IMS PhD Student Research

IMS PhD students routinely present their research at leading national and international conferences such as the Academy of Management and the Academy of International Business. Before they graduate, some PhD students have already published their work in leading journals, often in collaboration with faculty and recent graduates. Examples include:

* Bold typeface indicates UT Dallas faculty members.
FT40—a Financial Times top 40 journal
UTD24—a UTD top 24 journal (almost all of these journals are on the FT list)


  • Peng, M.W. and D. Blevins (2nd year, 2011-12), “Why Do Chinese Firms Cross-List in the United States?” in A. Rasheed and T. Yoshikawa (eds.), Convergence of Corporate Governance. New York and London: Palgrave (in press).
  • Peng, M.W. and S. Sauerwald (2nd year, 2011-12), “Principal-Principal Conflicts,” in M. Wright, D. Siegel, K. Keasey, and I. Filatotchev (eds.), The Oxford Handbook of Corporate Governance. Oxford, UK, and New York: Oxford University Press (in press).
  • Peng, M.W. and H. Chen (Ph.D., 2011), “Strategic Responses to Domestic and Foreign Institutional Pressures in the Chinese Toy Industry,” International Studies of Management and Organization, 41 (2): 90-107.


  • Dess, G.G., B.C. Pinkham (4th year, 2011-12), and H. Yang (Ph.D., 2005), “Entrepreneurial Orientation: Assessing the Construct’s Validity and Addressing Some of Its Implications for Research in the Areas of Family Business and Organizational Learning,” Entrepreneurship: Theory and Practice, 35 (5): 1077-1090—FT45.
  • Khoury, T. (Ph.D., 2008) and M.W. Peng, “Does Institutional Reform of Intellectual Property Rights Lead to More Inbound FDI? Evidence from Latin America and the Caribbean,” Journal of World Business (in press).
  • Lee, S.-H. and S. Hong (4th year, 2011-12), “Corruption and Subsidiary Profitability: U.S. MNC Subsidiaries in the Asia Pacific Region,” Asia Pacific Journal of Management (in press).
  • Lee, S.-H., Y. Yamakawa (Ph.D., 2009), M.W. Peng, and J.B. Barney, “How Do Bankruptcy Laws Affect Entrepreneurship Development around the World?” Journal of Business Venturing (in press)—FT45.
  • Peng, M.W. and O. Gokalp (3rd year, 2011-12), “Managing Global Competitive Dynamics,” in T. Wilkinson (ed.), International Business in the 21st Century, Santa Barbara, CA: Praeger/ABC-CLIO.
  • Peng, M.W., S.L. Sun (Ph.D., 2010), and D. Blevins (2nd year, 2011-12), “The Social Responsibility of International Business Scholars,” Multinational Business Review, 19 (2): 106-119.
  • Sun, S.L. (Ph.D., 2010), M.W. Peng, B. Ren, and D. Yan, “A Comparative Ownership Advantage Framework for Cross-Border M&As: The Rise of Chinese and Indian MNEs,” Journal of World Business (in press).
  • Sun, S.L. (Ph.D., 2010), H. Chen (Ph.D., 2011), and E. Pleggenkuhle-Miles (6th year, 2011-12), “Moving Upward in Global Value Chains: The Innovation of Mobile Phone Developers in China,” Chinese Management Studies (in press).
  • Yang, H. (Ph.D., 2005), Z. Lin, and M.W. Peng, “Behind Acquisitions of Alliance Partners: Exploratory Learning and Network Embeddedness,” Academy of Management Journal (in press)—UTD24/FT45.
  • Yang, H. (Ph.D., 2005), S.L. Sun (Ph.D., 2010), Z. Lin, and M.W. Peng, “Behind M&As in China and the United States: Networks, Learning, and Institutions,” Asia Pacific Journal of Management, 28 (2): 239-255.


