PhD Management

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The doctoral specialization in management is highly individualized in the area of the student’s major interest. Each student’s degree plan is designed to develop a firm grasp of the overall discipline and of current management research, as well as in-depth expertise in a specific sub-area of management.

Micro and macro perspectives on the management discipline are covered in three courses required for all management P.h.D. students:

MGT 6375 Advanced Organization Behavior

MGT 6392 Advanced Organization Theory

MGT 6395 Advanced Strategic Management

Management research skills are provided by three behavioral science research methods courses, which constitute a required first support field:

ISQS 5349 Regression Analysis

MKT 5355 Research Methods

MKT 6355 Research Methods II

Management research is further emphasized in on-going faculty/doctoral student research seminars and joint research opportunities with faculty. Beyond the core course requirements, doctoral students select specialized courses in strategic management, organization behavior, organizational theory, organizational change, personnel/human resource management, or health organization management (HOM).

Ph.D. students majoring in management may elect one of the following five areas of supporting fields:

1. Entrepreneurship

2. Health Organization Environment

3. Organization Studies

4. Leadership

5. Strategic Management

Students may also work with their faculty advisors to structure specializations consistent with their interests. For example, specializations combining organizational studies with international management or strategic management with organizational studies would be feasible.

Normally a student will take four courses (12 credit hours) in a specialization beyond the three core courses (9 credit hours) to prepare for qualifying exams. This must include a readings course with the faculty advisor. With the consent of the faculty advisor, students may be able to waive courses in their specialization based on previous equivalent graduate coursework. The actual number of courses taken will reflect the amount of formal background needed for an individual to prepare appropriately for qualifying exams and dissertation research. Each specialization is described in detail in the Management Doctoral Handbook.

Students should work with their faculty advisors in their chosen specializations to tailor course work in management to meet their objectives and interests.

The Management Doctoral Handbook may be reviewed for a more detailed description of the program and its requirements.

MANAGEMENT FACULTY

John D. Blair, Professor, holder of the Georgie G. And William B. Snyder Professorship in Management, holder of the Trinity Company Professorship in Organizational Studies and Strategic Management, and the Executive Director of the Center for Healthcare Strategy, Ph.D., Michigan, 1975. Organization theory, organizational behavior, health organization management.

Kimberly B. Boal, Professor and holder of the Trinity Company Professorship of Organizational Studies and Strategic Management, Ph.D., Wisconsin-Madison, 1980. Organizational behavior, organization and management theory, organizational economics, strategic management.

Keith H. Brigham, Assistant Professor, Ph.D., Colorado (Boulder), 2002. Strategic management, entrepreneurship.

Claudia C. Cogliser, Assistant Professor, Ph.D., University of Miami, 1997.

Eric Ford, Ph.D., Associate Professor, University of Alabama--Birmingham. Health organization management, strategic management, organization learning, and information systems.

William L. Gardner, Jerry S. Rawls Professor of Leadership in the Area of Management, Ph.D., Florida State University, 1984.

Hans Hansen, Assistant Professor, Ph.D., University of Kansas. Organization studies (theory, change, culture, and aesthetics), abductive inquiry, and quantitative methods.

Duane Hoover, Instructor, Ph.D., Washington University - St. Louis, 1974. Organizational behavior.

James G. Hunt, Horn Professor and the Trinity Company Professor in Leadership, Ph.D., Illinois, 1966. Leadership, organizational behavior, organization theory.

Tom Lumpkin, Kent Hance Chair in Entrepreneurship and Professor, Ph.D., University of Texas--Arlington. Opportunity recognition, corporate entrepreneurship and strategic renewal, organizational creation and firm emergence, and family business.

Linda Krefting, Associate Professor, Ph.D., Minnesota State, 1974. Organizations and human resource management.

Barry A. Macy, Professor and Director of the Texas Center for Innovative Organizations. Ph.D., Ohio State, 1975. Organizational design, value chain and customer/supplier team design, work innovation, change management, high performance work systems, and visioning/strategic planning.

Ronald K. Mitchell, Professor, and the Jean Austin Bagley Regents Chair in Management, Ph.D., University of Utah, 1994.

Timothy W. Nix, Instructor and Director of MBA Health Organization Management Program, Ph.D., Texas Tech, 1998. Strategic management, health organization management, organizational theory.

G. Tyge Payne, Assistant Professor, Ph.D., Texas Tech. health organization management, strategic decision making and cognition, inter-organizational relationships, organization-environment fir/misfit, corporate entrepreneurship, and venture capitalism.

Robert W. Smithee, Instructor, J.D., Texas Tech, 1982. Medical practice management, healthcare compliance, heath care administration.

Jeremy Short, Assistant Professor, Ph.D., LSU. Strategic management, multilevel determinants of firm performance, strategic groups, strategic decision processes, research methods, and entrepreneurship.

Ritch Sorenson, Professor and Area Coordinator, Ph.D., Purdue, 1979. Family business, executive skills, managerial communications, organizational behavior negotiation.

Christine Quinn Trank, Assistant Professor, Ph.D., University of Iowa, 2001. Management education, careers and career development, role and identity theory, institutional theory, knowledge and technology transfer, organizational behavior.