phd thesis in strategic management

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Management and Organization Theses and Dissertations

Theses/dissertations from 2024 2024.

Examining the Factors Impacting the Undergraduate Degree Performance in the College of Business at Southern Univeristy and Agriculture & Mechanical College , Brian D. Adams

Understanding Donor Preferences and Intentions: A Theory of Planned Behavior Approach , Kimberly Cubre

Home Is Where the Work Is: How Biases in Managers’ Resource Allocation Decisions Affect Task Performance in Remote Work Environments , Richard D. Mautz III

Fraud Brainstorming in an Era of Remote Work: The Effects of Alternative Video Conferencing Configurations and Audit Team Hierarchy , Ahmed Shuaib

Theses/Dissertations from 2023 2023

For Love or Money: Investor Motivations in Equity-Based Crowdfunding , Jason C. Cherubini

The Great Resignation: An Exploration of Strategies to Combat School Bus Driver Shortages in the Post-COVID-19 Era , James E. Cole Jr.

An Empirical Analysis of Sentiment and Confidence Regarding Interest Rates in Disclosures of Public Firms in the U.S. Fintech Sector , James J. Farley

Motivations for Planning: Uncovering the Inhibitors to the Adoption of Comprehensive Financial Planning for Business Owners , Daniel R. Gilham

An Examination of Reward-Based Crowdfunding Performance and Success , Matthew Alan Grace

All Quiet on The Digital Front: The Unseen Psychological Impacts on Cybersecurity First Responders , Tammie R. Hollis

Commitment to Change Dimensions: The Influence of Innovative Work Behavior and Organizational Environments , Michael Holmes

Turmoil in the Workforce: Introduction of the Nomadic Employee , Catrina Hopkins

Attention-Grabbing Tactics on Social Media , Arjun Kadian

Examining the Complexity of Cross & Collaborative Selling and Service-Sales Ambidexterity in Multi-Practice Professional Service Firms , Eduardo A. Suarez-Solar

Theses/Dissertations from 2022 2022

Building a Mentor-Mentee Maturity Model , Leroy A. Alexander

Do Auditors Respond to Changes in Clients’ Analyst Coverage? Evidence from a Natural Experiment , Mohammad Alkhamees

Designing a Messaging Strategy to Improve Information Security Policy Compliance , Federico Giovannetti

Are all pictures worth 1,000 words? An Investigation of Fit Between Graph Type and Performance on Accounting Data Analytics Tasks , Shawn Paul Granitto

An Enterprise Risk Management Framework to Design Pro-Ethical AI Solutions , Quintin P. McGrath

Deceptive Appeals and Cognitive Influences Used in Fraudulent Scheme Sales Pitches , Rafael J. Toledo

Using Online Reviews to Identify How Hotels Can Satisfy Travelers With Pets While Making Money , Sonia Weinhaus

Theses/Dissertations from 2021 2021

The IS Social Continuance Model: Using Conversational Agents to Support Co-creation , Naif Alawi

The Use of Data Analytic Visualizations to Inform the Audit Risk Assessment: The Impact of Initial Visualization Form and Documentation Focus , Rebecca N. Baaske (Becca)

Identification of Entrepreneurial Competencies in I-Corps Site Teams at the University of South Florida , Mark A. Giddarie

Understanding Nonprofit Boards: An Exploratory Study of the Governance Practices of Regional Nonprofits , Susan Ryan Goodman

Strengthening the Entrepreneurial Support Community , Andrew J. Hafer

Who to Choose? Rating Broker Best Practices in the Medicare Advantage Industry , Darwin R. Hale

Bridging the Innovatino Gap at SOCOM , Gregory J. Ingram

Improving Environmental Protection: One Imagined Touch at a Time , Luke Ingalls Liska

Residential Curbside Recycle Context Analysis , Ntchanang Mpafe

Fighting Mass Diffusion of Fake News on Social Media , Abdallah Musmar

Managing Incomplete Data in the Patient Discharge Summary to Support Correct Hospital Reimbursements , Fadi Naser Eddin

GAO Bid Protests by Small Business: Analysis of Perceived and Reported Outcomes in Federal Contracting , David M. Snyder

Engagement and Meaningfulness as Determinants of Employee Retention: A Longitudinal Case Study , Calvin Williams