  • Alakent, E. (PhD, 2007) and S.-H. Lee, “Do Institutionalized Traditions Matter During Crisis? Employee Downsizing in Korean Manufacturing Organizations,” Journal of Management Studies, 47(3): 509-532.
  • Ismail, K. (PhD, 2006) and D. Ford, “Organizational Leadership in Central Asia and the Caucasus: Research Considerations and Directions,” Asia Pacific Journal of Management, 27(2): 321-340.
  • Lee, S.-H., K. Oh (PhD, 2008), and L. Eden, “Why Do Firms Bribe? Insights from Residual Control Theory,” Management International Review (in press)—FT40.
    Ozer, M. (PhD, 2006) and L. Markóczy, “Complementary or Alternative? The Effects of Corporate Political Strategy on Innovation,” Journal of Strategy and Management (in press).
  • Peng, M.W. and H. Chen (3rd year, 2009-10), “Strategic Responses to Domestic and Foreign Institutional Pressures in the Chinese Toy Industry,” International Studies of Management and Organization (in press).
  • Peng, M.W., Y. Yamakawa (PhD, 2009), and S.-H. Lee, “Bankruptcy Laws and Entrepreneur-Friendliness,” Entrepreneurship Theory and Practice (in press)—FT40.
    Pinkham, B. (PhD, 2nd year, 2009-10), J.C. Picken, and G. Dess. “Creating Value in the Modern Organization: The Role of Leveraging Technology,” Organizational Dynamics (in press).
  • Sun, S.L. (PhD, 2010). Watching China from a Balcony in the United States: Global Strategy after Economic Crisis (in Chinese, prefaced by M.W. Peng). Beijing: Science Press—a 340-page BOOK.
  • Qian, G., T. Khoury (PhD, 2008), M.W. Peng, and Z. Qian, “The Performance Implications of Intra- and Inter-Regional Geographic Diversification,” Strategic Management Journal (in press)—UTD24/FT40.
  • Sun, S. L. (PhD, 2010), X. Zhao (PhD, 2006), and H. Yang (PhD, 2005), “Executive Compensation in Asia: A Critical Review and Outlook,” Asia Pacific Journal of Management (in press).
  • Yang, H. (PhD, 2005), Z. Lin, and Y. Lin, “A Multilevel Framework of Firm Boundaries: Firm Characteristics, Dyadic Differences, and Network Attributes,” Strategic Management Journal, 31: 237-261—UTD24/FT40.


  • Lee, C.-Y. and W. Su (1st year, 2009-10), “R&D Commitment and Firm Performance: A Study of Taiwanese Family Business,” Organization and Management, 2 (2): 197-221—in Chinese.
  • Lin, Z., M.W. Peng, H. Yang (Ph.D., 2005), and S.L. Sun (4th year, 2009-10), “How Do Networks and Learning Drive M&As? An Institutional Comparison between China and the United States,” Strategic Management Journal, 30 (10): 1113-1132—UTD24/FT45.
  • Lin, Z., H. Yang (Ph.D., 2005), and B. Arya (Ph.D., 2006), “Alliance Partners and Firm Performance: Resource Complementarity and Status Association,” Strategic Management Journal, 30 (5): 921-940—UTD24/FT45.
  • Ozer, M. (Ph.D., 2006), and S.-H. Lee, “When Do Firms Prefer Individual Action to Collective Action in the Pursuit of Corporate Political Strategy? A New Perspective on Industry Concentration,” Business and Politics, 11 (1): 1-21.
  • Peng, M.W. and E. Pleggenkuhle-Miles (4th year, 2009-10), “Current Debates in Global Strategy,” International Journal of Management Reviews, 11 (1): 51-68.
  • Peng, M.W. and M. Quan (3rd year, 2009-10), “A Micro-Macro Link During Institutional Transitions,” in K. Keister (ed.), Work and Organizations in China (Research in the Sociology of Work series, vol. 19), Oxford, UK: Emerald.
  • Peng, M.W., S.L. Sun (4th year, 2009-10), B. Pinkham (2nd year, 2009-10), and H. Chen (3rd year, 2009-10), “The Institution-Based View as a Third Leg for a Strategy Tripod,” Academy of Management Perspectives, 23 (4): 63-81—FT45.
  • Pleggenkuhle-Miles, E. (4th year, 2009-10) and M.W. Peng, “Embracing Debates to Advance Global Strategy Research,” in D. Bergh and D. Ketchen (eds.), Research Methodology in Strategy and Management, Oxford, UK: Emerald.
  • Sun, S.L. (4th year, 2009-10), “Internationalization Strategy of MNEs from Emerging Economies: The Case of Huawei,” Multinational Business Review, 17 (2): 129-155.


