- 1. Strategic Management Theory SyllabusI. Instructor: Dr.
Wann-Yih Wu Email address: [email protected] Office phone:
(06) 2757575 ext. 53340 The Institute of International Management
is dedicated to provide students a quality teaching and research
environment with a broad, integrated knowledge of management in
preparation for successful careers in business, government, and
academia. General Program Learning Goals (goals covered by this
course are indicated: 1Graduates should be able to communicate
effectively verbally and in writing 2Graduates should solve
strategic problems with a creative and innovative approach
3Graduates should demonstrate leadership skills demanded of a
person in authority 4Graduates should think with a global
management perspective 5Graduates should possess the necessary
skills and values demanded of a true professional II. Course
Objectives The purpose of this course is to explore the development
of theory in science, in business, and especially in strategic
management. The focus is trace the development of strategic
management thought, explores and examines the present level of
management theory development. The goals of the course are to
prepare students to develop a personal knowledge of theory that
will enable students to understand the nature of and need for
theory in their future educational experience. III. Assigned
Readings 1. Required Book Smith, Ken G. and Hitt, Michael A. 2005.
Great Minds in Management The Process of Theory Development. Oxford
University Press, New York. 2. Academic papers (see the attached
file). IV. Assignment Weekly 1. Read and critique the assigned
contents, and make presentations sequentially; 2. Students will be
randomly selected to present and critique the assigned readings. V.
Term Paper To propose a conceptual paper related with your interest
and major, and submit the 1
2. final term paper, including:1. Critically review existing
theories;2. Develop new propositions.3. Propose research design and
methodology.VI. Grade Policy1. Presentation and Participation 25%2.
First Exam 20%3. Second Exam20%4. Final Exam 20%5. Term Paper
15%The three exams will all be comprehensive questions. These exams
are open book andeach exam is designed to guide the students to
enrich their knowledge about strategictheories.VII. Contents and
ScheduleWeekDateAssigned Readings1.09/19/2008 Introduction 1-1,
1-2, 1-3 2.09/26/2008 Research Design and Approaches of Strategic
Management2-1, 2-2, 2-3, 2-4, 2-5 3.10/03/2008 The Resource-Based
View3-2, 3-4, 3-6, 3-74.10/10/2008National Holiday5.10/17/2008
Dynamic Capability Approach4-1, 4-2, 4-4, 4-66.10/24/2008 Knowledge
Based Theory 5-1, 5-3, 5-4, 5-57.10/31/2008 Network Theory 6-1,
6-3, 6-4, 6-68.11/07/2008First Exam9 11/14/2008 Transaction Cost
Economics 7-1, 7-3, 7-4, 7-51011/21/2008 Industrial Organization
Theory 8-1, 8-2, 8-3, 8-41111/28/2008 Contingency Theory 9-1, 9-2,
9-4, 9-61212/05/2008 Agency Theory10-1, 10-2, 10-3,
10-61312/12/2008Second Exam 14.12/19/2008 Institutional Theory
11-1, 11-3, 11-5, 11-615.12/26/2008 Upper Echelons Theory12-1,
12-2, 12-3, 12-516.01/02/2009 Evolutionary Theory13-1, 13-2, 13-4,
13-517.01/09/2009 Resource Dependence Theory 14-1, 14-2, 14-3, 14-5
2 3. 18. 01/16/2009 Final Exam Assigned Readings I.
Introduction:1-1. Mintzberg, H., and Lampel, J. 1999. Reflecting on
the strategy process. SloanManagement Review. 40(3): 21-30 1-2.
Nerur, S. P., Rasheed, A. A., and Natarajan, V. 2007. The
intellectual structureof the strategic management field: an author
co-citation analysis. StrategicManagement Journal 29(3): 319-336.
1-3. Nag, R., Hambrick, D. C., and Chen, M. J. 2007. What is
strategicmanagement, really? Inductive derivation of a consensus
definition of the field.Strategic Management Journal. 28(9):
935-955. II.Research Design and Approaches of Strategic
management2-1. Sutton, R. I. and B. M. Staw. 1995. What theory is
not? Administrative ScienceQuarterly 40(3): 371-384. 2-2. Weick, K.
E. 1995. What theory is not, theorizing is. Administrative
ScienceQuarterly 40(3): 385-390. 2-3. DiMaggio, P. J. 1995.
Comments on What theory is not. AdministrativeScience Quarterly
40(3): 391-397. 2-4. Alvesson, M. and Karreman, D. 2007.
Constructing mystery: Empiricalmatters in theory development.
Academy of Management Review. 32(4):1265-1281. 2-5. Shah, Sonali K.
and Corley, Kevin G. 2006. Building better theory by bridgingthe
quantitative-qualitative divide. Journal of Management Studies
43(8):1821-1835. III: The Resource-Based View3-1. Wernerfelt, B.
1984. A resource-based view of the firm. Strategic
ManagementJournal 5(2): 171-180. 3-2. Barney, J. B. 1991. Firm
resources and sustained competitive advantage.Journal of Management
17: 99-120. 3-3. Peteraf, M. A. 1993. The cornerstones of
competitive advantage: Aresource-based view. Strategic Management
Journal 14 (3): 179-191. 3-4. Priem, R. L. and J. E. Butler. 2001.
Tautology in the resource-based view and3 4. the implications of
externally determined resource value: Further comments.Academy of
Management Review 26(1): 57-66. 3-5. Barney, J. B. 2001. Is the
resource-based view a useful perspective forstrategic management
research? Yes. Academy of Management Review. 26(1):41-56. 3-6.
Lado, Augustine A., Boyd, Nancy G., Wright, Peter, and Kroll, Mark.
2006.Paradox and theorizing within the resource-based view. Academy
ofManagement Review 31(1): 115-131. 3-7. Crook, T. R., Ketchen, D.
J., Combs, J. G., and Todd, S. Y. (2008). Strategicresources and
performance: A meta-analysis. Strategic Management Journal.Early
view. IV: Dynamic Capability Approach4-1. Teece, D. J., G. Pisano,
and A. Shuen. 1997. Dynamic capabilities and strategicmanagement.
Strategic Management Journal 18(7): 509-533. 4-2. Eisenhardt, K. M.
and J. A. Martin. 2000. Dynamic capabilities: What are
they?Strategic Management Journal 21 (10/11): 1105-1121. 4-3.
Helfat, C. E. and Peteraf, M. A. 2003. The dynamic resource-based
view:Capability lifecycles. Strategic Management Journal. 24(10):
997-1010. 4-4. Schreyogg, Georg and Kliesch-Eberl, Martina. 2007.
How dynamic canorganizational capabilities be? Towards a
dual-process model of capabilitydynamization. Strategic Management
Journal 28(9): 913-933. 4-5. Simon, David G., Hitt, Michael A., and
Ireland, R. Duane. 2007. Managing firmresources in dynamic
environments to create value: Looking inside the blackbox. Academy
of Management Review 32(1): 273-292. 4-6. Dving, E., and Gooderham,
P. N. 2008. Dynamic capabilities as antecedents ofthe scope of
related diversification: the case of small firm accountancy
practices.Strategic Management Journal. 29(8): 841-857V.
Knowledge-Based Theory 5-1. Grant, R. 1996. Toward a
knowledge-based theory of the firm. Strategic Management Journal,
17(Special issue): 109-122 5-2. Spender, J. C. 1996. Making
knowledge the basis of a dynamic theory of the firm. Strategic
Management Journal, 17(Special issue): 45-62. 5-3. Felin, Teppo and
Hesterly, William S. 2007. The knowledge-based view, nested
heterogeneity, and new value creation: Philosophical considerations
on the locus of knowledge. Academy of Management Review 32(1):
195-218.4 5. 5-4.Nickerson, Jack A. and Zenger, Todd R. 2004. A
knowledge-based theory of the firmThe problem-solving perspective.
Organization Science 15(6): 617-632. 5-5.Tanriverdi, H., and
Venkatraman, N. 2005. Knowledge relatedness and the performance of
multibusiness firms. Strategic Management Journal, 26(2): 97-116.
5-6.Anand, N., Gardner, H. K., and Morris, T. (2007).
Knowledge-based innovation: Emergence and embedding of new practice
areas in management consulting firms. Academy of Management
Journal. 50(2): 406-428. VI: Network Based Theory6-1. Nahapiet, J.
and S. Ghoshal. 1998. Social capital, intellectual capital, and
theorganization advantage. Academy of Management Review, 23:
242-266. 6-2. Adler, P. S., and Kwon, S. W. 2002. Social capital:
Prospects for a new concept.Academy of Management Review. 27(1):
17-40. 6-3. Ibarra, H., and Kilduff, M., and Tsai, W. 2005. Zooming
in and out: Connectingindividuals and collectivities at the
frontiers of organizational network research.Organization Science.
16(4): 359-371. 6-4. Yli-Renko, H., Autio, E., and Sapienza, H. J.
(2001). Social capital, knowledgeacquisition, and knowledge
exploitation in young technology-based firms.22(6-7): 587-613. 6-5.
Capaldo, A. 2007. Network structure and innovation: The leveraging
of a dualnetwork as a distinctive relational capability. Strategic
Management Journal,28(6): 585-608. 6-6. Tiwana, A. (2008). Do
bridging ties complement strong ties? An empiricalexamination of
alliance ambidexterity. Strategic Management Journal,
28(6):585-608. VII: Transaction Cost Economics 7-1 Rindfleisch, A.
and J. B. Heide. 1997. Transaction cost analysis: Past, present,
and future applications. Journal of Marketing 61(4): 30-54. 7-2.
Argyres, N. S., and Liebeskind, J. P. 1999. Contractual
commitments, bargaining power, and governance inseparability:
Incorporating history into Transaction Cost Theory. Academy of
Management Review. 24(1): 49-63. 7-3. Tsang, Eric W. K. 2006.
Behavioral assumptions and theory development: the case of
transaction cost economics. Strategic Management Journal 27(11):
999-1011. 7-4. Geyskens, Inge, Steenkamp, Jan-Benedict E. M., and
Kumar, Nirmalya. 2006.5 6. Make, buy, or ally: A transaction cost
theory meta analysis. Academy ofManagement Journal 49(3): 519-543.
7-5. Brouthers, K. D., Brouthers, L. E., and Werner, S. (2003).
Transactioncost-enhanced entry mode choices and firm performance.
StrategicManagement Journal. 24(12): 1239-1248. 7-6. Mayer, K. J.,
and Salomon, R. M. (2006). Capabilities, contractual hazards,
andgovernance: Integrating resource-based and transaction cost
perspectives.Academy of Management Journal 49(5): 942-959. VIII.
Industrial Organization Economics Theory 8-1. McGee, J., and
Thomas, H. 1986. Strategic groups: Theory, research andtaxonomy.
