, to be discussed with me before the session, if necessary. Discussion Leader Role
Each student will serve as a discussion leader for a session. The session leader’s role will include the following: a. Provide introductory remarks at the beginning of the session, providing an overview of the topic, without discussing the individual readings in detail. Identify the overall themes, gaps, and tensions in the particular research stream. b. Manage the discussion during the session. This includes seeding questions, and involving all participants in the discussion. c. At the end of the session take 10-15 minutes to summarize the session, provide insights into the 3-5 most interesting patterns of findings that have been encountered by researchers, and propose ways in which the readings either reinforce or contradict each other. Here the focus is on synthesis. You also need to identify opportunities for future research. d. Provide a written summary of the session (1-2 pages typed single-spaced), reflecting on issues highlighted (particularly in points a. and c). The focus is on synthesizing the literature, and on reflecting thoughtful arguments. The summary is due at the beginning of the following session. You may circulate it via email. Research Paper Guidelines
You are required to submit a research paper relating to a topic covered in the course. The purpose of this paper is to encourage experimentation on possible first- or second-year paper topics as well as develop your ability to carry out research in the strategy field. Another goal is for you to have a paper that can be submitted to the Academy of Management (or other) conference This paper should, at a minimum, e. discover and motivate a research question germane to strategic management. This should be done in the introduction, where you identify the research question, briefly describe what prior work has done and what is missing, and indicate what you will do to ameliorate the problem. Each of these issues should be addressed in one paragraph. f. review and synthesize the literature in strategy and other fields related to the question. A literature review should be held in a persuasive argument fashion. g. develop testable (non-obvious) hypotheses, h. outline a research design in the methods section, i. collect and analyze data, and report the results, j. add a conclusion section where you focus on literature contribution, limitations, and future research; and k. further prepare the paper for submission to the Academy of Management annual conference (use AMJ style guide, to be found in first issue of each year or on the AOM website http://aom.pace.edu/AMJ/). PhD Research Methods Seminar Spring 2007 - Personal Data Sheet
Please provide me the following information. I'd like to know something about your experiences and plans.
Name:______
Email:
Academic Background:
Work Experience:
Research Interests:
Other Information?
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