TIM Division List Serve
Vol. 3, No. 22 (October 12, 2006)
Table of Contents:
- General Announcements
- Call for Submissions
- Position Announcements
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- General Announcements
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Commensurately with the increase in our strategy and entrepreneurship
faculty, we are growing our Ph.D. program, providing focus in the areas of
technology and innovation management, entrepreneurship, and international
management. I would, therefore, very much appreciate you sharing the
attached information flyer with any interested students. Thank you very
much for your support.
Kind regards,
Frank
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Doctor of Philosophy (Ph.D.) in Strategic Management
The Strategic Management area at Georgia Techs College of Management (COM)
seeks Qualified Applicants for their Ph.D. program
Have you ever thought about getting a Ph.D.? A doctoral degree qualifies
you to pursue an academic career as a researcher and educator. An academic
career provides not only tremendous intellectual freedom, but makes it
possible to work with bright people throughout your life. You really can
make a difference through the scholarly research you create, and the lives
you shape through your teaching. The life style is great, and the pay is
good! Frequently, Ph.D. graduates starting salary range from $90K to
$150K, depending on placement, which is largely determined by performance in
the doctoral program. Moreover, the job market for Strategy Ph.D.s has been
strong, and in recent years more positions have been available than
candidates pursuing jobs. Thus, it is not surprising that the position of a
university professor is frequently ranked as one of the most desirable jobs
in the world.
Why in Strategic Management? As the integrative discipline in business
management, strategy is both interesting and fun. The unifying element of
strategy research is driven by answering the question of why do some firms
outperform their competitors? To answer this critical question, researchers
draw on different disciplines, such as economics and sociology, to study the
critical roles that managers, technologies, and business relationships play
in determining why some companies do better than others.
Why at Georgia Tech? GTs Ph.D. program is strongly research oriented, and
emphasizes the early involvement of our students in research projects with
world-wide leading faculty. The Ph.D. program places significant weight on
learning outside the classroom. Given the small size of the program, the
tutorial-mentor model is the primary educational approach employed. Thus,
doctoral students experience significant attention and support by a diverse
set of world-class faculty.
At Georgia Tech, the study of strategic management is interdisciplinary and
integrative; providing focus in the areas of technology and innovation
management, entrepreneurship, and international management. The Strategic
Management area represents a strong community of active researchers pursuing
a wide variety of interests. See
http://mgt.gatech.edu/fac_research/acad_areas/stg_mgt.html for more
information.
Here is what some current Ph.D. students have to say about Georgia Techs
Ph.D. program in strategic management:
I wanted to study strategy because I believe differential firm performance
is vital to understand in a rapidly changing business environment. It also
brings together my interest in cross disciplinary viewpoints and
international perspectives to resolve tangible issues for todays businesses
both large and small.
I selected the Georgia Tech Ph.D. program in Strategic Management over
several others because I found good synergy between my research interests
and those of the faculty in the program here. The strategy faculty has a
strong commitment to fields such as innovation, high technology,
international issues and entrepreneurship. The multi-disciplinary approach
is encouraged through a variety of classroom settings and research
activities.
The program in strategy is has a strong research emphasis in innovation,
which is unique among all the top management Ph.D. programs. After spending
a year, I am impressed by the academic atmosphere here: there is
around-the-clock hard-work going on in every corner of this brand-new
building, but there is fun among us as we enjoy the life, and there is
frequent cooperation between faculty from different departments, and there
is a culture that encourages students and faculty to work together.
Many new Ph.D. students are concerned about finding a faculty member whose
research interests overlap with their own. I have found that at Georgia
Tech, this concern is mitigated both by the facultys breadth of research
interests and willingness to help young researchers.
The Georgia Tech Ph.D. program has encouraged my intellectual growth and
provided a challenging environment in which to learn how to be a successful
faculty member at a top-level research university.
There exists a rare balance in the Ph.D. program at Georgia Tech between
allowing young researchers the freedom to explore their own interests and
giving them the guidance to create exemplary research.
Faculty are very supportive in developing each student's research ability.
At the end of my 3rd year, I am confident I have made a good choice for my
doctoral study. The research active faculty are approachable and willing to
work on joint projects with Ph.D. students. I have already had several
opportunities to present papers at academic conferences both domestically
and abroad.