Strategic Management Journal. 7(2): 141160. 8-2. Fiegenbaum, A.,
and Thomas, H. 1995. Strategic groups as reference groups:theory,
modeling and empirical examination of industry and
competitivestrategy. Strategic Management Journal. 16(6): 461476.
8-3. DeSarbo, W. S., and Grewal, R. 2008. Hybrid strategic groups.
StrategicManagement Journal. 29(3): 293-317. 8-4. Leask, G., and
Parker, D. 2007. Strategic groups, competitive groups
andperformance within the U.K. pharmaceutical industry: Improving
ourunderstanding of the competitive process. Strategic Management
Journal.28(7): 723-745. 8-5. McNamara, G., Deephouse, D. L., and
Luce, R. A. 2003. Competitivepositioning within and across a
strategic group structure: the performance ofcore, secondary and
solitary firms. Strategic Management Journal 24(2):161181. 8-6.
Nair, A., and Filler, L. 2003. Cointegration of firm strategies
within groups: along run analysis of firm behavior in the Japanese
steel industry. StrategicManagement Journal 24(2): 145159. IX.
Contingency Theory 9-1. Ginsberg, A., and Venkatraman, N. 1985.
Contingency perspectives oforganizational strategy: A critical
review of the empirical research. Academy ofManagement Review.
10(3): 421-434. 9-2. Shenhar A.J. 2001. One size does not fit all
projects: Exploring classicalcontingency domains. Management
Science 47(3): 394-414. 9-3. Yin, X. and Zajac, E.J. 2004. The
strategy/governance structure fit relationship:Theory and evidence
in franchising arrangements. Strategic ManagementJournal 25(4):
365-384. 9-4. Lavie, Dover and Rosenkopf, Lori. 2006. Balancing
exploration and 6 7. exploitation in alliance formation. Academy of
Management Journal 49(4):797-818. 9-5. Coff, Russell W., Coff,
David C., and Eastvold, Roger. 2006. Theknowledge-leveraging
paradox: How to achieve scale without makingknowledge imitable.
Academy of Management Review 31(2): 452-465. 9-6. Katsikeas,
Constantine S., Samiee, Saeed, and Theodosiou, Marios.
2006.Strategy fit and performance consequences of international
marketingstandardization. Strategic Management Journal 27(9):
867-890. X. Agency Theory 10-1. Eisenhardt, M, K. 1989. Agency
theory: An assessment and review. Academy of Management Review,.
14(1): 57-74 10-2. Hendry, J. 2002. The Principal's Other Problems:
Honest Incompetence and the Specification of Objectives. Academy of
Management Review,. 27(1): 98-113. 10-3. Anderson, R. C., and Reeb,
D. M. 2004. Board composition: Balancing family influence in
S&P firms. Administrative Science Quarterly. 49(2): 209-237.
10-4. Denis, D., Denis, D. K., and Sarin, A. 1999. Agency Theory
and the Influence of Equity Ownership Structure on Corporate
Diversification Strategies. Strategic Management Journal, 20(11):
1071-1076. 10-5. Sanders, W. G., and Carpenter, M. A. 2003.
Strategic satisficing? A behavioral-agency theory perspectives on
stock repurchase program announcements. Academy of Management
Journal. 46(2): 160-179. 10-6. Arthurs, J. D., Hoskisson, R. E.,
and Busenitz, L. W. 2008. Managerial agents watching other agents:
Multiple agency conflicts regarding underpricing in IPO firms.
Academy of Management Journal. 51(2): 277-294.XI. Institutional
Theory 11-1. DiMaggio, P. J., and Powell, W. W. 1983. The Iron Cage
Revisited: Institutional Isomorphism and Collective Rationality in
Organizational Fields. American Sociological Review,. 48(2):
147-160. 11-2. Scott, R. W. (1987). The Adolescence of
Institutional Theory. Administrative Science Quarterly. 32(4):
493-511 11-3. Selznick, P. 1996. Institutionalism "Old" and "New."
Administrative Science Quarterly. 41(2): 270-277. 11-4. Greenwood,
R., and Hinings, C. R. 1996. Understanding Radical Organizational
Change: Bringing together the Old and the New Institutionalism.
Academy of Management Review,. 21(4): 1022-1054 11-5. Mizruchi, M.
S., and Fein, L. C. 1999. The Social Construction of 7 8.
Organizational Knowledge: A Study of the Uses of Coercive, Mimetic,
and Normative Isomorphism . Administrative Science Quarterly.
44(4): 653-683. 11-6. Suddaby, R., and Greenwood, R. 2005.
Rhetorical strategies of legitimacy. Administrative Science
Quarterly.50(1): 35-67. XII. Upper Echelons Theory 12-1. Hambrick,
D. C., and Mason, P. A. 1984. Upper echelons: The organization as a
reflection of its top managers. Academy of Management Review. 9(2):
193-206. 12-2. Hambrick, D. C. 2007. Upper echelons theory: An
update. Academy of Management Review. 32(2): 334-343. 12-3.
Carpenter, M. A., Geletkanycz, M. A., and Sanders, W. G. 2004.
Upper echelons research revisited: Antecedents, elements, and
consequences of top management team composition. Journal of
Management. 30(6): 749778. 12-4. Carpenter, M. A., and Fredrickson,
J. W. 2001. Top management teams, global strategic posture, and the
moderating role of uncertainty. Academy of Management Journal, 44:
533545. 12-5. Higgins, M. C., and Gulati, R. 2006. Stacking the
deck: the effects of top management backgrounds on investor
decisions. Strategic Management Journal. 27(1): 1-25. 12-6. Wright,
P., Kroll, M., Krug, J. A., and Pettus, M. 2007. Influences of top
management team incentives on firm risk taking. Strategic
Management Journal. 28(1): 81-89 XIII. Evolutionary Theory 13-1.
Nelson, R. R. 1991. Why Do Firms Differ, and How Does it Matter?
Strategic Management Journal, 12(Special Issue): 61-74. 13-2.
Arino, A. T. J. 1998. Learning from failure: towards an
evolutionary model of collaborative ventures. Organization Science
9: 306325. 13-3. Stuart, T. E., and Podolny, J. M. 1996. Local
search and the evolution of technological capabilities. Strategic
Management Journal. 17(Special Issue): 21-38. 13-4. Burgelman, A.
1996. A Process Model of Strategic Business Exit: Implications for
an Evolutionary Perspective on Strategy. Strategic Management
Journal. 17(Special Issue): 193-214 13-5. Helfat, C. E., and
Raubitschek, R. S. 2000. Product Sequencing: Co-Evolution of
Knowledge, Capabilities and Products. Strategic Management Journal,
21(10/11): 961-979 13-6. Miller, K. D., and Arikan, A. T. 2004.
Technology search investments: evolutionary, option reasoning, and
option pricing approaches. Strategic 8 9. Management Journal.
25(5): 473-485.XIV. Resource Dependence Theory 14-1. Ulrich, D.,
and Barney, J. B. 1984. Perspectives in Organizations: Resource
Dependence, Efficiency, and Population. Academy of Management
Review, 9(3): 471-481. 14-2. Finkelstein, S. 1997. Interindustry
merger patterns and resource dependence: a replication and
extension of Pfeffer (1972). Strategic Management Journal 18(10):
787-810. 14-3. Casciaro, T. and Piskorski, M. J. 2005. Power
imbalance, mutual dependence, and constraint absorption: A closer
look at resource dependence theory. Administrative Science
Quarterly 50(2): 167-199. 14-4. Gulati, Ranjay and Sytch, Maxim.
2007. Dependence asymmetry and joint dependence in
interorganizational relationships: Effects of embeddedness on a
manufacturers performance in procurement relationships.
Administrative Science Quarterly 52(1): 32-69. 14-5. Frooman, J.
1999. Stakeholder influence strategies. Academy of Management
Review. 24(2): 191-206. 14-6. Hillman, A. J., and Dalziel, T. 2003.
Boards of directors and firm performance: Integrating agency and
resource dependence perspectives. Academy of Management Review.
28(3): 383-396.9 10. 2008/09/16 Email address:
[email protected] Office phone: (06) 2757575 ext. 53340 :: 1 2
3 4 5 1. 2. 3. 4. 5. 1. (2002)2. Churchill, Gilbert A., Jr. (2005),
Marketing Research: Methodological Foundations, 9th edition, 3.
Readings: Handout(To be announce)1. 3-5 2. 1 (1) 1 11. (2) (3) /
(4) (5) (6) 1.(Quiz) 302. 203. 304. 20 2 12. 09/16 1. 09/22 09/23
2. 09/29 09/30 3. 10/06 10/07 4. 10/13 10/14 5. 10/206.10/21
10/2710/28 7.11/038 11/04 11/109.11/11 11/1710. 11/18 11/24 11/25
11. 12/01 12/02 12. 12/08 12/09 13. 12/15 12/16 ( I ) 14. ( II
)12/22 12/23 (III) 15. (IV)12/29 12/30 16.01/05 01/06 17.01/123 13.
01/13 18.01/19 4 14. 2008/02/15 Email address:
[email protected] Office phone: (06) 2757575 ext. 53340 ::1 2
3 4 5 1. 2. 3. 4. 5. 6. 1. ( 2008 ),2. , ( 2006 ), 1. Daniels, John
D. and Lee H. Radebaugh ( 2004 ), International Business:
Environments and Operations, 10th edition, Addison-Wesley, 2.
Ricks, David A. ( 1993 ), Blunders in International Business,
Cambridge, Mass., USA :Blackwell Business.3. Aswath Damodaran
(2002),Investment Valuation: Tools and Techniques for Determining
the Value of Any Asset, Second Edition, New York :Wiley 1 15. 4.
Richard M. Burton, B2rge Obel 2004,Strategic organizational
diagnosis and design : the dynamics of fit, Boston : Kluwer 5.
Michael I. Harrison, Arie Shirom 1999,Organizational diagnosis and
ssessment :bridging theory and practice, Thousand Oaks, Calif.
:Sage Publications6. http://newmops.tse.com.tw/
1.()202.253.254.()30 2 16. ( International Management ) 1.02/22 Ch1
2.02/29 Ch2 3.03/07 Ch3 4.03/14 Ch3 5.03/21 Ch4 6.03/28 Ch5 7.04/04
8.04/11 Ch6 9.04/18 Ch6 10. 04/25 11. 05/02 12. 05/09 Ch7 13. 05/16
Ch8 14. 05/23 Ch9 15. 05/30 Ch10 16. 06/06 Ch11 17. 06/13 Ch12 18.
06/20 1906/27 3 17. Course Syllabus Business Research Methods IMBA
I. Instructor: Dr. Wann-Yih Wu Email address:
[email protected] Office phone: (06) 2757575 ext. 53340The
Institute of International Management is dedicated to provide
students a quality teaching and research environment with a broad,
integrated knowledge of management in preparation for successful
careers in business, government, and academia.General Program
Learning Goals (goals covered by this course are indicated:1
Graduates should be able to communicate effectively verbally and in
writing2 Graduates should solve strategic problems with a creative
and innovative approach3 Graduates should demonstrate leadership
skills demanded of a person in authority 4 Graduates should think
with a global management perspective5 Graduates should possess the
necessary skills and values demanded of a true professionalII.