Public Budgeting as Moral Dilemma , Ben Wroblewski

Theses/Dissertations from 2020 2020

Improving Engagement: The Moderating Effect of Leadership Style on the Relationship Between Psychological Capital and Employee Engagement , Scott Beatrice

Physician Self-Efficacy and Risk-Taking Attitudes as Determinants of Upcoding and Downcoding Errors: An Empirical Investigation , Samantha J. Champagnie

Digital Identity: A Human-Centered Risk Awareness Study , Toufic N. Chebib

Clarifying the Relationship of Design Thinking to the Military Decision-Making Process , Thomas S. Fisher

Essays on the Disposition Effect , Matthew Henriksson

Analysis of Malicious Behavior on Social Media Platforms Using Agent-Based Modeling , Agnieszka Anna Onuchowska

Who Rises to the Top: An Investigation of the Essential Skills Necessary for Partners of Non-Big 4 Public Accounting Firms , Amanda K. Thompson-Abbott

Theses/Dissertations from 2019 2019

The Financial and Nonfinancial Performance Measures That Drive Utility Abandonments and Transfers in the State of Florida , Daniel Acheampong

Locating a New Collegiate Entrepreneurship Program, a Framework for a University Campus , Douglas H. Carter

Understanding Employee Engagement: An Examination of Millennial Employees and Perceived Human Resource Management Practices , Danielle J. Clark

The Potential Impact Radius of a Natural Gas Transmission Line and Real Estate Valuations: A Behavioral Analysis , Charles M. Hilterbrand Jr.

Introducing a Mobile Health Care Platform in an Underserved Rural Population: Reducing Assimilations Gaps on Adoption and Use via Nudges , Joseph Hodges

Controlling Turnover in an Inside Sales Organization: What are the Contributing Factors , Dennis H. Kimerer

An Emergent Theory of Executive Leadership Selection: Leveraging Grounded Theory to Study the U.S. Military's Special Forces Assessment and Selection Process , Darryl J. Lavender

Essays on Migration Flows and Finance , Suin Lee

The Underutilized Tool of Project Management - Emotional Intelligence , Gerald C. Lowe

Increasing the Supply of the Missing Middle Housing Types in Walkable Urban Core Neighborhoods: Risk, Risk Reduction and Capital , Shrimatee Ojah Maharaj

Playing Darts in the Dark: How are Chamber of Commerce Leaders Aligned for Greater Effectiveness? , Robert J. Rohrlack Jr.

Are Transfer Pricing Disclosures Related to Tax Reporting Transparency? The Impact of Auditor-Provided Transfer Pricing Services , Stephanie Y. Walton

Theses/Dissertations from 2018 2018

Price Transparency in the United States Healthcare System , Gurlivleen (Minnie) Ahuja

How to Build a Climate of Quality in a Small to Medium Enterprise: An Action Research Project , Desmond M. Bishop III

Banking on Blockchain: A Grounded Theory Study of the Innovation Evaluation Process , Priya D. Dozier

Enhancing the Design of a Cybersecurity Risk Management Solution for Communities of Trust , James E. Fulford Jr.

An Examination of the Progressive and Regressive Factors that Business Owners Consider When Choosing Whether or Not to Implement an Exit Strategy , David C. Pickard

The Relationship between Ambient Lighting Color and Hotel Bar Customer Purchase Behavior and Satisfaction , Kunal Shah

The Unmanned Aerial Systems (UASs) Industry and the Business Impacts of the Evolution of the Federal Regulatory Environment , Darren W. Spencer

Intercultural Communication Between International Military Organizations; How Do You Turn a ‘No’ Into a ‘Yes’? , Douglas A. Straka

Essential Leadership Skills for Frontline Managers in a Multicultural Organization , Janelle Ward

Moffitt Cancer Center: Leadership, Culture and Transformation , W. James Wilson

Two Essays on String of Earnings Benchmarks , Yiyang Zhang

Theses/Dissertations from 2017 2017

Multi-Step Tokenization of Automated Clearing House Payment Transactions , Privin Alexander

The Effect of Corporate Social Responsibility Investment and Disclosure on Cooperation in Business Collaborations , Sukari Farrington

What Factors during the Genesis of a Startup are Causal to Survival? , Gilbert T. Gonzalez

The Great Recession of 2007 and the Housing Market Crash: Why Did So Many Builders Fail? , Mohamad Ali Hasbini