The COM at Georgia Tech is the home of an NSF Integrative Graduate Education
and Research Training program, Technological Innovation: Generating Economic
Results (TI:GER, see
http://tiger.gatech.edu/), as well as a US Department
of Education funded Center for International Business Education and Research
(CIBER, see
http://www.ciber.gatech.edu/). Additional information about
Georgia Techs COM and its faculty is available at:
http://mgt.gatech.edu/
The Strategic Management area represents a strong community of active
researchers pursuing a diversity of interests (See
http://mgt.gatech.edu/fac_research/acad_areas/stg_mgt.html for more
information). The strategy area at Georgia Tech hosts and co-sponsors
leading annual research conferences like the Roundtable for Engineering
Entrepreneurship Research (REER) and the Atlanta Competitive Advantage
Conference (ACAC), which provide an opportunity to mingle with world-wide
leading scholars in entrepreneurship and strategy.
How do I finance the program, and how do I apply?
If admitted to the program, well pay you to go to school to get your
degree! Your tuition will be waived, and youll received a stipend, etc.
Application deadline is January 15th for admission the following fall
semester (August 15th). All relevant financial information, including the
application package is online at
http://mgt.gatech.edu/programs/phd.html?link=left_info_for The strategy
area will consider applicants that took either the GMAT or the GRE.
Contact the strategy Ph.D. coordinator, Professor Frank T. Rothaermel at
frank.rothaermel@mgt.gatech.edu for any remaining questions.
More About Georgia Tech: Georgia Techs College of Management is, when
considering all business schools, ranked 34th by U.S. News & World Report
and top 50 by Business Week, and top 25 in Forbes among public schools. The
College of Management is housed in a new, state of the art $55million
facility, which is part of the $260 million building complex of Technology
Square in midtown Atlanta, in addition to Georgia Techs Business School,
the GT Conference Center and Hotel, the Global Learning Center, the Economic
Development Institute, and the Advanced Technology and Development Center
(ADTC), one of the leading incubators in the United States.
The Georgia Institute of Technology (http://www.gatech.edu) is one of the
nations top research universities, distinguished by its commitment to
improving the human condition through advanced science and technology.
Georgia Techs campus occupies 400 acres in the heart of the city of
Atlanta, where more than 16,000 undergraduate and graduate students receive
a focused, technologically based education. Georgia Tech consistently ranks
among U.S. News & World Report's top ten public universities in the United
States. In a world that increasingly turns to technology for solutions,
Georgia Tech is using innovative teaching and advanced research to define
the technological university of the 21st century.
About Atlanta: Atlanta, home to over 4 million people, is the 9th largest
metropolitan area in the US, and one of the fastest growing cities. It
serves as cultural and economic hub of the southeastern U.S., with
world-class shopping, outstanding restaurants, and five professional sports
teams. Compared to other large cities, Atlanta offers a lower cost of
living and excellent weather. About 120,000 companies have operations here,
and Atlanta is 3rd in the list of cities with the most Fortune 500
Headquarters. Atlanta is home to corporate giants like Home Depot,
Coca-Cola, CNN, Newell Rubbermaid, UPS, Georgia-Pacific, Equifax, and Delta
Air Lines. Atlanta is one of the top 10 places for business and careers (by
Forbes) and one of the top 3 U.S. cities for entrepreneurs (Entrepreneur
magazine and Dun & Bradstreet). Atlantas international airport, the
worlds busiest, makes Georgia Tech readily accessible to any part of the
world 80% of the U.S. population is within a two-hour flight. Atlanta is
also one of the top 5 U.S. cities for singles (by Forbes), one of the top 40
cities for families (by Child.com), and the #1 city for African-Americans
(by Black Enterprise magazine). For more information, see
www.atlanta.net/movinghere/index.asp.
Frank T. Rothaermel [http://mgt.gatech.edu/rothaermel]
Sloan Industry Studies Fellow
Associate Professor of Strategy
College of Management
Georgia Institute of Technology
800 West Peachtree St, NW
Atlanta, GA 30308-1149
Tel. 404-385-5108
FAX 404-894-6030
frank.rothaermel@mgt.gatech.edu
SSRN Author's Site:
http://ssrn.com/author=391625
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- Call for Submissions
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REMINDER--
Call for Papers - Decision Sciences Special Topic Forum
New Perspectives on Sourcing Decisions: Theory, Practice, and Future
Research
Associate Editor Team
Soon Ang, Nanyang Technological University, Singapore
G. Tomas M. Hult, Michigan State University
Since the seminal work on the make-versus-buy decision, academics and
industry practitioners continue to be challenged by the complexity and
strategic importance of sourcing decisions. In almost every industry, new
forms of sourcing arrangements are emerging, including off-shoring,
back-sourcing, and co-sourcing, to name a few. These new forms are
particularly evident in the information technology and service industries,
where the availability of world-class suppliers continues to expand and
companies learn of successful outsourcing relationships leading to reduced
costs and improved quality.