Course Objectives: Upon completion of this course, students will be
able to: 1. Identify the different kinds of scientific research
methods, including their principles and procedures; 2. Understand
measurement scales, including its reliability and validity; 3.
Design a questionnaire, a sample and data collection methods to be
used in a survey; 4. Understand various data analysis techniques by
using SPSS and AMOS program; 5. Develop research framework,
research hypotheses; 6. Select appropriate survey and data analysis
methods; 7. Conduct research proposals and write research
reports.III. Method of Instruction: Lecture, demonstrate the
process of data creation and analysis by using SPSS, AMOS and
discussion/presentation.IV. Course Technology: SPSS 13.0 and AMOS
4.0 are required for this course. V. Course Content: See
attachment. VI. Student Requirements: Finished Business Statistic
Course VII. Assignments, Midterm Exam and Report, Final Report:
Students must be submitted all assignments, midterm examination,
midterm and final report as well as data analysis and evaluation on
time based on instructors handout materials. 1. Midterm Report:
Students must submit a research proposal following APA format
style, includingintroduction, literature review and research
methodology; 2. Final Research Report: Students must submit and
present the final research report. A final research paper inone
group (3-5 students are required on a current topic related to the
course material). Prior approval of thetopic is required. The
report is submitted in printing out the presentation slides (six
slides in one page). Thecontents should be as:a. Conduct literature
review and propose a research framework;b. Design the survey
questionnaire;c. Conduct the survey;d. Evaluate the reliability and
validity of the research instrument; 18. e. Conduct data analysis
using multivariate statistical methods; f. Summary of the results.
VIII. Grading Policy: 1. Assignment 20% 2. Midterm Exam 25% 3.
Midterm Report 25% 4. Final Report 30%IX. Assigned Textbook: 1.
Hair, F.J., Anderson, R.E., Tatham, R.L. and Black, W.C. (2003).
Multivariate Data Analysis. Prentice Hall. Fifth Edition; 2.
Cooper, D.R. and Schindler, P.S. (2003). Business Research Methods.
McGraw Hill. Eight Edition.AttachmentTopics of Business Research
Methods WeekDate Topic Note I 09/25 Research in BusinessChapter
1,2,3,4 (CS) Applying Scientific Thinking to Management Problems
The Research Process The Research Proposal II10/9 Sampling Design
Chapter 7,8,17 (CS) Measurement Chapter 3 (HATB) Hypothesis testing
Descriptive Analysis Factor Analysis III 10/23 Measurement
ScalesChapter 9,10 (CS) Exploring Secondary DataChapter 4,8 (HATB)
Multiple Regression Analysis Canonical Correlation Analysis IV11/13
Midterm Exam Presentation V 11/27 Multivariate Analysis of Variance
Chapter 6,9 (HATB) Cluster Analysis VI12/11 Multiple Discriminate
Analysis andChapter 10 (HATB)Multidimensional Scaling 19. Data
Envelopment Analysis and AnalyticHierarchy Process VII12/25
Conjoint AnalysisChapter 7,12 (HATB) Structural Equation Modeling
VIII 01/15Final Presentation IX 01/29Final PresentationSTUDENT
INFORMATION English Name:Chinese Name:Contact phone number:Email
address:Undergraduate major:Background of Statistics and Research
Method:Regular job:Have you been familiar with SPSS
program?YesNoHave you been familiar with AMOS program?YesNo STUDENT
INFORMATION English Name:Chinese Name:Contact phone number:Email
address:Undergraduate major:Background of Statistics and Research
Method:Regular job:Have you been familiar with SPSS program?YesNo
20. Have you been familiar with AMOS program?YesNo
[email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected] 21. Marketying
Theory SyllabusI. Instructor: Dr. Wann-Yih Wu Email address:
[email protected] Office phone: (06) 2757575 ext. 53340The
Institute of International Management is dedicated to provide
students a quality teaching and research environment with a broad,
integrated knowledge of management in preparation for successful
careers in business, government, and academia.General Program
Learning Goals (goals covered by this course are indicated: 1
Graduates should be able to communicate effectively verbally and in
writing2 Graduates should solve strategic problems with a creative
and innovative approach 3 Graduates should demonstrate leadership
skills demanded of a person in authority 4 Graduates should think
with a global management perspective5 Graduates should possess the
necessary skills and values demanded of a true professional II.
Course DescriptionThis course is divided into four parts. The first
part deals with various schools of marketing thought and their
evaluation, that have evolved since the inception of the discipline
in the early 1900s. The second part focuses on providing a
briefintroduction of the philosophy of science tool-kit to
marketing theory and research. Based on the second part, the third
part addresses issues related to theory building. Using structural
equation method, the fourth part serves to illustrate the process
of theory building in the third part by using a set of real
data.III. Course Objectives 3.1 Aim To provide a comprehensive
understanding of the evolution and evaluationof marketing theory as
well as key issues in the philosophy of marketingscience. 3.2
Objectives After the course, students are able to perform the
following: i)To write a good critique on the evolution and
evaluation ofmarketing theory; ii) To map out directions for new
marketing theories that may emergein the marketing literature by
mapping out new directions; IV. To help students develop their own
marketing model through understanding somekey issues in the
philosophy of marketing science. 1 22. V. Syllabus5.1 Resurgence of
interest in marketing theory.5.2 Metatheory criteria for the
evaluation of theories5.3 Various Schools of Marketing3.3.1.
Noninteractive-economic schools of marketing3.3.2
Interactive-economic schools of marketing3.3.3
Noninteractive-nonoeconomic schools of marketing3.3.4
Interactive-nonoeconomic schools of marketing5.4 Philosophy of
marketing science 3.4.1 What is philosophy of marketing science?
3.4.2 The morphology of explanation 3.4.3 Explanation: issues and
Aspects 3.4.4 Scientific laws 3.4.5 The morphology of theory 3.4.6
Theory: issues and aspects5.5 Theory Building3.5.1 Units of
theory3.5.2 Laws of interaction3.5.3 Theory boundaries3.5.4
Empirical indicators3.5.4 Propositions and Hypotheses5.6 Definition
of marketing3.6.1 Does definition need reformed3.6.2 Elements to be
consideredVI. Teaching MethodsThe course will be taught in a
pragmatic and interactive manner. The course will be conducted in a
mode that combines lectures, seminars and case studies with an
emphasis on student participation.VII. AssessmentCoursework:
100%The coursework will comprise of individual and group assessment
on the coursework and projects.This course consists of three
assignments. Two of them are individual assignment and one group
assignment.Assignment 1. Individual, 20% 2 23. You are requested to
choose an established marketing theory or model from marketing
textbooks. Then making use of the evaluation criteria described in
Sheth, Gardner and Garretts book, write an article of about 500
words or at most 3 double-line- spacing pages on the performance of
the theory or model that you have chosen. Make sure that the one
that you choose will not be the same as other classmates.Assignment
2. Individual, 30%You are required to find an article from a
marketing journal, which is related to the construction of a
marketing theory or model. Using what you have learnt from Shelby
Hunts book, Foundations of Marketing Theory, write a critique of
about 1000-1500 words on the article and its related theory or
model. Make sure that the one that you choose will not be the same
as other classmates.Assignment 3. Group, 50% This project requires
more effort and thinking than the previous assignments. It requires
you to construct your own model or theory. You may prefer to
achieve this by various ways: a) Construct a small model by
conducting several focus group interviews, e.g. on a topic about
complaint behaviour;b) Extend existing model or theory to form a
new one by adding some new components; orc) Merge two or three
existing theories or models together to form a new one.Conduct
either focus group interviews or survey to collect necessary data
to confirm the model or theory. Dont be ambiguous. Make the project
small and manageable. If possible, you may prefer to use a student
sample to collect your data. Do whatever you can to make it
perfect. (Of course, this is impossible given the time constraints
and resources.) Write a report on the formation of your theory or
model. Describe it clearly with all stipulated hypotheses. Tell how
the data are collected and analyzed. Discuss to what extent you
have achieved constructing your theory or model. Finally, write a
self- critique on your theory or model, including the quality of
the process that the group has carried out.While doing this
project, make sure that you divide various tasks among
yourselves.VIII. Textbooks Hunt, Shelby D. (2002), Foundations of
Marketing Theory: Toward a GeneralTheory of Marketing, New York:
M.N. Sharpe. Sheth, J.N., Gardner, D.M. and Garrett, D.E. (1988),
Marketing Theory: Evolutionand Evaluation, New York: John Wiley
& Sons. Jagdish N. Sheth and Rajendra S. Sisodia (2006), Does
Marketing Need Reform?:Fresh Perspectives on the Future. 3 24. IX.
Reading ListBartels, R. (1970), Marketing Theory and Metatheory,
Chicago: American Marketing Association. Dublin, Robert (1978),
Theory Building, New York: The Free Press. Feyerabend, Paul (1975),
Against Methods, Verso. Hunt, Shelby (1983), Marketing Theory: The
Philosophy of Marketing Science, Ill.: Richard D. Irwin, Inc. Hunt,
Shelby (1991), Modern Marketing Theory, Critical Issues in the
Philosophy of Marketing Science, OH: South-Western Publishing Co.
Hunt, Shelby D. (2003), Controversy in Marketing Theory: For
Reason, Realism, Truth, and Objectivity, New York: M.E. Sharpe.
Kuhn, T. S. (1962), The Structure of Scientific Revolutions, 2nd
edition, Enlarged, Chicago: The University of Chicago Press. Locke,
Karen (2001), Grounded Theory in Management Research, London: SAGE
Publications. Sheth, J.N. and Garrett, D.E. (1986), Marketing
Theory: Classic and Contemporary Readings, Cin.: South-Western
Publishing Co. Wesis, E.B. (1964), Management and the Marketing
Revolution, New York: McGraw-Hill Book Company. 4 25. Seminar of
Strategic Planning and Control SyllabusProfessor: Wann-Yih
Wu2006/09/19 I. Instructor: Dr. Wann-Yih Wu Email address:
[email protected] Office phone: (06) 2757575 ext. 53340The
Institute of International Management is dedicated to provide
students a quality teaching and research environment with a broad,
integrated knowledge of management in preparation for successful
careers in business, government, and academia.General Program
Learning Goals (goals covered by this course are indicated:1
Graduates should be able to communicate effectively verbally and in
writing2 Graduates should solve strategic problems with a creative
and innovative approach3 Graduates should demonstrate leadership
skills demanded of a person in authority4 Graduates should think
with a global management perspective5 Graduates should possess the
necessary skills and values demanded of a trueprofessionalII.