The Effect of Expanded Audit Report Disclosures on Users’ Confidence in the Audit and the Financial Statements , Peter Kipp

An Examination of Innovation Idea Selection Factors in Large Organizations , Troy A. Montgomery

Essays on Sales Coaching , Carlin A. Nguyen

Vital Signs of U.S. Osteopathic Medical Residency Programs Pivoting to Single Accreditation Standards , Timothy S. Novak

Leaders Who Learn: The Intersection of Behavioral Science, Adult Learning and Leadership , Natalya I. Sabga

Toward a Systemic Model for Governance and Strategic Management: Evaluating Stakeholder Theory Versus Shareholder Theory Approaches , James A. Stikeleather

A Longitudinal Study of the Effects of Cognitive Awareness Training on Transaction Processing Accuracy: An Introduction to the ACE Theoretical Construct , John Townsend

Theses/Dissertations from 2016 2016

The Effect of Presentation Format on Investor Judgments and Decisions: Does the Effect Differ for Varying Task Demands? , Kevin Agnew

Theses/Dissertations from 2014 2014

Multi-Task Setting Involving Simple and Complex Tasks: An Exploratory Study of Employee Motivation , Maia Jivkova Farkas

Essays on Mergers and Acquisitions , Marcin Krolikowski

Do Social Biases Impede Auditor Reliance on Specialists? Toward a Theory of Social Similarity , Rina Maxine Limor

Theses/Dissertations from 2013 2013

Psychological Distance: The Relation Between Construals, Mindsets, and Professional Skepticism , Jason Rasso

Theses/Dissertations from 2011 2011

Combining Natural Language Processing and Statistical Text Mining: A Study of Specialized Versus Common Languages , Jay Jarman

An Empirical Investigation of Decision Aids to Improve Auditor Effectiveness in Analytical Review , Robert N. Marley

The Effects of Item Complexity and the Method Used to Present a Complex Item on the Face of a Financial Statement on Nonprofessional Investors` Judgments , Linda Gale Ragland

Theses/Dissertations from 2010 2010

Two Essays on Information Ambiguity and Informed Traders’ Trade-Size Choice , Ziwei Xu

Theses/Dissertations from 2008 2008

Two Essays on the Conflict of Interests within the Financial Services Industry-- Financial Industry Consolidation: The Motivations and Consequences of the Financial Services Modernization Act (FSMA) and “Down but Not Out” Mutual Fund Manager Turnover within Fund Families , Lonnie Lashawn Bryant

Two Essays on Multiple Directorships , Chia-wei Chen

Two Essays on Financial Condition of Firms , Sanjay Kudrimoti

A Study of Cross-Border Takeovers: Examining the Impact of National Culture on Internalization Benefits, and the Implications of Early Versus Late-Mover Status for Bidders and Their Rivals , Tanja Steigner

Two Essays on Corporate Governance⎯Are Local Directors Better Monitors, and Directors Incentives and Earnings Management , Hong Wan

Theses/Dissertations from 2007 2007

The Role of Ethnic Compatibility in Attitude Formation: Marketing to America’s Diverse Consumers , Cynthia Rodriguez Cano

Two Essays on Venture Capital: What Drives the Underpricing of Venture CapitalBacked IPOs and Do Venture Capitalists Provide Anything More than Money? , Donald Flagg

Two essays on market efficiency: Tests of idiosyncratic risk: informed trading versus noise and arbitrage risk, and agency costs and the underlying causes of mispricing: information asymmetry versus conflict of interests , Jung Chul Park

The impact of management's tone on the perception of management's credibility in forecasting , Robert D. Slater

Uncertainty in the information supply chain: Integrating multiple health care data sources , Monica Chiarini Tremblay

Theses/Dissertations from 2006 2006

Adolescent alcohol use and educational outcomes , Wesley A. Austin

Certificate of need regulation in the nursing home industry: Has it outlived its usefulness? , Barbara J. Caldwell

The impacts of the handoffs on software development: A cost estimation model , Michael Jay Douglas

Using emergent outcome controls to manage dynamic software development , Michael Loyd Harris

The information technology professional's psychological contract viewed through their employment arrangement and the relationship to organizational behaviors , Sandra Kay Newton

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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

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Ph.D. in Strategic Management

Program information.

Please note: We are not accepting applications in strategic management for the fall 2025 term.

