The Strategic Management (SGM) faculty comes from various backgrounds in strategy, economics, marketing, sociology, organizational theory, international business, and public policy. Thus, there is an appreciation for an interdisciplinary approach to the study of strategy. Importantly, the department presents a fertile environment for those who wish to study at the various intersections of strategy, innovation, entrepreneurship, and global business. In recent years, our faculty has published in the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Management Science, Organization Science, Journal of International Business Studies, Strategic Entrepreneurship Journal, Global Strategy Journal, Research Policy, and Journal of Business Venturing, among others.
The SGM Department engages in research that has implications for the managerial community as well as for the wider society. Interest in entrepreneurship across the university, from students and scholars in all departments, is at an all-time high. The downturn in the economy has left many people wondering if owning their own business may be a more viable and stable career
Themes – The Global Impact of Fox School Research
Research is a top priority at the Fox School. Faculty and students across departments regularly make unique contributions that impact the academic world and the global business community, as well as society as a whole. Learn more about the important work done at Fox by exploring the following research themes.
This theme focuses on understanding the unique strategies in emerging markets, how companies identify and learn to deal with political risk and state capitalism, and, finally, how to take advantage of new opportunities and achieve sustainable business growth in these markets.
Among topics of interest in this area are new venture opportunities, strategies, and resources; entrepreneurial finance; ecological influences on new ventures; the owner-manager; the relationship between entrepreneurship and economic development; family business; corporate entrepreneurship; venture financing; and international entrepreneurship.
Effective knowledge management is an increasingly important source of competitive advantage. It is key to the success of contemporary organizations, bolstering the collective expertise of its employees and partners. This theme is centered on the analysis and technical support of best practice used in an organization to identify, create, represent, distribute, and enable the adoption and leveraging of good practices embedded in collaborative settings and, in particular, in organizational processes.
This research offers powerful insights on what makes technology and innovation thrive. Faculty advance strategies to promote tools to unleash systemic, sustainable innovation across organizations and communities. Their work supports the design and creation of novel solutions for real problems that affect real people. This theme encourages interdisciplinary scholarship and dialogue on the management of innovation and technological change from a variety of perspectives, including strategic, managerial, and geographical issues. The research domain includes the management of innovation processes, research and development, information technologies, and process technologies. Major topics include:
- Studies of the strategic management of technology
- Innovation clusters
- The geography of innovation
- Innovation processes
- Innovation diffusion and the development, implementation, and use of technologies
- Technology development trajectories
- Intellectual capital
- Organizational processes by which technically-oriented activities are integrated into organizations
- Product development strategies
- Technical project management
- Behaviors and characteristics of technical professionals
- Technological forecasting and policies
- Information technology
- Impacts of new technologies on organizational forms
- Electronic commerce
IB research has a proud and long-standing tradition at the Fox School, serving as one of the three pillars of excellence along with information technology and entrepreneurship, and was rewarded by the U.S. Department of Education (USDE) for the establishment of the Temple University Center for International Business Education and Research (CIBER). The IB theme focuses on theory, research, and practice of management with a cross-border or cross-cultural dimension. Major topics include:
- The cross-border management of operations, including multi-country, multi-unit, strategy formulation and implementation
- Evolving organizational forms and management practices in cross-border business
- The cross-border differential impact of cultural, social, economic, technological, political, and other institutional forces on strategies, organizational forms, and management practices
- The international competitiveness of firms, industries, and nations
- Comparative management studies involving two or more countries
Institutes & Centers
The Innovation and Entrepreneurship Institute (IEI) proactively promotes an entrepreneurial spirit throughout all schools and colleges of Temple University. We emphasize integrated, applied, hands-on learning, bringing together students, entrepreneurs, mentors, alumni, faculty, staff, and business advisors from diverse backgrounds to work on real-time projects and new ventures.
The Institute of Global Management Studies (IGMS) responds to the needs of the business, academic and governmental communities in the Greater Philadelphia region by providing necessary leadership and management skills to students and hosting outreach activities, including conferences and seminars. IGMS also produces quality research of value to regional and international organizations that explores current issues and trends in international business. The IGMS is an interdisciplinary institute which provides support for faculty from various departments and backgrounds all interested in advancing international business research and teaching.
Ram Mudambi, L. Lee, X. Ma, S. Makino, G. Qian, and R. Boschma. Zoom in, zoom out: Geographic scale and multinational activity. Journal of International Business Studies.