Course Objectives1. To explore the related theory of strategic
planning. 2. To help the students building the ability of
enterprise diagnosis. 3. To develop the related technique of
strategic planning and control. 4. To trace the concept and
technique of investment. 5. To conduct the students to write the
proposal of strategic planning.III. The Readings 1. Aaker, David A.
(2005), Strategic Market Management, 7th edition, John Wiley &
Sone, Inc. 2. Handout Papers, as per attached.IV. Grading
Preparation and participation 20% Midterm exam25% Term paper25% 26.
Practice comprehensive exam 30% 2 27. Attachment ITOPIC Students
presentation WeekCH. CONTENTIntroduction 1. 09/1709/231Seminar 1
Strategic OverviewBusiness StrategyStrategic Market Management : 2
2. 09/2409/30 An Oberview CustomerSeminar 1 Strategic Overview
3Analysis 3. 10/0110/074 Competitor Analysis Seminar 1 Strategic
Overview4. 10/0810/145 Market Analysis Seminar2 Strategic
Planning5. 10/1510/216 Environmental AnalysisSeminar2 Strategic
Planning6. 10/1210/287 Self-Analysis Seminar2 Strategic Planning7.
10/2911/048 Portfolio AnalysisSeminar3 Corporate StrategyObtaining
a Sustainable 8. 11/0511/119 Seminar3 Corporate Strategy
Competitive Advantage9. 11/1211/18 10 Differentiation
StrategiesSeminar 4 Business StrategyObtaining an SCA-Low Cost, 10.
11/1911/2511 Focus, and the Preemptive Move Seminar 4 Business
StrategyGrowth Strategies : Penetration, 11. 11/2612/0212
Product-Market Expansion, and Seminar 5 Intraorganizational
Operation Vertical Integration12. 12/0312/0913 Diversification
Seminar 5 Intraorganizational OperationStrategies in Declining and
13. 12/1012/1614 Seminar 6 Planning Control & Performance
Mature Markets14. 12/1712/2315 Global Strategies Seminar 6 Planning
Control & Performance15. 12/2412/3016 Implementing the Strategy
Seminar7 Implementation Issues16. 12/3101/0617 Formal Planning
Systems Seminar7 Implementation Issues17. 01/0701/13 Term paper
presentation18. 01/1401/20 Term paper presentation19. 01/2101/27
Final Exam 28. Attachment IISeminar 1 Strategic Overview 1-1
Ruefli, T., & Sarrazin, J. (1981), Strategic Control of
Corporate Development Under AmbiguousCircumstances, Management
Science, 27, pp.1158-1170. 1-2 Gupta, A. K. (1984), Contingency
Linkages Between Strategy and General ManagerCharacteristics,
Academy of Management Review, 9, pp.399-412. 1-3 Kerr, J. L.
(1985), Diversification Strategies and Managerial Rewards : An
Empirical Study, Academy of Management Journal, 28, pp.155-179. 1-4
Reinganum, M. R. (1985), The Effect of Executive Succession on
Stockholder Wealth, Administrative Science Quarterly, 30, pp.46-60.
1-5 Dalton, D. R., & Kesner, I. F. (1985), Organizational
Performance as an Antecedent of Inside/Ouside Chief Executive
Succession : Empirical Assessment, Academy of Management Journal,
28, pp.749-762. 1-6 Jaeger, A. M., & Baliga, B. R. (1985),
Control Systems and Strategic Adaptation : Lessons From the
Japanese Experience, Strategic Management Journal, 6, pp.115-134.
1-7 Westley, Frances and Henry Mintzberg (1989), Visionary
Leadership and StrategicManagement, Strategic Management Journal,
Vol. 10 (Summer), pp.17-32. 1-8 Mintzberg, Henry (1991), The
Effective Organization : Forces and Forms, Sloan ManagementReview,
Winter, pp.54-67. 1-9 Hambrick, Donald C. and Rivhard A. DAveni
(1992), Top Team Deterioration as Part of theDownward Spiral of
Large Corporate Bankruptcies, Management Science, Vol. 38 (10),
pp.1445-1466. 1-10 Mintzberg, Henry (1994), Rounding Out the
Managers Job, Sloan Management Review, Vol. 36(1), pp.11-26. 1-11
Robert M. Grant, Rami Shani & R. Krishnan (1994),TQMS Challenge
to Management Theory andPractice, Sloan Management Review, Volume
35 (2), pp.25-36(Does TQM Conflict with Conventional Management
Ideas?) 1-12 Wellford W. Wilms, Alan J. Hardcastle L Deone M. Zell
(1994),Cultural Transformation At Unmmi, Sloan Management Review,
pp.99. 1-13 Hambrick, Donald C. (1995), Fragmentation and the Other
Problems CEOs have With Their TopManagement Teams, California
Management Review, Vol. 37 (3), pp.110-127. 1-14 Yukl, Gary;
Guinan, Patricia J, and Sottolano, Debra (1995), Influence Tactics
Used for DifferentObjectives with Subordinates, Peers, and
Superiors, Group & Organization Management, Vol. 20(3),
pp.272-296. 1-15 R. Sanchez (1995),Strategic Flexibility in Product
Competition, Strategic Management Journal, Volume 16(special
issue), pp.135-160. 1-16 Robin Cooper & M. Lynne Markus
(1995),Human Reengineering, Sloan Management Review,Volume 36
(4),pp.39-50.(Five techniques for enlisting employees support in a
change process.) 1-17 David e. Schnedler (1996),Use Strategic
Market Models to Predict Customer Behavior, SloanManagement Review,
Volume 37 (3),pp.85-2.(Hewlett-Packards approach to market
analysis.) 1-18 Sully Taylor & Nancy Napier (1996),Working in
Japan: Lessons From Women Expatriates, Sloan 4 29. Management
Review, Volume 37 (3),pp.76-84. (A study of women professionals
suggests ways that firms can improve the chances of their employees
success.) 1-19 Thomas H. Davenport, Sirkka L. Jarvenpaa &
Michael C. Beers (1996),Improving KnowledgeWork Processes, Sloan
Management Review, Volume 37 (4),pp.53-66.(Tactics for managing
change that recognize the special nature of knowledge work.) 1-20
James Brian Quinn, Jordan J. Baruch & Karen Anne Zien
(1996),Software-BasedInnovation, Sloan Management Review, Volume 37
(4),pp.11-24.(Effective software management is the key to
innovation for any company.) 1-21 D. Schendel (1997), Editors
Introduction to the 1997 Summer Special lssue: The Interactions of
Organizational and Competitive Influences on Strategy and
Performance, Strategic Management Journal, Volume 18(S1), pp.1-4.
1-22 E. C. Busija, H. M. ONeill and C. P. Zeithaml
(1997),Diversification Strategy, Entry Mode, and Performance:
Evidence of Choice and Constraints, Strategic Management Journal,
Volume 18(4), pp.321-328. 1-23 J. Birkinshaw
(1997),Entrepreneurship in Multinational Corporations: The
Characteristics of Subsidiary initiatives, Strategic Management
Journal, Volume 18(3), pp.207-230. 1-24 K. G. Smith, C. M. Grimm,
G. Young and S. Wally (1997),Strategic Groups and Rivalrous Firm
Behavior: Towards a Reconciliation, Strategic Management Journal,
Volume 18(2), pp.149-158. 1-25 Y. Pan (1997),The Formation of
Japanese and U.S. Equity Joint Ventures in China, Strategic
Management Journal, Volume 18(3), pp.247-254. 1-26 Philip M.
Podsakoff, Scott B. MacKenzie, Daniel G. Bachrach, Nathan P.
Podsakoff (2005), Theinfluence of management journals in the 1980s
and 1990s, Strategic Management Journal, 26(5),pp. 473-488. 1-27
Constantine S. Katsikeas, Saeed Samiee, Marios Theodosiou (2006),
Strategy fit and performanceconsequences of international marketing
standardization, Strategic Management Journal, 27(9),pp. 867-890.
1-28 Gabriel Szulanski, Robert J. Jensen (2006), Presumptive
adaptation and the effectiveness ofknowledge transfer, Strategic
Management Journal, 27(10), pp. 937-957. 1-29 Samina Karim (2006),
Modularity in organizational structure: the reconfiguration of
internallydeveloped and acquired business units, Strategic
Management Journal, Volume 27(9), pp. 799-823. 1-30 Robert
Wiltbank, Nicholas Dew, Stuart Read, Saras D. Sarasvathy (2006),
What to do next? Thecase for non-predictive strategy, Strategic
Management Journal, 27(10), pp. 981-998. 1-31 Jeffrey H. Dyer, Nile
W. Hatch (2006), Relation-specific capabilities and barriers to
knowledge transfers: creating advantage through network
relationships, Strategic Management Journal, Volume 27(8), pp.
701-719. 1-32 Francisco Jos?Acedo, Carmen Barroso, Jose Luis Galan
(2006), The resource-based theory:dissemination and main trends,
Strategic Management Journal, Volume 27(7), pp. 621-636. 1-33 M. B.
Sarkar, Raj Echambadi, Rajshree Agarwal, Bisakha Sen (2006), The
effect of the innovativeenvironment on exit of entrepreneurial
firms, Strategic Management Journal, Volume 27(6), pp.519-539. 1-34
Richard Carter, Geoffrey M. Hodgson (2006) The impact of empirical
tests of transaction costeconomics on the debate on the nature of
the firm, Strategic Management Journal, Volume 27(5),pp. 461-476.
1-35 Jay J. Ebben, Alec C. Johnson (2006), Efficiency, flexibility,
or both? Evidence linking strategy to performance in small firms,
Strategic Management Journal, Volume 26(13), pp. 1249-1259. 30.
Seminar 2 Strategic Planning 2-1 Mintzberg, Henry (1987), The
Strategy Concept I : Five Ps for Strategy, CaliforniaManagement
Review, Vol. 30 (1), pp.11-24. 2-2 Mintzberg, Henry (1987), The
Strategy Concept II : Another Look at Why OrganizationsNeed
Strategies, California Management Review, Vol. 30 (1), pp.25-32 2-3
Mintzberg, Henry (1990), The Design School : Reconsidering the
Basic Premises of StrategicManagement, Strategic Management
Journal, Vol. 11 (3), pp.171-195. 2-4 Mintzberg, Henry (1993), The
Pitfalls of Strategic Planning, California Management Review, Vol.
36 (1), pp.32-47. 2-5 Mintzberg, Henry (1994), The Fall and Rise of
Strategic Planning, Harvard Business Review,Vol. 72 (1),
pp.107-114. 2-6 Mintzberg, Henry (1994), Thats Not Turbulence,
Chicken Little, Its Really Opportunity, Planning Review, Vol. 22
(6), pp.7-9. 2-7 Mintzberg, Henry (1994), Rethinking Strategic
Planning Part I : Pitfalls and Fallacies, Long Range Planning, Vol.