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 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

View degree requirements and a detailed list of courses in the KU 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

• William & Judy Docking Professor of Strategy

Strategic management doctoral students

• Ph.D. Student

• Marketing and Business Law academic area

Strategic Management

Our doctoral program in Strategic Management trains students to produce high-quality research and teaching in the field of strategic management and prepares them to pursue careers as tenure-track faculty at top academic research institutions.

Our research, course development, and teaching draws on multiple disciplines, including economics, sociology, and political science. Our goal is to generate findings and develop concepts that help managers or entrepreneurs improve strategic decisions and to convey these findings to students and practitioners.

The Strategic Management faculty at Purdue is recognized as one of the top groups in the world in terms of both productivity and influence, and our PhD students consistently compete for and win Dissertation Awards in the Strategic Management and Entrepreneurship Divisions of the Academy of Management.

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Best Value School #7

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Want to Learn More? 

If you would like to receive more information about doctoral study in Strategic Management, please contact us and an Admissions Specialist will be in touch to connect you with a department representative!

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Program Details

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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 David Atkin, Keith Chen , and Anton Popov 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 Jana Gallus et al. 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.  

Household Energy Efficiency: Not All Upgrades Are Created Equal Yating Chuang, Magali Delmas , and Stephanie Pincetl 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.  

The Growth of Hierarchy in Organizations: Managing Knowledge Scope Megan Lawrence and Christopher Poliquin UCLA Anderson Review

Growing organizations often struggle to coordinate their employees. We distinguish coordination problems generated by increased size from problems generated by expanding the variety of knowledge used. Both spur organizations to hire additional managers. But organizations whose employees have more shared work experience have a greater ability to coordinate and thus can delay the expansion of hierarchy.  

The New Argonauts: The International Migration of Venture-Backed Companies Yuan Shi, Olav Sorenson, and David Waguespack UCLA Anderson Review

Although many high-profile startups have relocated their headquarters from one country to another, systematic information on this phenomenon has been scarce. How frequently do these moves happen? Why do startups move? Over 20 years, we have built a database that can begin to answer these questions. International moves appear rare. When startups do move, they tend to move to places with more venture capital, particularly when their existing investors have connections in those places. Movers, moreover, raise more money than non-movers, mostly from investors in their destination countries. Capital availability, rather than access to talent or proximity to customers, appears to be the strongest predictor of startup migration.  

Nursing Home Industry Profits Obscured by Related-Party Transactions Ashvin Gandhi and Andrew Olenski UCLA Anderson Review

The vast majority of nursing homes are covertly extracting profits for investors while reporting relatively weak financials to industry regulators, Some two-thirds of the industry’s profits appear to be hidden from regulators and lawmakers. The practice, dubbed “tunneling,” involves making inflated payments for goods and services to another firm with common ownership. While not illegal, masking profits as expenses in this way could ultimately restrict quality care and raise costs for patients, insurers and taxpayers, while funneling more money to investors.  

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 in Strategic Management

• Academics Overview
• Collaborative Research
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Mentorship, Research, and Publications

We have an excellent history of doctoral student/faculty collaboration, which often results in articles published in top journals. Our faculty members develop relationships with our students that result in a research collaboration that often lasts well beyond the doctoral program experience. Visit our list of collaborative student/faculty published articles.

• Boston University
• University of Southern California
• Indiana University
• Penn State Erie
• Georgia Tech
• Woodbury University
• Babson College
• Virginia Tech
• Bucknell University

Year 1 Curriculum: Fall Term

An exploration of critical thinking.

Year 1 Curriculum: Spring and Summer Terms

A thorough examination of research methods.

Year 2 Curriculum: Fall Term

A continued study in critical thinking and research methods.

Year 2 Curriculum: Spring Term

A further dive into major concentrations, critical thinking, and research methods.

Year 2 Curriculum: Summer Term

A comprehensive independent study.

Year 3 Curriculum: Fall, Spring, and Summer Terms

Fully concentrated work on dissertation and service as teaching assistant.

Years 4 and 5 Curriculum: All Terms

Teach and enter the job market to defend your dissertation.

STUDENT SPOTLIGHT

I love the doctoral program because the kind of mentorship I receive is above and beyond any kind of advising relationship I have ever had. I feel like I can go to my advisors about anything and everything, and that they will take the time to listen and give me feedback that is both kind and brutally honest. I don’t know what I would do without them, and I kind of want to be them when I grow up. 

