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Dr. Liliana Nordtvedt

Name

[Nordtvedt, Dr. Liliana]
  • Assoc Prof, College of Business

Biography

Liliana Pérez-Nordtvedt is an Associate Professor of Strategic Management and International Business at the University of Texas at Arlington. Before joining UTA, Dr. Pérez-Nordtvedt worked as a research assistant in the Robert Wang Center for International Business Education and Research (CIBER) at The University of Memphis, where she received her Ph.D. Dr. Pérez-Nordtvedt also has a B.S. in Industrial Engineering from the Universidad de los Andes (Bogotá, Colombia) and an M.B.A. from Indiana University of Pennsylvania. Her work appears in many journals including Organization Science, Journal of Management Studies, Journal of Business Venturing, Human Resource Management, Journal of International Management, International Business Review, Group & Organization Management, Journal of Small Business Management, Journal of Global business Research and Competitiveness Review. She has published book chapters in the Handbook of International Management Research (B.J. Punnett and Oded Shenkar, eds.) and Multinational Corporations and Global Poverty Reduction (S. Jain, ed.).  Dr. Pérez-Nordtvedt has also presented a number of papers at the national meetings of the Academy of Management, the Academy of International Business and the American Society for Competitiveness. Dr. Pérez-Nordtvedt has been invited to present her work at The University of Texas at Dallas and The University of Missouri. She has also served as a contributor to Telemundo Dallas and Univision 23. Her current research interests include organizational entrainment, temporal strategies, multinational organizational learning and knowledge transfer.

Professional Preparation

    • 1998 B.S. in Industrial EngineeringUniversidad de los Andes
    • 2005 Ph.D. in Strategic ManagementUniversity of Memphis
    • 1999 M.B.A. Indiana University of Pennsylvania

Memberships

  • Membership
    • June 2013 to Present Academy of International Business
    • June 2013 to Present Academy of Management

Awards and Honors

    • Aug  2009 Faculty Development Award sponsored by College of BusinessOffice of the Provost and Vice President for Academic AffairsOffice of the PresidentUniversity of Texas at Arlington
    • Jun  2009 Summer Research Award sponsored by College of BusinessOffice of the Provost and Vice President for Academic AffairsOffice of the PresidentUniversity of Texas at Arlington
    • Aug  2008 Faculty Development Award sponsored by College of BusinessOffice of the Provost and Vice President for Academic AffairsOffice of the PresidentUniversity of Texas at Arlington

News Articles

Research and Expertise

  • Expertise

    entrainment, temporal strategies, international business strategies, transfer of knowledge, strategic management

Publications

      Journal Article Forthcoming
      • Roundy, P., Harrison, D., Khavul, S., Pérez-Nordtvedt, L., & McGee, J. 2017. Entrepreneurial Alertness as a Pathway to Strategic Decisions and Organizational Performance. Forthcoming at Strategic Organization.

        {Journal Article} [Refereed/Juried]
      Forthcoming
      • Perez-Nordtvedt, L., Mukherjee, D., & Kedia, B. 2015. Cross-Border learning, technological turbulence and firm performance. Management Internationa Review, 55: 23-51.

        {Peer Reviewed} [Refereed/Juried]

      Journal Article 2015
      • Pérez-Nordtvedt, L., Mukherjee, D., & Kedia, B.L. 2015.  Cross-border Learning, technological environment and firm performance. Management International Review, 55:23-51.

        {Journal Article} [Refereed/Juried]

      Journal Article 2014
      • Pérez-Nordtvedt, L., Khavul, S., Harrison, D., & McGee, J. 2014. Adaptation to temporal shocks: Influences of strategic interpretation and spatial distance. Journal of Management Studies, 51(6): 869-897.

        {Peer Reviewed} [Refereed/Juried]

      Journal Article 2013
      • Pérez-Nordtvedt, L., O’Brien, R. & Rasheed, A. 2013. What Are Temporary Networks and When Are They Useful? Group and Organization Management, 38(3): 392-421.