27 (3), pp.12-21. 2-8 Mintzberg, Henry (1994), Rethinking Strategic
Planning Part II : New Roles for Planners, Long Range Planning,
Vol. 27 (3), pp.22-30. 2-9 S. Hart and C. Banbury (1994),How
Strategy-making Processes Can Make a Difference,
StrategicManagement Journal, Volume 15(4), pp.251-270. 2-10 S.
Kotha and B. L. Vadlamani (1995),Assessing Generic Strategies: An
Empirical Investigation of Two Competing Typologies in Discrete
Manufacturing Industries, Strategic Management Journal, Volume
16(1), pp.75-84. 2-11 R. G. McGrath, I. C. MacMillan and S.
Venkataraman (1995),Defining and Defining andDeveloping Competence:
A Strategic Process Paradigm, Strategic Management Journal,
Volume16(4), pp.251-276. 2-12 J. Birkinshaw, A. Morrison and.
Hulland (1995),Structural and Competitive Determinants of a Global
Integration Strategy, Strategic Management Journal, Volume 16(8),
pp.637-end. 2-13 Austin, Barbara, amd Mintzberg, Henry (1996),
Mirroring Canadian Industrial Policy : StategyFormation at Dominion
Textile From 1873 to 1990, Canadian Journal of Administrative
Sciences,Vol. 13 (1), pp.46-64. 2-14 .A. Bauerschmidt
(1996),Speaking of Strategy, Strategic Management Journal, Volume
17(8),pp.665-668. 2-15 D. J. Ketchen, Jr. and C. L. Shook
(1996),The Application of Cluster Analysis in StrategicManagement
Research: An Analysis and Critique, Strategic Management Journal,
Volume 17(6),pp.441-458. 2-16 W. P. Barnett and R. A. Burgelman
(1996),Evolutionary Perspectives on Strategy, Strategic Management
Journal, Volume 17(Special Issue), pp.5-21. 2-17 J. W. Dean, Jr,
and S. A. Snell (1996),The Strategic Use of Integrated
Manufacturing: An Empirical Examination, Strategic Management
Journal, Volume 17(6), pp.459-480. 2-18 J.SP. Liebeskind
(1996),Knowledge, Strategy, and the Theory of the Firm, Strategic
Management Journal, Volume 17(Special Issue), pp.93-108. 2-19 R. S.
Dooley, D. M. Fowler and A. Miller (1996),The Benefits of Strategic
Homogeneity andStrategic Heterogeneity: Theoretical and Empirical
Evidence Resolving Past Differences,Strategic Management Journal,
Volume 17(4), pp.293-306. 2-20 A. L. Laquinto and J. W. Fredrickson
(1997),Top Management Team Agreement About theStrategic Decision
Process: A Test of Some of Its Determinants and Consequences,
Strategic6 31. Management Journal, Volume 18(1), pp.63-76. 2-21
Constantions Markides (1997),Strategic Innovation, Sloan Management
Review, Volume 38(3),pp.9-24.(By breaking the rules of the game and
thinking of new ways to compete, a company canstrategically
redefine its business and catch its bigger competitors off guard.
The trick is not toplay the game better than the competition but to
develop and play an altogether different game.) 2-22 D. J. Teece,
G. Pisano and A. Shuen (1997),Dynamic Capabilities and Strategic
Management,Strategic Management Journal, Volume 18(7), pp.509-534.
2-23 D. Nath and T. S. Gruca (1997), Convergence Across Alternative
Methods for Forming StrategicGroups, Strategic Management Journal,
Volume 18(9), pp.745-760. 2-24 D. Nath and T.S. Gruca (1997),
Convergence Across Alternative Methods for Forming StrategicGroups,
Strategic Management Journal, Volume 18(9), pp.745-760. 2-25 D. S.
Elenkov (1997),Strategic Uncertainty and Environmental Scanning:
The Case forInstitutional Influences on Scanning Behavior,
Strategic Management Journal, Volume18(4), pp.287-302. 2-26 Hugh
Courtney, Jane Kirkland and Trick Viguerie (1997), Strategy Under
Uncertainty, HarvardBusiness Review, Volume 75 (6), pp.66-81 2-27
M. A. Hitt, M. T. Dacin, B. B. Tyler and D. Park
(1997),Understanding the Differences in Korean and U.S. Executives
Strategic Orientations, Strategic Management Journal, Volume 18(2),
pp.159-168. 2-28 M. Peteraf and M. Shanley (1997), Getting to Know
You: A Theory of Strategic Group Identity,Strategic Management
Journal, Volume 18(S1), pp.165-186 2-29 Brian R Golden, Edward J
Zajac (2001), When will boards influence strategy? Inclination
timespower equals strategic change, Strategic Management Journal,
Volume 22(12), pp.1087-1111. 2-30 Gerry M McNamara, Rebecca A Luce,
George J Tompson (2002), Examining the effect ofcomplexity in
strategic group knowledge structures on firm performance,
StrategicManagement Journal, Volume 23(2), pp.153-170. 2-31 Peter
Wright, Mark Kroll, Augustine Lado, Bonnie Van Ness (2002), The
structure ofownership and corporate acquisition strategies,
Strategic Management Journal, Volume23(1), pp.41-53. 2-32 Carlos
Garcia-Pont, Nitin Nohria (2002), Local versus global mimetism: The
dynamics ofalliance formation in the automobile industry, Strategic
Management Journal, Volume23(4), pp.307-321. 2-33 Nile W. Hatch,
Jeffrey H. Dyer (2004), Human capital and learning as a source of
sustainablecompetitive advantage, Strategic Management Journal,
Volume 25(12), pp.1155-1178. 2-34 Joseph A. Clougherty (2005),
Antitrust holdup source, cross-national institutional variation,and
corporate political strategy implications for domestic mergers in a
global context,Strategic Management Journal, Volume 26(8),
pp.769-790. 2-35 Giovanni Gavetti, Daniel A. Levinthal, Jan W.
Rivkin (2005), Strategy making in novel andcomplex worlds: the
power of analogy, Strategic Management Journal, Volume
26(8),pp.691-712. 2-36 Lilach Nachum, Srilata Zaheer (2005), The
persistence of distance? The impact of technologyon MNE motivations
for foreign investment, Strategic Management Journal, Volume
26(8),pp.747-767. 2-37 Michael Shayne Gary (2005), Implementation
strategy and performance outcomes in related diversification,
Strategic Management Journal, Volume 26(7), pp.643-664. 2-38 Daniel
P. Forbes (2005), Managerial determinants of decision speed in new
ventures,Strategic Management Journal, Volume 26(4), pp.355-366.
32. Seminar 3 Corporate Strategy3-1 Mintzberg, Henry (1987),
Crafting Strategy, Harvard Business Review, Vol. 65 (4), pp.66-75.
3-2 Varadarajan, P, and Ramanujam, Vasudevan (1987),
Diversification and Performance : A Reexamination Using a New
two-dimensional Conceptualization of Diversity in Firms, Academy of
Management Journal, Vol. 30 (2), pp.380-393. 3-3 Ramanujam,
Vasudevan, and Varadarajan, P (1989), Research on Corporate
Diversification : A Synthesis, Strategic Management Journal, Vol.
10 (6), pp.523-551. 3-4 Venkatraman, N (1989), The Concept of Fit
in Strategy Research : Toward Verbal andStatistical Correspondence,
Academy of Management Review, Vol. 14 (3), pp.423-444. 3-5
Venkatraman, N (1989), Strategic Orientation of Business
Enterprises : The Construct,Dimensionality, and Measurement,
Management Science, Vol. 35 (8), pp.942-962. 3-6 Mintzberg, Henry,
Waters, James, Pettigrew, Andrew M, and Butler, Richard (1990),
StudyingDeciding : An Exchange of Views Between Mintzberg and
Waters, Pettigrew, and Butler,Organization Studies, Vol. 11 (1),
pp.1-16. 3-7 Venkatraman, N, and Prescott, John E (1990), The
Market Share-Profitability Relationship : TestingTemporal Stability
Across Business Cycles, Journal of Management, Vol. 16 (4),
pp.783-805. 3-8 Venkatraman, N, and Prescott, John E (1990),
Environment-Strategy Coalignment : AnEmpirical Test of Its
Performance Implications, Strategic Management Journal, Vol. 11(1),
pp.1-23. 3-9 Bartunek, Jean M, Bobko, Philip, and Venkatraman, N
(1993), Toward Innovation and Diversity inManagement Research
Methods, Academy of Management Journal, Vol. 36 (6), pp.1362-1373.
3-10 Ghoshal, Sumantra, and Mintzberg, Henry (1994),
Diversification and Diversifact, California Management Review, Vol.
37 (1), pp.8-27. 3-11 J. M. Stopford and C. W. F. Baden-Fuller
(1994),Creating Corporate Entrepreneurship,Strategic Management
Journal, Volume 15(7), pp.521-536. 3-12 R. Sanchez and J. T.
Mahoney (1996),Modularity, Flexibility, and knowledge Management
inProduct and Organization Design, Strategic Management Journal,
Volume 17(SpecialIssue), pp.63-76. 3-13 Y. L. Doz (1996), The
Evolution of Cooperation in Strategic Alliances: Initial Conditions
orLearning Processes?, Strategic Management Journal, Volume
17(Special Issue), pp.55-84. 3-14 D. P. Forbes and F. J. Milliken
(1999), Cognition and Corporate Governance: Understanding Boardsof
Directors as Strategic Decision-Making Groups, The Academy of
Management Review, Vol.24(3), pp.489-505. 3-15 A.J. Hillman and M.
A. Hitt (1999), Corporate Political Strategy Formulation: A Model
ofApproach, Participation, and Strategy Decisions, The Academy of
Management Review, Vol.24(4), pp. 825-842. 3-16 A.D. Bhappu (2000),
The Japanese Family: An Institutional Logic for Japanese Corporate
Networks and Japanese Management, The Academy of Management Review,
Vol. 25(2), pp. 409-415. 3-17 Shaffer, B. & Jillman, A. J.
(2000), The development of business-government strategies,
Strategic Management Journal, Vol. 21 (2), pp. 175-190. 3-18 E. H.
Bowman and C. E. Helfat (2001), Does Corporate Strategy Matter?,
Strategic ManagementJournal, Vol. 22(1), pp..1-23. 3-19 R.A.
Burgelman and Y. L. Doz (2001), The Power of Strategic Integration,
MIT Sloan Management Review, Vol. 42 (3), p. 28 8 33. 3-20 A. C.
Inkpen and J. Ross (2001), Why do some strategic alliances persist
beyond their useful life?, California Management Review, Vol.
44(1), pp. 132-149. 3-21 Y. Luo (2002), Product diversification in
international joint ventures: Performance implications in an
emerging market, Strategic Management Journal, Vol. 23(1), pp.1-20.
3-22 Subramani, M. R. & Venkatraman, N. (2003), Safeguarding
investments in asymmetric interorganizational relationships: Theory
and evidence, Academy of Management Journal, Vol. 46 (1), pp.