Managers frequently make decisions about whether to pursue a new type of
sourcing arrangement, how to manage and strengthen their existing sourcing
arrangements, and if and when to change their sourcing decisions to take
advantage of new opportunities. Other managers engage in less-structured
sourcing arrangements involving experimentation and learning about different
types of relationships and decision making processes across the extended
enterprises.
This Special Topic Forum (STF) focuses on advancing decision making research
on sourcing with a focus on developing theory, understanding practice, and
identifying future research directions. The STF encourages research
examining different types of decision problems ranging from strategic to
operational that occur in various forms including network, dyad, and the
organization. Given the interdisciplinary nature of Decision Sciences, the
Associate Editor Team has leading expertise in both information technology
and manufacturing. It is the goal of this STF to foster interdisciplinary
knowledge, as past research has tended to draw from similar theoretical
lenses.
Building on the refocused editorial mission of Decision Sciences, this STF
seeks manuscripts utilizing diverse research approaches such as theoretical,
empirical, and analytical research methods. Articles published in this STF
must meet Decision Sciences high standards of research rigor and
originality, while embracing managerial relevance, not only in the research
problem studied, but also in their impact on enhanced decision making. STFs
consist of a collection of three to five articles that are published in a
regular issue along with other peer-reviewed articles.
Topics of Interest include, but are not limited to:
The interplay between environmental forces, industry forces,
strategy factors, and organizational factors to shape strategic and tactical
sourcing decisions.
The application of organization theory to the study of sourcing.
What unique aspects of a particular theory or theories explain issues within
the domain of sourcing?
What are the implications of the knowledge economy on
decision-making in sourcing and the practice of strategic sourcing?
Decision-making regarding domestic sourcing, international sourcing,
and global sourcing (e.g., outsourcing, off-shoring, offshore outsourcing,
back-sourcing, and co-sourcing, among others).
Decision-making related to component sourcing (i.e., management of a
large number of component parts and suppliers) and system sourcing (i.e.,
management of a smaller number of critical suppliers in strategic
relationships).
Organizational consequences of sourcing decisions: a balanced view
that incorporates both short- and long-term, positive and negative firm
performance and effectiveness.
Decision-making regarding sourcing changes and exit decisions (e.g.,
major contract renegotiation / restructuring, early termination,
re-insourcing, change of vendors, etc.).
Sourcing from the vendor perspective: strategic positioning,
capabilities required, value propositions of different services, management
of service deliveries.
Sourcing from offshore: challenges in new and global forms of
sourcing arrangements (e.g., international technology partnerships, joint
ventures, alliances, and equity deals).
All submissions must adhere to the format and style guidelines of the
Decision Sciences Journal. Manuscripts will be evaluated on the same
criteria as regular manuscripts. The evaluation process will be similar to
regular paper submissions, except the Associate Editors assigned to the
manuscript will be part of the STF Editorial Team. Manuscript preparation
and submission instructions can be found on journals web site at
https://wpcarey.asu.edu/dsjOnline/index.cfm. In the cover letter, please
indicate that your submission is for the Sourcing Special Topic Forum.
Deadline for Submissions: December 1, 2006.
Best regards,
Jeanne Elliott
_______________________________________________
Jeanne Elliott, Managing Editor, Decision Sciences Journal
Program Coordinator, Dept. of Supply Chain Management
W. P. Carey School of Business
P.O. Box 874706
Arizona State University
Tempe, AZ 85287-4706
Decision Sciences Telephone: (480) 965-1152; Fax: (480) 965-8629
Decision Sciences Mail to:
decisionsciences@asu.edu
Decision Sciences Website:
https://wpcarey.asu.edu/DSJOnline/
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CALL FOR PAPERS
Submission deadline: December 1, 2006
2nd Annual Conference on
The Institutional Foundations of Industry Self-Regulation
Harvard Business School
February 16-17, 2007
http://www.hbs.edu/units/tom/conferences/isr2007.html
This conference will convene scholars researching institutional mechanisms
for solving industry-wide problems. These institutions for self-regulation
operate in a wide array of domains including collaborative research and
development, environmental protection, fiduciary responsibility, consumer
protection, and worker or product safety. Examples include open source
communities, professional codes of conduct, ratings organizations, standard
setting bodies, and a variety of private-sector alternatives to government
regulation.