PhD, Organizational Behavior and Human Resources

I selected Pitt for its reputation of rigorous training and culture of collaboration among students and faculty. I could not be more pleased with the level of faculty mentoring I receive. I have felt supported and appropriately challenged throughout my entire time at Pitt. I love Katz because of the people. The faculty, staff, and students all support each other and genuinely want each other to succeed.

PhD, Accounting

Strategic Management PhD Thesis

06 Jan 2025 - 04 Jan 2026

Hamilton, Tauranga

To see available locations for each teaching period, view the teaching periods and locations table .

Teaching Periods and Locations

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Available subjects

Strategic management, additional information.

Subject regulations

• Paper details current as of 2 Jun 2024 03:42am
• Indicative fees current as of 13 Sep 2024 01:20am

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101 Strategic Management Dissertation Topics Ideas

Strategic Management Dissertation Topics

A strategic management research proposal covers the areas that the top management of every organization utilizes to enhance the overall performance and productivity of the organization. In addition to the processes, the environment in which the processes are performed is also quite critical. That is why it is also studied extensively in the research domain. These are the best-selected Strategic Management Dissertation Topics. Check out our other related posts for management dissertation topics , hospitality management , leadership management , and marketing management .

Best Strategic Management Dissertation Topics ideas for college students

Strategic management dissertation topics have been enlisted below in the form of different interesting and extensive research questions:

• Exploring the Impact of Digital Transformation on Strategic Decision Making in Global Enterprises
• Strategic Alliance Formation: A Comparative Analysis of Success Factors Across Industries
• The Role of Dynamic Capabilities in Sustaining Competitive Advantage: A Case Study Approach
• Strategic Human Resource Management: Aligning HR Practices with Organizational Strategy for Enhanced Performance
• Corporate Governance Mechanisms and Strategic Management: A Systematic Review of Their Interplay
• Strategic Leadership Styles and Organizational Performance: A Meta-Analysis of Empirical Studies
• Innovation Strategy and Firm Performance: Examining the Mediating Role of Knowledge Management
• Strategic Change Management in the Era of Disruptive Technologies: Challenges and Opportunities
• Corporate Social Responsibility as a Strategic Tool for Sustainable Competitive Advantage
• Strategic Marketing Management: Leveraging Consumer Insights for Market Leadership”
• Strategic Alliances in Emerging Markets: Opportunities, Risks, and Performance Outcomes
• Entrepreneurial Orientation and Strategic Management: Exploring the Nexus in SMEs
• Strategic Outsourcing: Determinants of Success and Failure in Global Supply Chains
• Strategic Risk Management: Integrating Risk into Strategic Decision-Making Processes
• Strategic Management of Mergers and Acquisitions: Lessons from Successful and Failed Cases
• Strategic Flexibility: Antecedents, Processes, and Performance Implications
• Strategic Innovation Management : Navigating the Path from Idea Generation to Market Success
• Strategic Diversification Strategies: A Comparative Analysis of Single-Business vs. Multi-Business Models
• Strategic Customer Relationship Management: Building and Sustaining Customer Loyalty
• Strategic Pricing Strategies: Maximizing Profitability in Dynamic Markets
• Strategic Supply Chain Management: Balancing Efficiency and Resilience in Global Networks
• Strategic Brand Management: Creating and Sustaining Brand Equity in Competitive Markets
• Strategic International Expansion: Entry Modes, Location Choices, and Performance Outcomes
• Analyzing the Impact of Digital Transformation on Strategic Management
• Strategic Decision-Making in Times of Uncertainty: A Case Study Approach
• Exploring the Role of Innovation in Shaping Strategic Management Practices
• Corporate Social Responsibility as a Strategic Imperative: A Critical Analysis
• Aligning Organizational Culture with Strategic Goals for Sustainable Success
• Strategic Management in Family-Owned Businesses: Challenges and Opportunities
• The Influence of Globalization on Strategic Planning in Multinational Corporations
• Strategic Leadership Styles and their Impact on Organizational Performance
• Strategic Management in the Era of Artificial Intelligence : Opportunities and Risks
• Examining the Relationship between Strategic Alliances and Competitive Advantage
• Strategic Human Resource Management: Integrating People into Organizational Strategy
• The Role of Big Data Analytics in Enhancing Strategic Decision-Making
• Strategies for Managing Organizational Change: A Comparative Analysis
• Strategic Management in Non-Profit Organizations: Navigating Challenges
• The Impact of Environmental Sustainability on Corporate Strategic Planning
• Strategic Management in the Healthcare Industry: Trends and Challenges
• Evaluating the Effectiveness of Mergers and Acquisitions in Achieving Strategic Objectives
• Strategic Marketing Management: Creating a Competitive Edge
• Digital Marketing Strategies for Enhancing Organizational Performance
• The Role of Leadership in Crafting and Executing Effective Strategies
• The impact of corporate culture on strategic management
• The role of leadership in strategic decision making
• Strategic planning in small and medium-sized enterprises
• The influence of stakeholder expectations on strategy formulation
• An analysis of strategic management practices in the healthcare industry
• The relationship between strategic planning and organizational performance
• Exploring the relationship between corporate social responsibility and strategic management
• The impact of technology on strategic management in the digital age
• The role of strategic human resource management in achieving organizational goals
• An analysis of the use of scenario planning in strategic management.
• Hybrid organizations and strategic management: a descriptive analysis.
• Investigating benchmarking as a useful tool in the field of strategic management: a quantitative study.
• Relationship between strategic management and public leadership.
• Action-oriented strategic management: focus on potential challenges and interventions.
• Effects of strategic management on the domain of tourism: a systematic analysis.
• The role played by decision support systems in the field of strategic management: an inquiry.
• Strategic management: focus on current trends, challenges, and opportunities.
• Relationship between marketing and strategic management: a qualitative analysis.
• Strategic management in the domains of tourism and hospitality: a review of empirical evidence.
• Effective strategic management: focus on success factors and practices.
• Global strategic management: a review of the literature.
• A historical analysis of strategic management concepts in the area of business: a qualitative analysis.
• Studying the effects of strategic management on the economic development domain.
• The role played by leadership in the domain of strategic management: a systematic analysis.
• Integration of the perspective of crisis management into the domain of strategic management: a descriptive approach.
• Investigating the strategic management process, scenarios, and crises: a review of empirical evidence.
• The role played by the strategic management process at the public planning unit level.
• Strategic management process and EIS support: a correlational analysis.
• The role played by applied decision analysis in the field of the strategic management process.
• Strategic management process and its benefits in the domain of tourism management: a review of the literature.
• Role of financial versus non-financial information in the strategic management process.
• Purchasing and strategic management: a review of empirical evidence.
• Measuring the attributes of strategic management: a quantitative approach.
• Corporate entrepreneurship and strategic management: a correlational analysis.
• Studying the effects of globalization and competitiveness on strategic management process: an inquiry.
• The role played by strategic management in the operations of non-profit organizations in X country.
• Understanding a stakeholder approach towards strategic management processes: a descriptive analysis.
• Importance of the pre-planning phase of strategic management process: an inquiry.
• Investigating the relationship between economic and strategic management.
• Comparative analysis of strategic management in public versus private organizations in X country.
• Studying scenario analysis as a useful tool in the strategic management process: a quantitative study.
• Strategic management or business policy? A competitive analysis.
• The role played by the relationship between the public and the organization in the strategic management domain.
• Studying the impacts of organizational publicness on strategic management.
• Strategic management of technology: a review of empirical evidence .
• Strategic Supply Chain Management: Enhancing Efficiency and Resilience
• Measuring the Success of Strategic Management Initiatives: Key Performance Indicators
• Strategic Management in the Era of E-commerce: Lessons from Successful Startups
• Balancing Risk and Reward: A Strategic Approach to Risk Management
• The Impact of Political and Economic Factors on Strategic Decision-Making
• Strategic Management in the Hospitality Industry: Adapting to Changing Trends
• Strategies for Fostering Innovation in Large Corporations
• Strategic Management in Emerging Markets: Challenges and Opportunities
• The Role of Leadership in Fostering a Culture of Innovation
• Strategic Planning for Crisis Management: Lessons from Global Events
• Technology Integration in Strategic Management: A Framework for Success
• Strategic Management in the Age of Disruption: Navigating Uncharted Waters
• Ethical Considerations in Strategic Decision-Making: A Framework for Analysis
• Strategic Management in the Retail Sector: Adapting to Changing Consumer Behavior
• The Role of Emotional Intelligence in Strategic Leadership
• Strategic Management in the Digital Age: Leveraging Technology for Growth
• Strategic Management in Small and Medium Enterprises (SMEs): Challenges and Solutions
• Innovative Strategies for Managing Cultural Diversity in Global Organizations
• Strategic Management in Government: Balancing Public Service and Efficiency
• The Future of Strategic Management: Trends and Predictions for 2023