46-62. 3-23 Tihanyi, L., Johnson, R. A., Hoskisson, R. E., &
Hitt, M. A. (2003), Institutional ownership differences and
international diversification: The effects of boards of directors
and technological opportunity, Academy of Management Journal, Vol.
46 (2), pp. 195-211. 3-24 Wan, W. P. & Hoskission, R. E.
(2003), Home country environments, corporate
diversificationstrategies, and firm performance, Academy of
Management Journal, Vol. 46 (1), pp. 27-45. 3-25 R. A. DAveni
(2004), Corporate Speres of Influence, MIT Sloan Management Review,
Vol. 45(4), pp. 38-46. 3-26 J.C. Linder (2004), Transformational
outsourcing, MIT Sloan Management Review, Vol.45(2), pp.52-58. 3-27
G. A. Ready (2004), Leading at the enterprise level, MIT Sloan
Management Review, Vol.45(3), pp. 87-95. 3-28 P. A. Argenti, R. A.
Howell, and K. A. Beck (2005), The Strategic
CommunicationImperative, MIT Sloan Management Review, Vol. 46(3),
p.83 3-29 C. Eesley and M. J. Lenox (2006), Firm responses to
secondary stakeholder action, StrategicManagement Journal, Vol. 27
(8), pp. 765-781. 3-30 Sytse Douma, Rejie George, and Rezaul Kabir
(2006), Foreign and domestic ownership, businessgroups and firm
perfprmance: evidence from a large emerging market, Strategic
ManagementJournal, Vol. 27 (7), pp. 637-657. 3-31 J. Birkinshaw, P.
Braunerhjelm, U. Holm, and S. Terjesen (2006), Why do some
multinationalcorporations relocate their headquarters overseas?
Strategic Management Journal, Vol.27 (7), pp. 681-700. 34. Seminar
4Business Strategy 3-1 Hambrick, Donald C.; MacMillan, Ian C., and
Day, Diana L. (1982), Strategic Attributes and Performance in the
BCG Matrix - A PIMS-Based Analysis of Industrial Product
Businesses, Academy of Management Journal, Vol. 25 (3), pp.510-531.
3-2 Drucker, Peter F (1988), Managing in the 90s : Tomorrows
Restless Managers, Industry Week, Vol. 236 (8), pp.25-27. 3-3
Finkelstein, Sidney, and Hambrick, Donald C (1988), Chief Executive
Compensation : A Synthesis and Reconciliation, Strategic Management
Journal, Vol. 9 (6), pp.543-558. 3-4 Hambrick, Donald C, and
Cannella, Albert A., Jr (1989), Strategy Implementation as
Substance and Selling, Academy of Management Executive, Vol. 3 (4),
pp.278-285. 3-5 Kotler, Philip (1989), From Mass Marketing to Mass
Customization, Planning Review, Vol. 17 (5), pp.10-13. 3-6 Drucker,
Peter F (1990), The Emerging Theory of Manufacturing, Harvard
Business Review, Vol. 68 (3), pp.94-102. 3-7 Kotler, Philip (1992),
Marketings New Paradigm : Whats Really Happening Out There,
Planning Review, Vol. 20 (5), pp.50-52. 3-8 Meyer, Alan D.; Tsui,
Anne S., and Hinings, C. R. (1993), Configurational Approaches
toOrganizational Analysis, Academy of Management Journal, Vol. 36
(6), pp.1175-1195. 3-9 Drucker, Peter F (1993), Restructuring
Middle Management, Modern office Technology, Vol. 38 (1), pp.8, 10.
3-10 David M. Mccutcheon, Amitabh S. Raturi & Jack R. Meredith
(1994),The CustomizationResponsiveness Squeeze, Sloan Management
Review, Volume 35 (2),pp.89-100.(How to modify production to
deliver differentiated products on time and satisfy customers) 3-11
Allen Ward, Jeffrey K. Liker, John J. Cristiano L Durward K. Sobek
II (1995),The Second ToyotaParadox: How Delaying Decisions Can Make
Better Cars Faster, SLOAN MANAGEMENTREVIEW, pp.43-62 3-12 J. A.
Roquebert, R. L. Phillips, and P.A. Westfall (1996),Markets vs.
Management: what Drives Profitability?, Strategic Management
Journal, Volume 17(8), pp.663-664. 3-13 D. D. Bergh and G. F.
Holbein (1997),Assessment and Redirection of Longitudinal
Analysis:Demonstration with a Study of the Diversification and
Divestiture Relationship, StrategicManagement Journal, Volume
18(7), pp.557-572. 3-14 Kasra Ferdows (1997), Making the Most of
Foreign Factories, Harvard Business Review, Volume75 (2), pp.73-91
3-15 Leonard L. Berry & A. Parasuraman (1997),Listening To The
Customer - The Concept Of AService-Quality Information System,
Sloan Management Review, Volume 38 (3), pp.65-76.(To improve
service, companies must use multiple research approaches among
different customergroups to ensure that they are hearing what
customers are saying and responding to theirsuggestions.) 3-16
Marco Iansiti and Jonathan West (1997), Technology Integration:
Turning Great Research into Great Products, Harvard Business
Review, Volume 75 (3), pp.69-82 3-17 Walter Kuemmerle (1997),
Building Effective R&D Capabilities Abroad, Harvard Business
Review, Volume 75 (2), pp.61-72 10 35. 3-18 Campbell-Hunt, C.
(2000), What have we learned about generic competitive strategy? A
meta-analysis, Strategic Management Journal, 21 (2), pp. 127-154.
3-19 Cockburn, I. M., Henderson, R. M., & Stern, S. (2000),
Untangling the origins of competitiveadvantage, Strategic
Management Journal, 21 (10-11), pp. 1123-1145. 3-20 Chang, S. J.
& Singh, H. (2000), Corporate and industry effects on business
unit competitiveposition, Strategic Management Journal, 21 (7), pp.
739-752. 3-21 Fuchs, P. H., Mifflin, K. E., Miller, D., &
Whitney, J. O (2000), Strategic integration: Competing inthe age of
capabilities, California Management Review, 42 (3), pp. 118-147.
3-22 Haveman, H. A. & Nonnemaker, L. (2000), Competition in
multiple geographic markets: Theimpact on growth and market entry,
Administrative Science Quarterly, 45 (2), pp. 232-267. 3-23
Chattopadhyay, P., Glick, W. H., & Huber, G. P. (2001),
Organizational actions in response tothreats and opportunities,
Academy of Management Journal, 44 (5), pp. 937-955 3-24 Lu, J. W.
& Beamish, P. W. (2001), The internationalization and
performance of SMEs,Strategic Management Journal, 22 (6-7), pp.
565-586. 3-25 Powell, T. C. (2001), Competitive advantage: Logical
and Philosophical considerations, StrategicManagement Journal, 22
(9), pp. 875-888. 3-26 Rosen, C. M. (2001), Environmental strategy
and competitive advantage: An introduction,California Management
Review, 43 (3), pp. 8-16. 3-27 Porter, M. E. (2001), Strategy and
the Internet, Harvard Business Review, 79 (3), pp. 63-79. 3-28
Robinson, K. C. & McDougall, P. P. (2001), Entry barriers and
new venture performance: Acomparison of universal and contingency
appraoches, Strategic Management Journal, 22 (6-7),pp. 659-685.
3-29 Agarwal, R., Sarkar, M. & Echambadi, R. (2002), The
conditioning effect of time on firm survival:An industry life cycle
approach, Academy of Management Journal, 45 (5), pp. 971-994. 3-30
Ghemawat, P. (2002), Competition and business strategy in
historical perspective, Business History Review, 76 (1), pp. 37-74.
3-31 McEvily, S. K. & Chakravarthy, B. (2002), The persistence
of knowledge-based advantage: An empirical test for product
performance and technological knowledge, Strategic Management
Journal, 23 (4), pp. 285-305. 3-32 Collins, C. J. & Clark, K.
D. (2003), Strategic human resource practices, top management
teamsocial networks, and firm performance: The role of human
resource practices in creatingorganizational competitive advantage,
Academy of Management Journal, 46 (6), pp. 740-751. 3-33 Buysse, K.
& Verbeke. A. (2003), Proactive environmental strategies: A
stakeholder managementperspective, Strategic Management Journal, 24
(5), pp. 453-470. 3-34 McNamara, G., Deephouse, D. L., & Luce,
R. A. (2003), Competitive positioning within and across a strategic
group structure: The performance of core, secondary, and solitary
firms, Strategic Management Journal, 24 (2), pp. 161-181. 3-35 Kim,
E., Nam, Dae-il, Stimpert, J. L. (2004), The applicability of
porters generic strategies in thedigital age: Assumptions,
conjectures, and suggestions, Journal of Management, 30 (5),
pp.569-589. 3-36 Rothaemel, F. T. & Deeds, D. L. (2004),
Exploration and exploitation alliances in biotechnology: Asystem of
new product development, Strategic Management Journal, 25 (3), pp.
201-221. 3-37 Stalk, G. Jr. & Lachenauer, R. (2004), Hard ball:
Five killer strategies for trouncing thecompetition, Harvard
Business Review, 82 (4), pp. 62-73. 36. 3-38 Williamson, P. &
Zeng, M. (2004), Strategies for Competing in a Changed China, MIT
Sloan Management Review, 45 (4), pp. 85-95. 3-39 Ray, G., Barney,
J. B., & Muhanna, W. A. (2004), Capabilities, business
processes, andcompetitive advantage: Choosing the dependent
variable in empirical tests of the resource-based view, Strategic
Management Journal, 25 (1), pp. 23-37. 3-40 A, Echols and W. Tsai
(2005), Evolving sustainably: a longitudinal study of
corporatesustainable development, Strategic Management Journal, 26
(3), pp.219-238. 3-41 D. S. Elenkov, W. Judge, and P. Wright
(2005), Strategic leadership and executive innovationinfluence: and
international multi-cluster comparative study, Strategic Management
Journal,26 (7), pp. 665-682 3-42 R. Belderbos and L. Sleuwaegen
(2005), Competitive drivers and international plantconfiguration
strategies: a product-level test, Strategic Management Journal, 26
(6), pp. 577-593. 3-43 D. P. Forbes (2005), Managerial determinants
of decision speed in new ventures, StrategicManagement Journal, 26
(4), pp. 355-366. 3-44 K. Uhlenbruck, M.A. Hitt, and M. Semadeni
(2006), Market value effects of acquisitionsinvolving internet
firms: a resource-based analysis, Strategic Management Journal, 27
(10),pp. 899-913. 3-45 O. Sorenson, S. Mcevily, C. R. Ren, R. Roy
(2006), Niche width revisited: organizational scope,behavior and
performance, Strategic Management Journal, 27 (10), pp. 915-936. 12
37. Seminar 5Intraorganizational Operation 5-1 Drucker, Peter F
(1987), Japans Choices, Foreign Affairs, Vol. 65 (5), pp.923-941.