This year, we wish to highlight research on institutions for multi-lateral
collaboration, such as open source communities or knowledge sharing
organizations. However, papers addressing all aspects of industry
self-regulation are most welcome.
Possible topics include (but are not limited to):
§ How are self-regulatory institutions organized?
§ How can we measure the impact or performance of self-regulatory
institutions?
§ When is self-regulation a complement or substitute for corporate
or governmental control?
§ What features of the business environment promote or discourage
self-regulation?
§ What are the design-principles for these institutional mechanisms?
Submissions should be original research papers that have not yet been
accepted for publication (working papers that include preliminary analysis
are also acceptable). We welcome papers from a wide range of disciplines
including law, public policy, economics, and business strategy.
Submission Deadline: December 1, 2006 - Please e-mail your submission to
Esther Simmons (
essimmons@hbs.edu). Selections will be announced in
mid-December.
The conference will take place on February 16th and 17th, 2007 at the
Harvard Business School. There will be a banquette for all participants on
the evening of the 16th. Last years conference at Dartmouth, which focused
on self-regulation of environmental issues, was a great success, and we
expect this year to be even better.
Additional information can be found at
http://www.hbs.edu/units/tom/conferences/isr2007.html, or by contacting Mike
Toffel (
mtoffel@hbs.edu) or Andrew King (
Andrew.A.King@Dartmouth.Edu).
Sent by:
Timothy S. Simcoe
Assistant Professor, Strategic Management
Joseph L. Rotman School of Management
Phone: 416-978-3635
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Date: 31 October, 2006
Title: Call for book chapters Successful OSS Project Design and
Implementation
As you know, the Open Source Software (OSS) phenomenon is gaining momentum
and is increasingly viewed as an alternative to traditional software
development. Indeed, OSS projects have generated some of the most
sophisticated development in computer technology (Such as Apache, Linux and
PHP) and have even become present in large technology firms such as IBM and
Sun that are considered today as major supporters of this phenomenon.
In such context, decision makers at different levels and in a variety of
fields, including professionals, researchers and teachers need access to the
most current information about the concepts, issues trends and technologies
of this emerging phenomenon.
To meet this need, currently we are in the process of editing a book
entitled "Successful OSS Project Design and Implementation: Requirements,
Tools, Social Designs, Reward Structures and
Coordination Methods" that will provide comprehensive coverage and
definitions of the most important issues, concepts, trends and technologies
in OSS. This important new publication will be distributed worldwide among
academic and professional institutions and will be instrumental in providing
professionals, researchers, scholars, and students with access to the latest
knowledge related to OSS.
To ensure that this publication has the most current and relevant coverage
of all topics related to OSS, we are asking both professionals involved in
these projects and scholars, well-known for
their particular area of research, to contribute short articles of
3,500-5,000 words on any of the following topics: OSS trends and
foundations, OSS development, OSS Selection, OSS cases
and applications.
We would like to invite you to consider submitting on any of the above
topics for this upcoming book by submitting a proposal (two single-spaced
pages) description of your proposed topic to me or to one of the book
editors no later than October 31, 2006. You will then have until February
15, 2007 to prepare your full submission (3,500-5,000 words in length).
Further details concerning the call for chapter proposals and the book
details can be found at
<http://www.supdeco-montpellier.com/Formulaires/OSS/>
All submitted articles will undergo a blind, peer-review process upon its
receipt.
Please forward your proposal to Belbaly Nassim at n.belbaly @
supco-montpellier.fr, or one of the other book editors Benbya Hind at:
h.benbya
@ supco-montpellier.fr and Régis Meissonier at: rmeissonier @
supco-montpellier.fr, no later than October 31, 2006. You will be
notified about the status of your proposed topics by November 15.
2006. This book is tentatively scheduled for publishing by Gower
Publishing Limited,
www.gowerpub.com in winter 2007.