  • Li, L. (PhD, 2003), Z. Lin, and B. Arya (PhD, 2006), “The Turtle-Hare Story Revisited: Social Capital and Resource Accumulation for Firms from Emerging Economies,” Asia Pacific Journal of Management, 25 (2): 251-275.
  • Lin, Z., J. Kitts, H. Yang (PhD, 2006), and R. Harrison, “Elucidating Strategic Network Dynamics through Computational Modeling,” Computational and Mathematical Organization Theory, 14 (3): 251-275.
  • Mudambi, R., M.W. Peng, and D. Weng (1st year, 2007-08), “Research Rankings of Asia Pacific Business Schools: Global versus Local Knowledge Strategies,” Asia Pacific Journal of Management, 25 (2): 171-188.
  • Peng, M.W. and T. Khoury (3rd year, 2006-07), "An institution-Based View of International Business Strategy," in A. Rugman (ed.), Oxford Handbook of International Business, New York and Oxford, UK: Oxford University Press (forthcoming)
  • Peng, M.W. E. Pleggenkuhle-Miles (1st year, 2006-07), "Debates in Global Strategy," International Journal of Management Reviews (forthcoming)
  • Richard, O.C., B.P.S. Murthi, and K. Ismail (PhD, 2006), "Does Race Matter for Firm Performance? Investigating Non-Linear Relationships," Strategic Management Journal 28 (2): 1213-1233.
  • Yamakawa, Y. (2nd year, 2006-07), M.W. Peng and D. Deeds, "What Drives New Ventures to Internationalize From Emerging to Developed Economies?" Entrepreneurship Theory and Practice, 32 (2): 59-82.


  • Lin, Z., H. Yang (PhD, 2005) and I. Demirkan (PhD, 2007), "The Performance Consequences of Ambidexterity in Strategic Alliance Formations: Empirical Investigation and Computational Theorizing," Management Science, 53 (10): 1645-1658
  • Demirkan, I. (PhD, 2007) and D. Deeds, "Research Collaboration Networks and Innovation Output," Academy of Management Best Papers Proceedings
  • Ismail, K. (PhD, 2006) and D. Ford, "Networking as Organizational Response to Institutional Upheaval: Evidence From Post-Soviet Countries of Central Eurasian Region," Academy of Management Best Papers Proceedings
  • Lee, S.H. and K. Oh (3rd year, 2006-07), "Corruption in Asia: Arbitrariness and Pervasiveness," Asia Pacific Journal of Management, 24 (1): 97-114
  • Pleggenkuhle-Miles, E. (1st year, 2006-07), R. Aroul (1st year, 2006-07), S.L. Sun (1st year, 2006-07) and Y.S. Su. 2007, "The Adolescence of Asia Pacific Management Research," Asia Pacific Journal of Management, 24 (4): 467-490 (other contributors include G. Hofstede, C.M. Lau, K. Meyer and A. Rugman)
  • Sun, S.L. (1st year, 2006-07), M.W. Peng and W. Tan, "Competing on Scale or Scope? Lessons From Chinese Firms," Internationalization in I. Alon and J. McIntyre (eds.), The Globalization of Chinese Enterprises, London: Palgrave McMillan (forthcoming)


  • Arya, B. (PhD, 2006) and J.E. Salk, "Cross-Sector Alliance Learning and Effectiveness of Voluntary Codes of Corporate Social Responsibility," Business Ethics Quarterly, 16 (2): 211-234
  • Ford, D. and K. Ismail (PhD, 2006), "The Cultural Convergence and Divergence Debate: An Examination of Perceptions of Effective Leadership for U.S. and Post-Soviet Central Eurasian Managers," Journal of International Management, 12 (2): 158-180
  • Lin, Z., X. Zhao (PhD, 2006), K. Ismail (PhD, 2006) and K. Carley, "Organizational Design and Restructuring in Response to Crises: Computational Modeling and Real World Cases," Organization Science, 17 (5): 598-618
  • Richard, O.C., D. Ford and K. Ismail (PhD, 2006), "Exploring the Performance Effects of Visible Attribute Diversity: The Moderating Role of Span of Control and Organizational Life Cycle," International Journal of Human Resource Management, 17 (12): 2091-2109


  • Lin, Z., H. Yang (PhD, 2005), B. Arya (PhD, 2006), Z. Huang and D. Li. 2005, "Structural Versus Individual Perspectives on the Dynamics of Group Performance: Theoretical Exploration and Empirical Investigation," Journal of Management, 31 (3): 354-381
  • Salk, J.E. and B. Arya (PhD, 2006), "Social Performance Learning in Multinational Corporations: Multicultural Teams, Their Social Capital and Use of Cross–Sector Alliances," Advances in International Management, 18: 189-207