        {Peer Reviewed} [Refereed/Juried]

      Journal Article 2011
      • Wood, E. Khavul, S., Pérez-Nordtvedt, L., Prakhya, S., Velarde, R., & Zheng, C.  2011. Intentional Early Internationalization of New Ventures from Emerging Markets: Evidence from China, India, Mexico, and South Africa.  Journal of Small Business Management, 49(2): 252-282.
        {Journal Article} [Refereed/Juried]

      Journal Article 2010
      • Khavul, S., Pérez-Nordtvedt, L., & Wood, E. 2010.  Organizational entrainment and the internationalization of new ventures from emerging markets. Journal of Business Venturing, 25(1): 104-119.
        {Journal Article} [Refereed/Juried]
      2010
      • Pérez-Nordtvedt, L., Babakus, E., & Kedia, B. L. (2010). Learning from International Business Affiliates: Developing Absorptive Capacity through Networks and Knowledge Acquisition. Journal of International Management, 16, 262-274.
        {Journal Article} [Refereed/Juried]

      Journal Article 2009
      • Benson, G., Pérez-Nordtvedt, L., & Datta, D. (2009). Managerial characteristics and willingness to send employees on expatriate assignments. Human Resource Management, 48(6), 849-869.
        {Journal Article} [Refereed/Juried]
      2009
      • Lovett, S. R., Pérez-Nordtvedt, L., & Rasheed, A. (2009). Parental control of subsidiaries: A study of U. S. subsidiaries in Mexico. International Business Review, 18, 481-493.
        {Journal Article} [Refereed/Juried]

      Journal Article 2008
      • Pérez-Nordtvedt, L., Payne, T., Short, J., & Kedia, B. (2008). An entrainment-based model of temporal organizational fit, misfit, and performance. Organization Science, 19(5), 785-801.
        {Journal Article} [Refereed/Juried]
      2008
      • Pérez-Nordtvedt, L., Kedia, B. L., Datta, D., & Rasheed, A. (2008). Effectiveness and Efficiency of Cross-Border Knowledge Transfer: An Empirical Examination. Journal of Management Studies, 45(4), 714-744.
        {Journal Article} [Refereed/Juried]
      2008
      • Lahiri, S., Pérez-Nordtvedt, L., & Renn, R. (2008). Responses to environmental challenges of the 21st. century: Avoiding organizational decline. Business Horizons, 51(4), 311-320.
        {Journal Article} [Refereed/Juried]
      2008
      • Kedia, B. L., Pérez-Nordtvedt, L., & Chen, J. S. (2008). Importance of international skills for international business. Journal of Global Business Advancement, 1(2/3), 153-177.
        {Journal Article} [Refereed/Juried]

      Journal Article 2002
      • Kedia, B. L., Nordtvedt, R., & Pérez-Nordtvedt, L. (2002). International business strategies, decision-making theories, and leadership styles: An integrated framework. Competitiveness Review, 12(1), 38-52.
        {Journal Article} [Refereed/Juried]

Presentations

    • August  2017
      Resources, Innovative Outcomes, and The Symbolic and Substantive Performance of Entrepreneurial Firms
      Paper presented at the Academy of Management Annual Meeting, Atlanta, Georgia.
    • October  2016
      Toward a theory of endogenous extinction: Why utopian conditions lead to the eventual death of corporate-level strategies.
      Paper presented at the Southern Management Association Meeting, Charlotte, North Carolina.
    • August  2015
      Pérez-Nordtvedt, L ., Harrison, D., McGee, J., & Khavul, S. 2015. Riding With the Cowboys: Do Entrainment and Entrainment Quotient Matter to Firm Performance?

      Paper presented at the Academy of Management Annual Meeting, Vancouver Canada.

    • January  2015
      Roundy, P., Harrison, D.A., Khavul, S., Perez-Nordtvedt, L., & McGee, J.R. 2015, January. Seeing opportunity amidst chaos: Entrepreneurial alertness and disruptive environmental change.

      Paper presentation

    • August  2013

      Roundy, P., Harrison, D., Khavul, S., Pérez-Nordtvedt, L., & McGee, J. 2013. Beyond Deliberate Cognition: Automatic Responses to Environmental Disruption and Strategic Change.

    • July  2013

      Pérez-Nordtvedt, L., Mukherjee, D., Kedia, B. 2013. Cross-border Learning, Technological Turbulence and Firm Performance. 

    • January  2012

      Roundy, P., Harrison, D., Khavul, S., Pérez-Nordtvedt, L., & McGee, J. 2012. Entrepreneurial savants or purposive thinkers? Alertness and deliberate cognition as paths to action.

      Manuscript accepted for presentation at the Academy of Management Annual Meeting.

    • January  2012

      McGee, J., Khavul, S., Harrison, D., & Pérez-Nordtvedt, L . 2012. When the going gets tough, the tough get going entrepreneurially: The relationship between environmental hostility, entrepreneurial orientation, entrepreneurial self-efficacy a

  • Past
    •  
      Pérez-Nordtvedt, L., Mukherjee, D., Kedia, B. 2011. The Effect of Cross-border Knowledge and Technological Turbulence on Firm Performance: A Knowledge Transfer Study.
  • Past
    •  
      Pérez-Nordtvedt, L., Harrison, D., Khavul, S., & McGee, J. 2010. Keeping up with the Jones: Effects of Pace and Phase Entrainment on Firm Performance.