5-2 Thomas, Howard, and Venkatraman, N (1988), Research on
Strategic Groups : Progress andPrognosis, Journal of Management
Studies, Vol. 25 (6), pp.537-555. 5-3 Ramanujam, Vasudevan, and
Venkatraman, N (1988), Excellence, Planning, and
Performance,Interfaces, Vol. 18 (3), pp.23-31. 5-4 Varadarajan, P.
Rajan, and Ramanujam, Vasudevan (1990), The Corporate
PerformanceConundrum : A Synthesis of Contemporary Views and An
Extension, Journal of ManagementStudies, Vol. 27 (5), pp.463-483.
5-5 Meyer, Alan D, Brooks, Geoffrey R, and Goes, James B (1990),
Environmental Jolts and Industry Revolutions : Organizational
Responses to Desciotinuous Change, Strategic Management Journal,
Vol. 11, pp.93-110. 5-6 Mintzberg, Henry (1991), The Effective
Organization : Forces and Forms, Sloan ManagementReview, Vol. 32
(2), pp.54-67. 5-7 Mintzberg, Henry (1992), Cycles of
Organizational Change, Strategic Management Journal,Vol. 13,
pp.39-59. 5-8 Daniel H. Kim (1993),The Link Between Individual and
Organizational Learning, SloanManagement Review, Volume 35 (1),
pp.37-50(A framework for managing the learning process focuses on
the transfer mechanism betweenindividual and organizational
learning) 5-9 D. F. Jennings and S. L. Seaman (1994),High and Low
Levels of Organizational Adaptation: An Empirical Analysis of
Strategy, Structure, and Performance, Strategic Management Journal,
Volume 15(6), pp.459-476. 5-10 D. K. Datta and P. Guthrie
(1994),Executive Succession: Organizational Antecedents of CEO
Characteristics, Strategic Management Journal, Volume 15(7),
pp.569-578 5-11 Mauro F.Guillen (1994),The Age Of Eclecticism:
Current Organizational Trends And TheEvolution Of Managerial
Models, Sloan Management Review, pp.75-86 5-12 Bensaou, M, and
Venkatraman, N (1995), Configurations of Interorganizational
Relationships : A Comparison Between U. S. and Japanese Automakers,
Management Science, Vol. 41 (9), pp.1471-1492. 5-13 Zaheer, Akbar,
and Venkatraman, N (1995), Relational Governance As An
Interorganizational Strategy : An Empirical Test of The Role of
Trust in Economic Exchange, Strategic Management Journal, Vol. 16
(5), pp.373-392. 5-14 .Edgar h. Schein (1996),Three Cultures of
Mangement: The key to Organizational Learning, Sloan Management
Review, Volume 38 (1),pp.9-20. (The three communities of
executives, engineers, and operators do not really understand each
other very well. A lack of alignment among the three groups can
hinder learning in an organization.) 5-15 M. Ruef (1997), Assessing
Organizational Fitness on a Dynamic Landscape: An Empirical Test of
the Relative Inertia Thesis, Strategic Management Journal, Volume
18(11), pp.837-854. 5-16 Luo, Y. (2001), Antecedents and
consequences of personal attachment in cross-cultural cooperative
ventures, Administrative Science Quarterly, 46 (2), pp. 177-201.
38. 5-17 McGrath, R. G. (2001), Exploratory learning, innovative
capacity, and managerial oversight,Academy of Management Journal,
44 (1), pp. 118-131. 5-18 Hoskisson, R. E., Hitt, M. A., Johnson,
R. A., & Grossman, W. (2002), Conflicting voices: The effects
of institutional ownership heterogeneity and internal governance on
corporate innovation strategies, Academy of Management Journal, 45
(4), pp. 697-716. 5-19 Tan, J. & Peng, M. W. (2003),
Organizational slack and firm performance during economic
transition: Two studies from an emerging economy, Strategic
Management Journal, 24 (13), pp. 1249-1263. 5-20 Tippins, M. J.
& Sohi, R. S. (2003), IT competency and firm performance: Is
organizational learning a missing link? Strategic Management
Journal, 24 (8), pp. 745-761. 5-21 Danneels, E. (2003), Tight-loose
coupling with customers: The enactment of customer orientation,
Strategic Management Journal, 24 (6), pp. 559-576. 5-22 Thomas, D.
A. (2004), Diversity as strategy, Harvard Business Review, 82 (9),
pp. 98-109. 5-23 Rodan, S. & Galunic, C. (2004), More than
network structure: How knowledge heterogeneity influences
managerial performance and innovativeness, Strategic Management
Journal, 25 (6), pp. 541-562. 5-24 Kim, W. C. & Mauborgne, R.
(2004), Value innovation: The strategic logic of high growth,
Harvard Business Review, 82 (7/8), pp.172- 5-25 Santos, J., Doz,
Y., & Williamson, P. (2004), Is your innovation process global?
MIT Sloan Management Review, 45 (4), pp. 31-37. 5-26 J. R. Hough
(2005), Business segment performance redux: a multilevel approach,
StrategicManagement Journal, 27 (1), pp. 45-61. 5-27 J. Cantwell
and R. Mudambi (2005), MNE competence-creating subsidiary
mandates,Strategic Management Journal, 25 (12), pp. 1109-1128. 5-28
Mathew L. A. Hayward, K. Shimizu (2006), De-commitment to losing
strategic action:evidence from the divestiture of poorly performing
acquisitions, Strategic ManagementJournal, 27 (6), pp. 541-557.
5-29 J. G. March (2006), Rationality, foolishness, and adaptive
intelligence, Strategic ManagementJournal, 27 (3), pp. 201-214.
5-30 A. Pehrsson (2006), Business relatedness and performance: a
study of managerialperceptions, Strategic Management Journal, 27
(3), pp. 265-282.2 39. Seminar 6 Planning & Performance 6-1
Venkatraman, N, and Ramanujam, Vasudevan (1987), Planning System
Success : AConceptualization and An Operational Model, Management
Science, Vol. 33 (6), pp.687-705. 6-2 Ramanujam, Vasudevan, and
Venkatraman, N (1987), Planning and Performance : A New Look at An
Old Question, Business Horizios, Vol. 30 (3), pp.19-25. 6-3
Venkatraman, N, and Ramanujam, Vasudevan (1987), Measurement of
Business EconomicPerformance : An Examination of Method
Convergence, Journal of Management, Vol. 13 (1),pp.109-122. 6-4
Ramanujam, Vasudevan, Venkatraman, N, and Camillus, John C (1986),
Multi-ObjectiveAssessment of Effectiveness of Strategic Planning :
A Discriminant Analysis Approach,Academy of Management Journal,
Vol. 29 (2), pp.347-372. 6-5 Sousa De Vasconcellos e Sa, Jorge
Alberto, and Hambrick, Donald C (1989), Key Success Factors :Test
of A General Theory in The Mature Industrial-Product Sector,
Strategic ManagementJournal, Vol. 10 (4), pp.367-382. 6-6 Kotler,
Philip (1986), Global Standardization - Courting Danger, Journal of
Consumer Marketing,Vol. 3 (2), pp.13-15. 6-7 Kotler, Philip (1986),
Megamarketing, Harvard Business Review, Vol. 64 (2), pp.117-124.
6-8 Drucker, Peter F (1988), The Coming of the New Organization,
Harvard Business Reiew, Vol.66 (1), pp.45-53. 6-9 Bourgeois L. J.,
III (1981), On the Measurement of Organizational Slack, Academy
ofManagement Review, Vol. 6 (1), pp.29-39. 6-10 Hambrick, Donald C,
and DAveni, Richard A (1988), Large Corporate Failures asDownward
Spirals, Administrative Science Quarterly, Vol. 33 (1), pp.1-23.
6-11 Edwin C. Nevis, Anthony J. DiBella & Janet M. Gould
(1995),Understanding Organizations As Learning Systems, Sloan
Management Review, Vol.36 (2), pp.73-86. 6-12 G. G. Dess, G. T.
Lumpkin and J. G. Covin (1997), Entrepreneurial Strategy Making and
Firm Performance: Tests of Contingency and Configurational Models,
Strategic Management Journal, Volume 18(9), pp.677-696. 6-13 I.
Goll and A. M. A. Rasheed (1997),Rational Decision-making and Firm
Performance: TheModerating Role of Environment, Strategic
Management Journal, Volume 18(7), pp.583-592. 6-14 J. Justin Tan
and R. J. Lischert (1994),Environment-Strategy Relationship and Its
PerformanceImplications: An Empirical Study of the Chinese
Electronics Industry, Strategic ManagementJournal, Volume 15(1),
pp.1-20. 6-15 N. Rajagopalan (1997), Strategic Orientations,
Incentive Plan Adoptions and Firm Performance: Evidence from
Electric Utility Firms, Strategic Management Journal, Volume
18(10), pp.761- 786. 6-16 Paul J. H. Schoemaker (1995),Scenario
Planning: A Tool For Strategic Thinking, Sloan Management Review,
Vol.36 (2) pp.25-40. 6-17 S. Kotha and A. Nair (1995),Strategy and
Environment as Determinants of Performance: Evidence from the
Japanese Machine Tool Industry, Strategic Management Journal,
Volume 16(7), pp.497-518. 6-18 W. E. Hopkins and S. A. Hopkins
(1997),Strategic Planning-Financial Performance Relationships in
40. Banks: A Causal Examination, Strategic Management Journal,
Volume 18(8), pp.635-652. 6-19 A. Campbell, J. Birkinshaw, A.
Morrison, R. B. Batenburg (2003), The future of corporate
venturing, MIT Slon Management Review, Vol. 45(1), p.30- 6-20 S.
Chopra and M. S. Sodhi (2004), Managing Risk to Avoid Supply-Chain
Breakdown, MITSlon Management Review, Vol. 46(1), p.53- 6-21 V.
Govindarajan and C. Trimble (2004), Strategic Innovation and the
Science of Learning, MIT Slon Management Review, Vol. 45(5), p.67-
6-22 M. V. Kumar (2005), The value from acquiring and divesting a
joint venture: a real options approach, Strategic Management
Journal, Vol. 26(4), pp.321-331. 6-23 J. G. Frynas, K. Mellahi, G.
A. Pigman (2006), First mover advantages in international business
and firm-specific political resources, Strategic Management
Journal, Vol. 27(4), pp.321-345. 6-24 V. F. Misangyi, H. Elms, T.
Greckhamer, J. A. Lepine (2006), A new perspective on a fundamental
debate: a multilevel approach to industry, corporate, and business
unit effects, Strategic Management Journal, Vol.27(6), pp.571-590.