If you have any questions or concerns, or if I can be of any
assistance, please let me know. I look forward to hearing from you
soon.
Hind Benbya (Ph.D., M.S.)
Associate Professor of Information Systems.
GSCM-Montpellier Business School
Montpellier, France.
Tel:+ 33 (4) 67 10 28 19
Fax:+ 33 (4) 67 45 13 56
Email:
h.benbya@supco-montpellier.fr
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The Second International Conference on Management of Globally Distributed
Work Bangalore, India | July 25-27, 2007
Conference Website:
http://www.globalwork.in/ICMGDW2007
Theme: Globally Distributed Work and the Quest for Business Competitiveness
As the pace of globalization and globally distributed work is intensifying,
there appear to be diverse approaches to making global work pay off. This
leads us to examine globally distributed work in its diverse manifestations
and evaluate its influence on the future of business competitiveness. The
Second International Conference on Management of Globally Distributed Work
(2007) aims to address this theme from a multi-disciplinary perspective and
seeks to capture state-of-the-art thinking and state-of-the-practice in the
context of globally distributed work and business competitiveness. The
conference solicits both theoretical and empirical work, including case
studies of success and failure and papers arguing in favor of and against
globally distributed work. A consortium for doctoral students and junior
faculty will also be held in advance of the regular program.
Keynote Addresses:
Nandan Nilekani, Chief Executive Officer, Infosys Technologies Limited
Jagdish Sheth, Charles H. Kellstadt Chair of Marketing, The Goizueta
Business School, Emory University
Denis Simon, Provost & Vice President of Academic Affairs, The Levin
Graduate School of International Relations and Commerce, The State
University of New York, New York City
CALL FOR PAPERS AND PARTICIPATION:
The last two decades have witnessed a significant dispersion of work across
the globe, establishing globalization as an irreversible business trend.
Overcoming the problems of distance, time and culture, modern firms today
are relentlessly capitalizing on global work in their quest for attaining
superior business value. Undoubtedly, as the business trends clearly
suggest, globally distributed work has emerged as a business necessity for
today's firms. While the phenomenon of globally distributed work has been a
subject of attention for both the scholars and the business community for
some time now, there is much to be understood in terms of the phenomenon and
its various nuances from a multi-dimensional perspective.
Globally Distributed Work (GDW) is an exciting emerging area of modern
business practice addressing management of work distributed geographically
across nations, economies, and cultures. The concept of GDW includes
globally distributed knowledge work, including offshore and near-shore R&D
and IT Services, global software development, business process and knowledge
process outsourcing, and global supply and demand chains. It includes both
outsourced work as well as work distributed to and conducted at MNC-owned or
partnered companies and work-units at various sites around the globe.
As a concept-rich and potentially rewarding domain for empirical research
and theory building, management of Globally Distributed Work is attracting
increasing attention. However, given the complexities of researching this
topic, there is a need to bring together researchers and practitioners from
diverse domains of interest to help develop frameworks for analysis and
document theories and practices that have the potential to advance the
management of GDW.
Following on the first international conference that was held in Bangalore
in December 2005, the Second International Conference on Management of
Globally Distributed Work will provide an international forum for discussing
various aspects related to GDW, and stimulate and bring together a
multi-disciplinary community of researchers and practitioners (including a
practitioners' track and practitioner-led panel discussions) in the topic of
GDW. In keeping with the theme of the conference, submissions and panels
that link globally distributed work to business competitiveness - both
positively and negatively - are particularly encouraged. Broad topics of
interest include but are not limited to:
- Strategic and transformational drivers for global distribution of work
- Models and patterns for global work distribution and organization
- Governance structures for managing globally distributed work
- Coordination and control of globally distributed work
- Enabling processes, structures, and technologies for GDW
- Knowledge transfer and sharing across GDW sites
- Knowledge creation and integration across globally distributed work sites
- Metrics for assessing the success of globally distributed work
- Role and importance of standardization in GDW
- Virtual and multi-cultural teams in globally distributed work sites
- ICT infrastructure support for globally distributed work
- Issue of cultural differences in global work
- Human resource management challenges in GDW
- Managing risk in globally distributed work
- Entrepreneurship and GDW
- Innovation and GDW
- Global innovation management
- Role of leadership in GDW
- Theoretical, ideological, and social perspectives on GDW
- Methodological perspectives to study of globally distributed work
- Regulatory and legal issues (including intellectual property related
issues) in globally distributed work
- Impact of global work on local societies and economies
- Relationship between globally distributed work and geo-politics
- Corporate governance in globally distributed world
Papers and proposals for panels are invited on the above and related topics.