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Sustainable Development in Omsk, 2002–3 and 2005

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• Judith Marquand  

Part of the book series: St Antony’s Series ((STANTS))

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Chapter 8 described how a three-person team from each of the distance-learning project’s four partner universities came to England early in 2001 for a course on developing distance-learning courses. Two of each team were distance-learning experts; the third was a university teacher with an interest in the content of the degree. I took these four visitors on a three-day visit to Yorkshire and Teesside to see UK environmental policy in action. The representative of Omsk State University was Professor Sergey Kostarev, then vice-chairman of Omsk Oblast Ecological Committee. At the end of the visit, he asked if I would develop a project with him in Omsk.

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© 2009 Judith Marquand

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Marquand, J. (2009). Sustainable Development in Omsk, 2002–3 and 2005. In: Development Aid in Russia. St Antony’s Series. Palgrave Macmillan, London. https://doi.org/10.1057/9780230233621_10

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Status of the Western Great Bustard Otis tarda tarda in Asia and its significance to an updated estimate of the global population of Great Bustards

2022, Sandgrouse

Although the Western Great Bustard Otis tarda tarda was historically abundant in the Eurasian steppes, its populations have suffered declines, extirpations and range fragmentation since the late 19th century. The papers presented in this collection provide geographically comprehensive coverage which enables us to estimate the current population of Western Great Bustards in wider Central Asia, inclusive of Iran and eastwards to Xinjiang, China. A total of 230-418 Western Great Bustards are reported on breeding grounds across this range. The small size of remaining leks and their geographic isolation raise concern about the vulnerability and viability of these populations. On wintering grounds, where Great Bustards gather in larger flocks, up to 500 individuals are counted in one region (Turkistan province, Kazakhstan). Estimated from sources within the last five years, the global population of the Great Bustard is approximately 29 000-32 500 individuals. This estimate is approximately 40% lower than the last global estimate, published in 2014. Although Central Asia occupies 30% of the species' former longitudinal geographic range from Portugal to Primor'e, Russia, the Central Asian population of Great Bustards now represents only 1% of the total global population. Poaching of birds in larger winter flocks, incompatible agricultural practices and predation by free-ranging dogs are serious and widespread threats described by Great Bustard experts across this range. Without rapid action the loss of the Western Great Bustard from additional regions of Asia is likely. These populations will be difficult to re-establish due to their distinct migratory behaviour.

Related Papers

Mimi Kessler

Although historically abundant, Western Great Bustard Otis tarda tarda populations in western Kazakhstan (including West Kazakhstan, Atyrau, Mangystau and Aktobe provinces) declined catastrophically throughout the 20th century. Few observations have been reported in the 21st century, and our targeted surveys in 2006 and 2017 located only one small lek and two small flocks during the pre-migratory staging period. Considering our findings, as well as reports from other sources, we are unable to account for more than 40 Great Bustards across this large area of Kazakhstan. Threats to the species include poaching and agricultural intensification incompatible with successful breeding. Should the Great Bustard disappear from western Kazakhstan, recolonisation will be challenging unless population declines are also reversed in adjacent Saratov and Orenburg oblast's of Russia.

Great Bustards were once familiar inhabitants of the steppe zones of Central Asia. To-day, remnant populations are small and isolated, and the species is red-listed across this portion of its range. We review what is known about the historical status of the Great Bustard in Central Asia and the species’ migratory patterns in this region. We also discuss factors, which led to sharp declines in these populations in the twentieth century. We observe a trend towards slight improvement in the status of Great Bustards in Central Asia at the turn of the 21st century. This leaves hope for their conservation if effective measures are taken across their breeding and wintering habitats.

