Ph.D. in Management

Management Department Ph.D. Program Coordinator

Professor Qing Cao

The Ph.D. Program in Management in the School of Business at the University of Connecticut prepares students to conduct high quality, state-of-the-art research and to assume faculty positions at leading universities. It is a full-time program and is designed for superior students who are highly committed to scholarly research and teaching. The program emphasizes student/faculty interaction, flexibility in designing a program to meet individual needs, and timely completion of the degree. Graduates have accepted faculty positions at institutions such as Arizona State University, Colorado State University, Northeastern University, Oregon State University, and Rensselaer Polytechnic Institute.

Description

The Management Ph.D. Program has two broad areas of focus, organizational behavior and strategic management, and one specific area of specialization that bridges these two areas of focus, entrepreneurship, in which the Management Department has built a core competency and international research reputation. Research on organizational behavior examines issues pertaining to the attraction, retention, management, and performance of people in organizations that arise at the individual, interpersonal, group, and organizational levels. Research on strategic management examines issues pertaining to the establishment and implementation of a strategic direction for the organization that is compatible with its external environment. Research on entrepreneurship examines issues pertaining to the creation of new firms that provide new products and services for the market; entrepreneurship is at the heart of sustainable regional and national growth as well as organizational performance.

The Management faculty have a wide range of research interests, including entrepreneurship, innovation, interorganizational partnerships and networks, multinational corporations, family firms, small and mid-size firms, venture capitalists, corporate governance, corporate diversification, mergers and acquisitions, top management teams, team processes and effectiveness in general, leadership, creativity, mentoring, learning processes, gender and diversity in the workplace, work and family, telecommuting and virtual work, managerial ethics, cross-cultural behavior, employee attachment to organizations, and training effectiveness.

The Management Ph.D. Program exposes students to broad areas, but also provides ample course work to concentrate on one area. The curriculum is intended to prepare students to conduct original research; i.e., to explain phenomena previously not well understood and then to test proposed explanations empirically. Its mission is to prepare students to be the best in the field and place them in top research universities.

Doctoral Student and Recent Alumni Publications

In Press

Wolfson, M. A. & Mathieu, J. E. (in press). Sprinting to the Finish: Toward a Theory of Human Capital Resource Complementarity. Journal of Applied Psychology

Luciano, M., DeChurch, L. & Mathieu, J. E. (In Press). Multiteam Systems: A Structural Framework and Meso-Theory of System Functioning. Journal of Management.

Luciano, M., Mathieu, J., & Park, S., Tannenbaum, S. (In Press). A fitting approach to construct and measurement alignment: The role of big data in advancing dynamic theories. Organizational Research Methods.

Mathieu, J. E., Luciano, M. M. & DeChurch, L. A. (in press). Multiteam Systems: The Next Chapter. In the Handbook of Industrial, Work, and Organizational Psychology. Edition 2. Editors: Anderson, Ones, Sinangil, & Viswesvaran. Sage.

Mathieu, J.E., Wolfson, M. A., Park, S. (In Press). The Evolution of Work Team Research Since Hawthorne. American Psychologist

Souder, S., Zaheer, A., Sapienza, H. & Ranucci, R. (In Press). ‘How family influence, socioemotional wealth, and competitive conditions shape new technology adoption,’ forthcoming at Strategic Management Journal.

Maynard, M. T., Gilson, L. L., Jones Young, N., & Vartiainen, M. (In Press). Virtual teams. In G. Hertel, D. Stone, R. Johnson, & J. Passmore (Eds.), The Wiley-Blackwell Handbook of the Psychology of the Internet at Work. London, UK: Wiley.

Wolfson, M. A., Tannenbaum, S. I., Mathieu, J. E, & Maynard, M. T. (In Press). A Cross-level Investigation of Informal Field-based Learning and Performance Improvements. Journal of Applied Psychology

2017

Methasani, R., Gaspar, J. P., & Barry, B. (2017). Feeling and Deceiving: A Review and Theoretical Model of Emotions and Deception in Negotiation. Negotiation and Conflict Management Research10(3), 158-178.

Nyberg, A., Reilly, G., Essman, S., & Rodrigues, J. (2017). Human capital resources: a call to retire settled debates and to start a few new debates. The International Journal of Human Resource Management, 1-19.

Wolfson, M. A., & Mathieu, J. E., (2017) Team Composition. In E. Salas, R. Ramon, J. Passmore (Eds.), The Psychology of Teamwork and Collaborative Processes. The Wiley-Blackwell Handbook of the Psychology of Team Working and Collaborative Processes.

Zeki, S., Ciaran, H., & Fox, B. C. (2017). Interfaces of Strategic Leaders: A Conceptual Framework, Review, and Research Agenda. Journal of Management, 44(1): 280-324.

Zeki, S., Ciaran, H., & Fox, B. C. (2017). (Meta-)framing strategic entrepreneurship. Strategic Organization, 15(4): 504-518.

2016

D’Innocenzo, L., Luciano, M. M., Mathieu, J. E., Maynard, M. T., & Chen, G. (2016). Empowered to perform: A multilevel investigation of the influence of empowerment on performance in hospital units. Academy of Management Journal, 59(4): 1290-1307.

D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A meta-analysis of different forms of shared leadership–team performance relations. Journal of Management, 42(7), 1964-1991.

For More Information

Business Ph.D. Program
UConn Graduate School