Interested colleagues are encouraged to write to the conference program
committee co-chairs, Deependra Moitra (
deependra@moitra.com), Mary Teagarden
(
teagardenm@t-bird.edu) or Mary Ann Von Glinow
(
vonglino@fiu.edu) with their proposals and inquiries. The best conference
papers will be considered for a leading journal's special issue on
Management of Globally Distributed Work.
Submission Instructions:
Research Papers: Full papers not exceeding 7000 words, double spaced, and in
Times New Roman font size 12, should be submitted in PDF format by the due
date specified.
Panels: Proposals for panel sessions relevant to the theme of the conference
are invited. Proposals should include a topic description, names,
affiliations and brief biographical sketches of speaker(s) and the intended
duration of the session.
Practitioner Track: Reports of experiences and case studies from industry
are invited for the practitioner track. Contributions not exceeding 5000
words should be submitted in PDF format (double spaced, Times New Roman font
size 12).
All papers should be submitted electronically at the online submission
system which can be accessed via the conference Web site
http://www.globalwork.in/ICMGDW2007 between October 1, 2006 and January 22,
2007.
Important Dates:
Full Papers and Panel Proposal Submission Date: 22 January 2007 Decision
Notifications on Paper Submissions: 10 April 2007 Final, Camera Ready Papers
Due: 1 May 2007
Registration Fee:
Academic Participants: US $350 | Early Bird Registration: US $300 Corporate
Participants: US $450 | Early Bird Registration: US $375 Full-time Students:
US $60 (Proof of full-time student status required)
(Early Bird Registrations on or before March 31, 2007)
The conference registration fee includes conference materials, welcome
reception, lunches during the conference days, and a gala conference dinner.
Location:
Indian Institute of Management Bangalore, Bangalore, India
Bangalore, often referred to as the Silicon Valley of India, is at the
forefront of the movement towards globally distributed work, not only in the
context of software development, but also in global research and
development. The Indian Institute of Management, Bangalore is one of the
premier business schools in India.
A number of attractive tourist destinations are easily accessible from
Bangalore. A range of excellent restaurants, art galleries, handicraft
stores, and shopping malls add to Bangalore's charm. For additional
information on Bangalore, visit:
http://www.explocity.com and
http://www.bangalorenet.com.
Accommodation:
Rooms have been blocked at the Executive Guest House of the Management
Development Center on the Indian Institute of Management campus. A fee of
US $100 per day is charged and includes accommodation (single room), all
meals (breakfast, lunch and dinner) and Internet access for the duration of
stay. Accommodation for up to 5 days (a day each before and after the
conference) will be available but must be secured in advance by April 15,
2007. A limited number of rooms at reduced rates will be available for
student participants. Payment can be made in cash or by credit cards. For
further details or to make a room reservation, contact
gdw@iiimb.ernet.in.
Bangalore also has a range of hotels to suit different budgets.
Travel and Visa Information:
Bangalore is well connected by air and rail, and has an international
airport with connecting flights to London, Frankfurt, Singapore, Bangkok,
and Kuala Lumpur. There are a number of daily flights connecting Bangalore
to other major international airports in India (Delhi and Mumbai). Visitors
to India require a valid visa. Arrangements have been made with the
Metropolitan-Express Visa Service to facilitate visa applications at
discounted rates. See
http://metropolitan-express.com/GDW.html for details.