6-25 D.J. Miller (2006), Technological diversity, related
diversification, and firm performance, Strategic Management
Journal, Vol. 27(7), pp.601-619. 4 41. Seminar 7Implementation
Issues 7-1 Beard, Donald W., and Dess, Gregory G. (1981),
Corporate-Level Strategy, Business-LevelStrategy, and Firm
Performance, Academy of Management Journal, Vol. 24 (4),
pp.663-688. 7-2 Bourgeois, L. J., III, and Brodwin, David R.
(1984), Strategic Implementation : Five Approaches toan Elusive
Phenomenon, Strategic Management Journal, Vol. 5 (3), pp.241-264.
7-3 Brodwin, David R., and Bourgeois, L. J., III (1984), Five Steps
to Strategic Action, CaliforniaManagement Review, Vol. 26 (3),
pp.176-190. 7-4 Dess, Gregory G., and Robinson, Richard B., Jr.
(1984), Measuring Organizational Performance inThe Absence of
Objective Measures : The Case of The Privately-Held Firm and
ConglomerateBusiness Unit, Strategic Management Journal, Vol. 5
(3), pp.265-273. 7-5 Gupta, Anil K., and Govindarajan, V. (1984),
Build, Hold, Harvest : Converting Strategic Intentions into
Reality, Journal of Business Strategy, Vol. 4 (3), pp.34-47. 7-6
Govindarajan, V., and Gupta, Anil K. (1985), Linking Control
Systems to Business Unit Strategy :Impact on Performance,
Accounting, Organizations & Society, Vol. 10 (1), pp.51-66. 7-7
Ghoshal, Sumantra (1987), Global Strategy : An Organizing
Framework, Strategic ManagementJournal, Vol. 8 (5), pp.425-440. 7-8
Ghoshal, Sumantra (1988), Environmental Scanning in Korean Firms :
Organizational Isomorphism in Action, Journal of International
Business Studies, Vol. 19 (1), pp.69-86. 7-9 Ghoshal, Sumantra, and
Mohria, Nitin (1989), Internal Differentiation Within
MultinationalCorporations, Strategic Management Journal, Vol 10
(4), pp.323-337. 7-10 Sharfman, Mark P; Dean, James W., Jr; Dess,
Gregory G, and Rasheed, Abdul M. A (1991), Conceptualizing and
Measuring the Organizational Environment : A Multidimensional
Approach; A Critique and Suggestions; Dimensionsl and Constructs :
A Response to Dess and Rasheed, Journal of Management, Vol. 17 (4),
pp.681-715. 7-11 Miller, A, and Dess, G G (1993), Assessing Porters
(1980) Model in Terms of Its Generalizability, Accuracy and
Simplicity, Journal of Management Studies, Vol. 30 (4), pp.553-585.
7-12 Bartlett, Christopher A, and Ghoshal, Sumantra (1993), Beyond
the M-form : Toward a Managerial Theory of the Firm, Strategic
Management Journal, Vol. 14, pp.23-46. 7-13 Douglas, T. J. &
Judge, W. Q. Jr. (2001), Total quality management implementation
and competitive advantage: The role of structural control and
exploration, Academy of Management Journal, 44 (1), pp. 158-169.
7-14 Slater, S. F. & Olson, E. M. (2001), Marketings
contribution to the implementation ofbusiness strategy: An
empirical analysis, Strategic Management Journal, 22 (11),
pp.1055-1067. 7-15 Aiman-Smith, L. & Green, S. G. (2002),
Implementing new manufacturing technology: The related effects of
technology characteristics and user learning activities, Academy of
Management Journal, 45 (2), pp. 421-430. 7-16 Miller, K. D. (2002),
Knowledge inventories and managerial myopia, Strategic Management
Journal, 23 (8), pp. 689-706. 7-17 Birkinshaw, J. & Gibson, C.
(2004), Building Ambidexterity Into an Organization, MIT
SloanManagement Review, 45(4), pp. 47-55. 7-18 G. Hoetker (2004)
How much you know versus how well I know you: selecting a supplier
for a technically innovative component, Strategic Management
Journal, 26 (1), pp. 75-96. 7-19 M. S. Gary (2005), Implementation
strategy and performance outcomes in related diversification,
Strategic Management Journal, 26 (7), pp. 643-664. 7-20 Sea-Jin
Chang and S. Park (2005), Types of firms generating network
externalities and 42. MNCs co-location decisions, Strategic
Management Journal, 26 (7), pp. 595-615 7-21 G. Dushnitsky, M. J.
Lenox (2005), When do firms undertake R&D by investing in new
ventures? Strategic Management Journal, 26 (10), pp. 947-965. 7-22
G. Hoetker (2006), Do modular products lead to modular
organizations?, Strategic Management Journal, 27(6), pp. 501-518.
7-23 R. J. Arend (2006), SME-supplier alliance activity in
manufacturing contingent benefits andperceptions, Strategic
Management Journal, 27(8), pp. 741-763. 7-24 G. Dowell (2006),
Product line strategies of new entrants in an established industry:
evidence from the U.S. bicycle industry, Strategic Management
Journal, 27 (10), pp. 959-979.6 43. Business Research Methods
Syllubus (Ph.D Seminar) I. Instructor: Dr. Wann-Yih Wu Email
address: [email protected] Office phone: (06) 2757575 ext.
53340The Institute of International Management is dedicated to
provide students a quality teaching and research environment with a
broad, integrated knowledge of management in preparation for
successful careers in business, government, and academia.General
Program Learning Goals (goals covered by this course are
indicated:1 Graduates should be able to communicate effectively
verbally and in writing2 Graduates should solve strategic problems
with a creative and innovative approach 3 Graduates should
demonstrate leadership skills demanded of a person in authority 4
Graduates should think with a global management perspective5
Graduates should possess the necessary skills and values demanded
of a true professional II. ObjectiveThe purpose of this course is
to train doctoral students in the majormethodological approaches to
and problems in conducting business research.The focus is on
methods, measurement, critical analysis, and writing skills.The
goal of the course is to prepare students to conduct research and
toprepare them for doing the dissertation.III. Assigned Readings 1.
Wu, Wann-Yih(2005)Business Research MethodsHwa-Tai (in Chinese).2.
Hair, J. H., R. E. Anderson, R.L. Tatham and W.C. Black
(2006),Multivariate Data Analysis, Macmillan Publishing Company,
6rd editionHwa-Tai.3. Hesse-Biber, Sharlene Nagy and Patricia Leavy
(2006), The Practice of Qualitative Research, Sage Publications,
Thousand Oaks, CA. 4. Hsiao, Ruey-Lin(2006)Research without
NumberPearson Education Taiwan (in Chinese).IV. Further Readings1.
Zeller, R.A., and E.G. Carmines (1980), Measurement in the Social
Science: The Line Between Theory and Data, London: Cambridge
University Press.2. Cooper, D.R. and C.W. Emory (1991), Business
Research Methods, IRWIN, Hwa-Tai. 44. 3. Harlos, K.P., M. Mallon,
& C. Jones (2003) Teaching qualitative methodsin management
classrooms. Journal of Management Education, 27(3),pp. 304-322 4.
Kirk, J., & M. Miller (1986). Reliability and validity in
qualitative research.Beverly Hills. CA: Sage. 5. Lincoln, Y.
(1995). Emerging criteria for quality in qualitative
andinterpretive inquiry. Qualitative Inquiry, 1, pp. 275-289 6.
Lincoln, Y., & E. Guba (1985). Naturalistic inquiry. Beverly
Hills, CA: Sage. 7. Miles, M., & A. Huberman (1994).
Qualitative data analysis (2nd ed.).Thousand Oaks, CA: Sage. 8.
Seale, C. (1993). Interpreting qualitative data: Methods for
analyzing talk,text and interaction. Newbury Park, CA: Sage. 9.
Glesne, Corrine. (2006). Becoming Qualitative Researchers:
AnIntroduction., 3rd edition. Pearson Education, Inc. 10. Denzin,
N.K., and Y.S. Lincoln (2003), Collecting and Interpreting
Qualitative Materials, 2nd edition, SAGE Publications, Inc. 11.
Flick, Uwe (2006), An Introduction to Qualitative Research, 3rd
ed., SagePublications, Thousand Oaks, CA. 12. Yin, Robert K.
(2003), Case Study Research: Design and Methods, 3rdedition, Sage
Publications. 13. Strauss, Anselm and Juliet Corbin (1998), Basics
of Qualitative Research: Techniques and Procedures for Developing
Grounded Theory, 2nd edition, Sage Publications. 2 45. V. Contents
and Schedle wkperiod remark2.02/2503/03 IntroductionThe Craft of
Qualitative Research: A Holistic Approach (HBL, Ch.1) 3.03/0403/10
The Research Process (HBL, Ch.2) The Ethics of Social Research
(HBL, Ch.3) In-Depth Interview (HBL, Ch.4) 4.03/1103/17 Oral
History: A Collaborative Method of (Auto)Biography Interview (HBL,
Ch.5) Focus Group Interviews (HBL, Ch.6) 5.03/1803/24 Ethnography
(HBL, Ch.7)Content Analysis and Unobtrusive Methods (HBL, Ch.8)
6.03/2503/31 Mixed Methods Research (HBL, Ch.9) 2-4 7.04/0104/075
Analysis and Interpretation of Qualitative Data (HBL, Ch.10)
8.04/0804/14 The Research Nexus: Staying Centered and Building
Knowledge (HBL, Ch.11)9.04/1504/21 Article Papers (1), TBA
1004/2204/28 Article Papers (2), TBA 1104/2905/05 Article Papers
(3), TBAExamining Your Data (HATB, Ch.2) 1205/0605/12 Factor
Analysis (HATB, Ch.3) Multiple Regression Analysis (HATB, Ch.4) 13.
05/1305/19 Multiple Discriminant Analysis and Logistic Regression
(HATB, Ch.5) Multivariate Analysis of Variance (HATB, Ch.6) 14.
05/2005/26 Conjoint Analysis (HATB, Ch.7) Cluster Analysis (HATB,
Ch.8) 15. 05/2706/02 Multidimensional Scaling and Correspondence
Analysis (HATB, Ch.9) Structural Equation Modeling: An Introduction
(HATB, Ch.10) 16. 06/0306/09 SEM: Confirmatory Factor Analysis
(HATB, Ch.11) SEM: Testing a Structural Model (HATB, Ch.12)17.
06/1006/16 Article Papers (1), TBA 18. 06/1706/2319 19. 06/2406/30
Final Paper Presentation20. 07/0107/07 Final Exam. 3 46. VI. Weekly
Assignments 1.Read and critique the assigned contents, and make a
presentation sequentially 2.Collecting a data set of some research
project by yourself, and analyzing, interpreting the data per the
schedule (as the quantitative part) VII. Term ProjectTo propose a
personal research project related with yourinterest and major, and
submit the final research report,including 1. Qualitative research
2. Quantitative research 3. Data analysis and results 4.
Discussion, conclusion and suggestionVIII. Grade Policy1.
Participation 20%2. Readings presentation 40%3. Term project report
20%4. Final exam. 20% 4