To characterise the presence of Otis tarda tarda in southern Kazakhstan, we present the most comprehensive collection of observations of the Great Bustard across this region, defined as encompassing Kyzylorda, Turkistan and Zhambyl provinces. We gathered observations of this species from 129 publications since 1864. Modern evidence is primarily derived from our own surveys from 2005 through 2021. We identified 264 records of the Great Bustard, including 67 of our own sightings. Based on these data, we estimate that a total of 50–70 Great Bustards currently occupy southern Kazakhstan during the breeding and migratory season, and 400–500 in winter. As the only region in Central Asia consistently hosting the species during all four seasons, southern Kazakhstan must play a central role in the species’ conservation. Incentives for compatible and environmentally friendly agricultural practices will allow the species to breed more successfully in alfalfa and winter wheat fields. Particularly important is increased anti-poaching control during the migratory and winter seasons, when Great Bustards arrive from the north and unite into larger flocks, which are more conspicuous and attractive to hunters. International support for monitoring of the southern Kazakhstan Great Bustard population is needed, given the large territory to be covered, central role of this region in sustaining Central Asia’s Great Bustard population, and ongoing issues of poaching.

Mimi Kessler , Fedor Shakula , Georgiy Shakula

We summarise observations of the Great Bustard Otis tarda tarda since 1856 and review information from over 127 publications and contemporary observations by amateur birdwatchers obtained from a citizen science website. The study area encompasses the Almaty and East Kazakhstan provinces of Kazakhstan, where 772 records in over 40 locations are identified. Based on the available data, we estimate that approximately 60 Great Bustards may breed in the study area, though our confidence in that estimation is low and further censuses should be conducted. From 150 to 500 Great Bustards overwinter in this area. The seasonal and long-term dynamics indicate that the eastern Kazakhstan population is small, unstable and vulnerable. Key conservation measures include eradication of illegal hunting and environmental education campaigns for local people, with the involvement of a wide group of stakeholders and subsequent international monitoring of the population.

Proposal to list the global population of Great Bustard on Appendix I, submitted by the Government of Mongolia to the Convention on Migratory Species in 2014

Bird Conservation International

Bustards comprise a highly threatened family of birds and, being relatively fast, heavy fliers with very limited frontal visual fields, are particularly susceptible to mortality at powerlines. These infrastructures can also displace them from immediately adjacent habitat and act as barriers, fragmenting their ranges. With geographically ever wider energy transmission and distribution grids, the powerline threat to bustards is constantly growing. Reviewing the published and unpublished literature up to January 2021, we found 2,774 records of bustard collision with powerlines, involving 14 species. Some studies associate powerline collisions with population declines. To avoid mortalities, the most effective solution is to bury the lines; otherwise they should be either routed away from bustard-frequented areas, or made redundant by local energy generation. When possible, new lines should run parallel to existing structures and wires should preferably be as low and thick as possible, with minimal conductor obstruction of vertical airspace, although it should be noted that these measures require additional testing. A review of studies finds limited evidence that 'bird flight diverters' (BFDs; devices fitted to wires to induce evasive action) achieve significant reductions in mortality for some bustard species. Nevertheless, dynamic BFDs are preferable to static ones as they are thought to perform more effectively. Rigorous evaluation of powerline mortalities, and effectiveness of mitigation measures, need systematic carcass surveys and bias corrections. Whenever feasible, assessments of displacement and barrier effects should be undertaken. Following best practice guidelines proposed with this review paper to monitor impacts and mitigation could help build a reliable body of evidence on best ways to prevent bustard mortality at powerlines. Research should focus on validating mitigation measures and quantifying, particularly for threatened bustards, the population effects of powerline grids at the national scale, to account for cumulative impacts on bustards and establish an equitable basis for compensation measures.

The great bustard is the heaviest bird capable of flight and an iconic species of the Eurasian steppe. Populations of both currently recognized subspecies are highly fragmented and critically small in Asia. We used DNA sequence data from the mitochondrial cytochrome b gene and the mitochondrial control region to estimate the degree of mitochondrial differentiation and rates of female gene flow between the subspecies. We obtained genetic samples from 51 individuals of Otis tarda dybowskii representing multiple populations, including the first samples from Kazakhstan and Mongolia and samples from near the Altai Mountains, the proposed geographic divide between the subspecies, allowing for better characterization of the boundary between the 2 subspecies. We compared these with existing sequence data (n = 66) from Otis tarda tarda. Our results suggest, though do not conclusively prove, that O. t. dybowskii and O. t. tarda may be distinct species. The geographic distribution of haplotypes, phylogenetic analysis, analyses of molecular variance,

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