      Paper accepted for presentation at the Academy of Management Annual Meeting, Montreal, Canada.

  • Past
    •  
      Roundy, P., Harrison, D., Khavul, S., Pérez-Nordtvedt, L., & McGee, J. 2012. Entrepreneurial savants or purposive thinkers? Alertness and deliberate cognition as paths to action.

      Manuscript accepted for presentation at the Academy of Management Annual Meeting, Boston, MA.

  • Past
    •  
      McGee, J., Khavul, S., Harrison, D., & Pérez-Nordtvedt, L . 2012. When the going gets tough, the tough get going entrepreneurially: The relationship between environmental hostility, entrepreneurial orientation, entrepreneurial self-efficacy a
  • Past
    •  
      Pérez-Nordtvedt, L., Mukherjee, D., Kedia, B. 2011. The Effect of Cross-border Knowledge and Technological Turbulence on Firm Performance: A Knowledge Transfer Study.
  • Past
    •  
      Pérez-Nordtvedt, L., Mukherjee, D., Kedia, B. 2011. The Effect of Cross-border Knowledge and Technological Turbulence on Firm Performance: A Knowledge Transfer Study.
  • Past
    •  
      Pérez-Nordtvedt, L., Harrison, D., Khavul, S., & McGee, J. 2010. Keeping up with the Jones: Effects of Pace and Phase Entrainment on Firm Performance.

      Paper accepted for presentation at the Academy of Management Annual Meeting, Montreal, Canada.

  • Past
    •  
      Pérez-Nordtvedt, L., Khavul, S., Harrison, D., & McGee, J. 2009. Riding with the cowboys? Temporal realignment in response to changes in competitive geography.
  • Past
    •  
      Lovett, S. R., Pérez-Nordtvedt, L., & Rasheed, A. 2008. Parental control of subsidiaries: A study of U. S. subsidiaries in Mexico.
  • Past
    •  
      Khavul, S., Pérez-Nordtvedt, L., Wood, E.. Datta, D. & Rasheed, A, 2008. Organizational entrainment and the internationalization of new ventures from emerging markets.
  • Past
    •  
      Benson, G., Pérez-Nordtvedt, L., & Datta, D. 2007. Managerial characteristics and willingness to send employees on expatriate assignments.
  • Past
    •  
      Pérez-Nordtvedt, L., Kedia, B.L., Datta, D., & Rasheed, A. 2007. Effectiveness and Efficiency of Cross-Border Knowledge Transfer: An Empirical Examination
  • Past
    •  
      Pérez-Nordtvedt, L., & O'Brien, R. 2006. Managing external resources in crisis environments: Non governmental organizations' (NGOs') temporary network development capability.
  • Past
    •  
      O'Brien, R., & Pérez-Nordtvedt, L. 2006. The conundrum of subjective norms: The moderating effect of national culture on entrepreneurial intentions.
  • Past
    •  
      Mukherjee, D., Kedia, B. L., & Pérez-Nordtvedt, L. 2006. Cross-border comprehension of knowledge transferred: Role of IBA relationship and communication frequency.
  • Past
    •  
      Kedia, B.L., Pérez-Nordtvedt, L., & Mahto, R., 2006. World poverty alleviation: Developing country characteristics, international business and time.
  • Past
    •  
      Pérez-Nordtvedt, L., Kedia, B. L., & Mukherjee, D. 2006. Environmental pressure for learning and frugality in cross-border knowledge transfer: Role of focal firm-IBA relationship and communication frequency.
  • Past
    •  
      Nordtvedt, L. P., & Kedia, B. L. 2005. Learning from international business affiliations: Effects of the effective and efficient transfer of knowledge on absorptive capacity.
  • Past
    •  
      Kedia, B. L., Pérez, L., & Chen, J-S. 2003. Top managerial international characteristics and international training programs: Implications for international business education.
  • Past
    •  
      Kedia, B. L., & Pérez, L. 2002. Mental models of top managers in MNEs and information gathering: An organizational learning perspective.
  • Past
    •  
      Pérez, L., & Kedia, B. L. 2001. A historical evolution of network analysis and its impact on strategic management thinking.
  • Past
    •  
      Pérez, L., & Kedia, B. 2000. An organizational entrainment model: The pace and phase of cyclical time in strategic management.
  • Past
    •  
      Pérez, L., Kedia, B. L., & Nordtvedt, R. 2000. Entrainment: Cycles and rhythms in international entry modes and strategies.
  • Past
    •  
      Pérez-Nordtvedt, L ., Harrison, D., McGee, J., & Khavul, S. 2015. Riding With the Cowboys: Do Entrainment and Entrainment Quotient Matter to Firm Performance?