Conference Co-Chairs:
Kuldeep Kumar, Florida International University, USA; Rotterdam School of
Management, The Netherlands; and City University of Hong Kong, Hong Kong
(
kkumar@cityu.edu.hk)
S. Krishna,Indian Institute of Management Bangalore,India
(
skrishna@iimb.ernet.in)
Program Committee Co-Chairs:
Deependra Moitra, Infosys Technologies, India (
deependra@moitra.com)
Mary B. Teagarden, Thunderbird, The Garvin School of International
Management, USA (
teagardenm@t-bird.edu)
Mary Ann Von Glinow, Florida International University, USA
(
vonglino@fiu.edu)
Program Committee:
Ritu Agarwal, University of Maryland, USA
G. Anandalingam, University of Maryland, USA
Suma Athreye, Brunel University, UK
Parthasarathy Banerjee, NISTADS/CSIR, India
Ashok Bardhan, University of California at Berkeley, USA
Rabi Bhagat, Memphis State University, USA
Erran Carmel, American University, USA
Alan Carsrud, Florida International University, USA
Daniela Damian, University of Victoria, Canada
Kishore Dash, Thunderbird, The Garvin School of International
Management, USA
Kevin DeSouza, University of Washington, USA
Rafiq Dossani, Stanford University, USA
Janet Fulk, University of Southern California, USA
Stephen Gelb, The EDGE Institute, South Africa
Ashok Gupta, Ohio University, USA
Frank Go, Rotterdam School of Management, Erasmus University, The
Netherlands Georges Haour, IMD, Switzerland Chai Kah Hin, National
University of Singapore, Singapore Andrew Kakabadse, Cranfield School of
Management, UK Nada Kakabadse, Cranfield School of Management, UK
Jeffrey Kerr, University of Miami, USA Ramayya Krishnan, Carnegie Mellon
University, USA Uday Kulkarni, Arizona State University, USA Sumit
Kundu, Florida International University, USA Brian Levy, Dublin City
University, Ireland Arie Lewin, Duke University, USA Louis Yu-Yang Lu,
Yuan Ze University, Taiwan Ming Lu, Fudan University, China Sumit
Majumder, University of Texas, Dallas, USA Keith Niblett, Thunderbird,
The Garvin School of International Management, USA Luke Novelli, Center
for Creative Leadership, Singapore Metta Ongkasuwan, NIDA, Thailand Ram
Ramesh, SUNY Baffalo, USA Narayan Ramasubbu, Singapore Management
University, Singapore Mary Repetto, Management Essentials, USA Kaye
Schoonhoven, University of California, Irvine, USA Janat Shah, Indian
Institute of Management Bangalore, India Denis Simon, State University
of New York, USA
Varadharajan Sridhar, Management Development Institute, India Anne
Stringfellow, Thunderbird, The Garvin School of International
Management, USA Yifei Sun, California State University, USA Amrit
Tiwana, Iowa State University, USA Paul C. van Fenema, Rotterdam School
of Management, Erasmus University, The Netherlands Jos van
Hillegersberg, University of Twente, The Netherlands G. Venkatesh,
Sasken Communication Technologies & Indian Inst. of Mgmt. Bangalore,
India Arlindo Villaschi, Inter-American Development Bank, USA Geoff
Walsham, Cambridge University, UK William Werther, Univeristy of Miami,
USA Max von Zedtwitz, Tsinghua University, China
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Call for Papers
Special Issue of the Journal of Management Studies
Research and Technology Commercialization
Guest Editors
Gideon Markman, University of Georgia
Harry Sapienza, University of Minnesota
Donald Siegel, University of California at Riverside
Mike Wright, University of Nottingham
The commercialization of knowledgeresearch and technologyis evolving into
an ecology of complex organizational interactions, including processes
encompassing both private and public institutions. Research joint ventures,
strategic alliances, and licensing agreements involving universities and
firms, as well as the formation of start-up companies linked to science and
technology, embody this trend. We have also witnessed the emergence of new
organizational forms to promote research and technology commercialization,
such as technology transfer offices, science parks, incubators, and
industry-university cooperative research centers. These developments have
critical managerial and policy implications. The proposed special issue
will contain papers that address these issues.
Sample research questions include, but are not limited to:
* How are discoveries developed and transferred across organizations? How
do new discoveries made by one institution fill knowledge gaps in another?
* Which knowledge-based factors are central to the processes of creation and
appropriation of discoveries? Do appropriation, joint development and
commercialization of discoveries interact with regional agglomeration,
clustering, or social embeddedness?
* How do different environments affect the transfer of proprietary
technologies from one organization to another? What is the relative
importance of different aspects of knowledge (or their absence) on
interactive learning?
* What are the political and cultural implications of appropriation,
transfer, and commercialization of discoveries?
* What is the role of risk and learning in appropriation, transfer, and
commercialization of discoveries? How do individuals, groups, and
organizations deal with failure in order to learn and to be more successful
in future commercialization? When is appropriation, transfer, or
commercialization of discoveries desirable and when does it lead to
diminishing returns or unintended harm?