N. Foss, Ram Mudambi, S. Murtinu. Taxing the multinational enterprise: On the forced re-design of global value chains and other inefficiencies. Journal of International Business Studies.
K. Brandl, I. Darendeli, and Ram Mudambi. Foreign actors and intellectual property protection regulations in developing countries. Journal of International Business Studies.
N. Asgari, Vivek Tandon, K. Singh, and W. Mitchell. Creating and taming discord: How firms manage embedded competition in alliance portfolios to limit alliance termination. Strategic Management Journal.
Howard, M., Steensma, H. K., Lyles, M., and Dhanaraj, C. (2016). Learning to collaborate through collaboration: How allying with expert firms influences collaborative innovation within novice firms. Strategic Management Journal, 37(10), 2092-2103.
Jay Anand, Louis Mulotte, and Charlotte Ren (2016) Does experience imply learning? Strategic Management Journal, 37(7), 1395-1412.
MG Jacobides, JP MacDuffie, and Jennifer Tae (2016) Agency, structure, and the dominance of OEMs: Change and stability in the automotive sector. Strategic Management Journal, 37(9), 1942-1967.
M. Cano-Kollmann, J. Cantwell, T.J. Hannigan, Ram Mudambi, and J. Song (2016) Knowledge connectivity: An agenda for innovation research in international business. Journal of International Business Studies, 47(3), 255-262.
Valerie Moatti, Charlotte Ren, Jay Anand, and Pierre Dussauge (2015) Disentangling the performance effects of efficiency and bargaining power in horizontal growth strategies: An empirical investigation in the global retail industry. Strategic Management Journal, 36(5), 745-757.
MG Jacobides and Jennifer Tae. (2015) Kingpins, bottlenecks, and value dynamics along a sector. Organization Science, 26(3) 889-907.
S. Awate, M.M. Larsen, and Ram Mudambi (2015) Accessing vs. sourcing knowledge: A comparative study of R&D internationalization between emerging and advanced economy firms. Journal of International Business Studies, 46(1), 63-86.
Kwon, S., and Adler, P.
(2014) Social capital: Maturation of a field of research. Academy of Management Review 39(4), 412–422.
Mudambi, R., and Swift, T. (2014) Knowing When to Leap: Transitioning between exploitative and explorative R. Strategic Management Journal , 35(1), 126-145.
Reuer, J., and Lahiri, N. (2014) Searching for Alliance Partners: Effects of Geographic Distance on the Formation of RD Collaborations. Organization Science, 25(1), 283-298.
Kwon, S., Heflin, C., and Ruef, M. (2013) Community Social Capital and Entrepreneurship,American Sociological Review, 78(6), 980-1008.
Lahiri, N., and Narayanan, S. (2013) Vertical Integration, Innovation and Alliance Portfolio Size: Implications for Firm Performance. Strategic Management Journal, 34(9), 1042-1064.
Lorenzen, M., and Mudambi, R. (2013) Clusters, Connectivity and Catch-up: Bollywood and Bangalore in the Global Economy. Journal of Economic Geography, 13(3), 501-534.
Haakonsson, S., Jensen, P., and Mudambi, S. (2013) A Co-Evolutionary Perspective on the Drivers of International Sourcing of Pharmaceutical RD to India. Journal of Economic Geography, 13(4), 677-700.
Winston Smith, S., and Sfekas, A. (2013) How Much Do Physician Entrepreneurs Contribute to New Medical Devices? Medical Care, 51(5), 461-167.
Sarkar, M., and Weigelt, C. (2012) Performance Implications of Outsourcing for Technological Innovations: Managing the Efficiency and Adaptability Trade-Off. Strategic Management Journal, 33(2), 189-216.
Allatta, J., and Singh, H. (2012) Evolving Communication Patterns in Response to an Acquisition Event. Strategic Management Journal, 32(10), 1099.
Beugelsdijk, S., McCann, P., and Mudambi, R. (2010) Place, Space and Organization: Economic Geography and the Multinational Enterprise. Journal of Economic Geography, 10(4), 485-493.
Delgado, M., Porter, M., and Stern, S. (2010) Clusters and Entrepreneurship.Journal of Economic Geography, 10(4), 495-518.
Lahiri, N. (2010) Geographic distribution of RD activity: how does it affect innovation quality? Academy of Management Journal, 53(5), 1194-1209.