      Paper presented at the Academy of Management Annual Meeting, Vancouver Canada.

  • Past
    •  
      Obedkova, A., Pérez-Nordtvedt, L., & McFadyen, A. 2016. Toward a theory of endogenous extinction: Why utopian conditions lead to the eventual death of corporate-level strategies.
      Paper presented at the Southern Management Association Meeting, Charlotte, North Carolina.

Students Supervised

  • Doctoral
    • Present

      Dissertation Chair

Courses

      • MANA 4322-002 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2017 Download Syllabus Contact info & Office Hours
      • MANA 4322-003 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2017 Download Syllabus Contact info & Office Hours
      • MANA 4322-001 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2017 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2017 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2016 Download Syllabus Contact info & Office Hours
      • MANA 4322-003 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2016 Download Syllabus Contact info & Office Hours
      • EMBA 5310-001 Developing Strategies for Competitive Advantage

        Why do some firms perform better than others? What can a firm do to gain a competitive advantage? How do successful companies develop winning strategies? How do entrepreneurs identify, evaluate and exploit opportunities?  What are the sources of innovation and how do entrepreneurs in start-up and corporate environments turn ideas into products and take those products to market? 

        The underlying premise of this course is that successful companies and entrepreneurs base their strategies on more than gut instinct. This course seeks to broaden one's perspective of competitive strategy and encourage development and understanding of how firms, new and old, create and reinforce a competitive advantage in the marketplace. The goal is to provide students with the conceptual tools associated with the understanding of the firm’s external environment, industry and competition, and the assessment of the firm’s core competencies in order to formulate and implement strategies at the business and corporate levels.

        The course also seeks to develop your capacity to identify issues, to reason carefully about strategic options and improve your ability to manage the organization process by which strategies get formed and executed.

        Summer - Regular Academic Session - 2016 Download Syllabus Contact info & Office Hours
      • MANA 4322-001 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2016 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2016 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2015 Download Syllabus Contact info & Office Hours
      • MANA 4322-003 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2015 Download Syllabus Contact info & Office Hours
      • EMBA 5310-001 Developing Strategies for Competitive Advantage

        Why do some firms perform better than others? What can a firm do to gain a competitive advantage? How do successful companies develop winning strategies? How do entrepreneurs identify, evaluate and exploit opportunities?  What are the sources of innovation and how do entrepreneurs in start-up and corporate environments turn ideas into products and take those products to market? 

        The underlying premise of this course is that successful companies and entrepreneurs base their strategies on more than gut instinct. This course seeks to broaden one's perspective of competitive strategy and encourage development and understanding of how firms, new and old, create and reinforce a competitive advantage in the marketplace. The goal is to provide students with the conceptual tools associated with the understanding of the firm’s external environment, industry and competition, and the assessment of the firm’s core competencies in order to formulate and implement strategies at the business and corporate levels.

        The course also seeks to develop your capacity to identify issues, to reason carefully about strategic options and improve your ability to manage the organization process by which strategies get formed and executed.

        Fall - Regular Academic Session - 2015 Download Syllabus Contact info & Office Hours
      • MANA 4322-001 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2015 Download Syllabus Contact info & Office Hours
      • MANA 6390-001 Advanced topics in management

        This seminar is intended to be a continuation of the seminar in strategic management taught last semester (MANA 6328 – Strategic Management I). And while it is not a pre-requisite to have taken Strategic Management I to take this seminar, the articles and topics in this seminar do complement the topics and articles discussed in the Strategic Management I seminar. The primary objective of this seminar is to provide a foundation for conducting and publishing original research in strategic management.  The literature in strategic management seeks to explain performance differences in firms by analyzing the effects of a variety of variables at multiple levels of analysis.  The reading list we will cover during the semester will provide you with only a starting point to key theoretical and empirical research in selected areas of strategic management. You will need to supplement it with other papers you find interesting/useful.