Manuscripts must be received by February 1, 2007. Authors should prepare
manuscripts in accordance with the journals guidelines. Authors whose
papers receive a revise and re-submit will be invited to a special
developmental workshop in late September 2007. All submissions will be
blind-reviewed, using JMSs normal review process and selection criteria.
Please submit manuscripts in a Word-compatible format electronically to
gmarkman@terry.uga.edu,
sapie001@umn.edu,
donald.siegel@ucr.edu, or
mike.wright@nottingham.ac.uk. Questions may be addressed to any of the
special issue editors.
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- Position Announcements
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Lecturer/Senior Lecturer/Associate Professor in International Strategic
Management (A539-06A) Department of International Business, The University
of Auckland Business School
As part of the schools ongoing development in the strategy area, The
University of Auckland Business School invites applications for a tenure
track faculty appointment in the area of International Business Strategy.
More than one appointment may be made at the Associate Professor, Senior
Lecturer or Lecturer level.
Applicants should have a doctoral qualification, with a proven track record
of effective research and teaching. An ability to teach quantitative
research methods at postgraduate level would also be an advantage. For
appointment at the Associate Professor level, a distinguished record of
publications and a well developed research programme would be expected. The
University of Auckland is New Zealands largest university with 40,000
students. Accredited with the AACSB International, Equis and AMBA, the
University of Auckland Business School is New Zealand's leading Business
School with a strong international emphasis and a highly active global
academic network. The School has a strong commitment to diversity and
internationalisation and this is reflected in our staff and student
profiles. The Department of International Business has the equivalent of 9
full-time staff and teaches a broad range of undergraduate, graduate and
executive international business and strategy courses.
The Department's homepage is at
www.intbus.auckland.ac.nz. Further
information is available from Dr. Siah Hwee Ang (email:
s.ang@auckland.ac.nz).
To apply online please visit
www.vacancies.auckland.ac.nz or alternatively
call 09-373 7599 ext 83000. Please quote the vacancy number. Applications
close 31 October 2006. The University has an equal opportunities policy and
welcomes applications from all qualified persons.
Siah
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Dr. Siah Hwee Ang
Assistant Editor, Long Range Planning
Senior Lecturer, Department of International Business
The University of Auckland
Private Bag 92019, Auckland Mail Centre
Auckland 1142, New Zealand
Tel: 64 9 3737 599 ext. 84459 Fax: 64 9 3082 324
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North Carolina State University
Raleigh, NC
College of Management
Department of Management, Innovation and Entrepreneurship
Faculty Position
NC State University invites applications for a tenure-track/tenured faculty
position (open rank, depending on qualifications) beginning August 2007.
Qualifications include Ph.D. or DBA in business relate field.
Teaching/research interest in management of technology and/or
entrepreneurship as well as international/global business is the primary
focus. Demonstrated commitment to quality graduate and undergraduate
teaching, research, and service.
The position resides within the Department of Management, Innovation and
Entrepreneurship the newest academic department at NC State housed within
the College of Management. The mission of the College of Management is to
facilitate economic development and the transfer of technology. The College
is recognized for strengths in commercialization and transfer of technology,
entrepreneurship, new product development, innovation management and supply
chain management. Candidates with real-world business management and
executive education experience are strongly encouraged to apply.
Applications will be accepted until filled. For additional information and
to apply, interested candidates should visit
http://jobs.ncsu.edu: refer to
vacancy EPV 09-53-0602. Vitae and three names of recommendation along with
the contact information are required with submission of application.
Innovation. Technology. Management. Educating Leaders for a Global Economy.
http://www.mgt.ncsu.edu
North Carolina State University is dedicated to equality of opportunity
within its community. Accordingly, North Carolina State does not practice
or condone discrimination in any form against students, employees or
applicants on the basis of race, color, national origin, religion, sex, age
veteran status, or disability. In addition, NC State welcomes all persons
without regard to sexual orientation. Persons with disabilities requiring
accommodations in the application and interview process please call (919)
515-3148.
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Drew Gold, Ph.D.
Founder and President
DTG Enterprises, LLC
8870 North Himes Ave, #329
Tampa, FL 33614
drew@dtgenterprises.com
813-579-5843 (ofc)
803-629-3546 (cell)
Drew Gold, Ph.D.
3104 West Kenyon Avenue
Tampa, FL 33614
813-579-5843 (home)
803-629-3546 (cell)
drew@drewandtanya.com
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