        Spring - Regular Academic Session - 2015 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 Organizationall Strategy

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2014 Download Syllabus Contact info & Office Hours
      • MANA 4322-003 Organizational Strategy

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2014 Download Syllabus Contact info & Office Hours
      • EMBA 5310-001 Developing Strategies for Competitive Advantage

        Why do some firms perform better than others? What can a firm do to gain a competitive advantage? How do successful companies develop winning strategies? How do entrepreneurs identify, evaluate and exploit opportunities?  What are the sources of innovation and how do entrepreneurs in start-up and corporate environments turn ideas into products and take those products to market?

        The underlying premise of this course is that successful companies and entrepreneurs base their strategies on more than gut instinct. This course seeks to broaden one's perspective of competitive strategy and encourage development and understanding of how firms, new and old, create and reinforce a competitive advantage in the marketplace. The goal is to provide students with the conceptual tools associated with the understanding of the firm’s external environment, industry and competition, and the assessment of the firm’s core competencies in order to formulate and implement strategies at the business and corporate levels.

        The course also seeks to develop your capacity to identify issues, to reason carefully about strategic options and improve your ability to manage the organization process by which strategies get formed and executed.

        Fall - Regular Academic Session - 2014 Download Syllabus Contact info & Office Hours
      • MANA 4322-001 Mana 4322-001

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2014 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 Mana 4322-002

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2014 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 Mana 4322-002

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2013 Download Syllabus Contact info & Office Hours
      • MANA 4322-003 Mana 4322-003

        Strategic Management, as a field of study, considers the overall direction of an enterprise.  The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.  In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2013 Download Syllabus Contact info & Office Hours
      • MANA 5336-030 Mana 5336-030

        Strategic Management, as a field of study, considers the overall direction of an enterprise so that it can create a competitive advantage and enhance performance.  The focus of this course is on corporate level and business unit-level strategy formulation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include organizational mission and objectives, the relationship of organi­zations to their environments, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, and business-level and corporate-level strategies.

        Along with the text material, cases will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making. 

      • MANA 5336-003 Mana 5336-003

        Strategic Management, as a field of study, considers the overall direction of an enterprise so that it can create a competitive advantage and enhance performance.  The focus of this course is on corporate level and business unit-level strategy formulation.  It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.  The topics to be covered include organizational mission and objectives, the relationship of organi­zations to their environments, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, and business-level and corporate-level strategies.

        Along with the text material, cases will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making. 

      • MANA 4322-001 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise. The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation. It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion. The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation. Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making. In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2013 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise. The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation. It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion. The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation. Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making. In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2013 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 ORGANIZATIONAL STRATEGY

          Strategic Management, as a field of study, considers the overall direction of an enterprise.The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation. Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2012 Download Syllabus Contact info & Office Hours
      • MANA 4322-003 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2012 Download Syllabus Contact info & Office Hours
      • MANA 4322-001 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2012 Download Syllabus Contact info & Office Hours
      • MANA 4322-002 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Spring - Regular Academic Session - 2012 Download Syllabus Contact info & Office Hours
      • MANA 4322-003 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2011 Download Syllabus Contact info & Office Hours
      • MANA 4322-005 ORGANIZATIONAL STRATEGY

        Strategic Management, as a field of study, considers the overall direction of an enterprise.The focus of this Organizational Strategy course is on corporate level and business unit-level strategy formulation and implementation.It requires the application of the knowledge and techniques learned in the earlier courses in an integrated fashion.The topics to be covered include the relationship of organi­zations to their environments, organizational mission and objectives, systematic analysis of the external and internal environments of the firm using various theoretical frameworks, corporate-level and business-level strategies, the role of organizational structures and systems in the context of strategy formulation and implementation and the mechanisms for moni­toring and evaluating the effectiveness of strategic decisions and their implemen­tation.

        Along with the text material, a simulation will be used in this course as a mechanism for the development of analytical and decision-making skills and high­lighting the reality of organizational and environmental uncertainties in strategic decision-making.In short, this course attempts to encourage an integrated multi­functional, "general management" perspective of the organization and its environment to develop skills necessary and appropriate to corporate-level and divisional-level policy analysis, formulation and implementation.

        Fall - Regular Academic Session - 2011 Download Syllabus Contact info & Office Hours

Other Teaching Activities

  • 2014
    • Dissertation Committee Chair
      • Aug 2014 John DeLeon

        In process

  • 2011
    • Dissertation Committee Chair
      • Aug 2011 W. Ross O'Brien
  • 2006
    • Dissertation Committee Member
      • Aug 2006 Yousuf Al-Busaidi
  • 2009
    • Undergraduate Thesis Director
      • Aug 2009 Anne Delpuech