International Management Studies PhD Program
The PhD program in International Management Studies (IMS) is part of the Organizations, Strategy, and International Management (OSIM) area and focuses on the scholarly analysis of international, strategic and organizational management issues. Topics such as multinational management, global business strategy, organizational design and change, technological and industrial development, entrepreneurship, and managerial decision-making are examined. For more information, please download our 18 Characteristics of Doctoral Programs in International Management Studies.
PhD students in International Management Studies can major or minor in the following area:
- International Management Studies
- Strategic Management
- Organization Theory
- Organizational Behavior
Our student-to-faculty ratio is almost 1-to-1. Students have the opportunity to be involved in ongoing research projects under the mentorship of experienced faculty. The emphasis is on student involvement in research early on in their graduate careers. Close interaction with faculty members enables students to quickly learn to identify and develop research ideas and create their own research agenda. Our IMS PhD students are a diverse, energetic, and collegial group who come from China, Germany, Romania, South Korea, Taiwan, Turkey, and the United States. They are intelligent, hard-working, and productive, having accomplished numerous publications year in and year out (see Student Publications tab below).
Students also develop teaching competence under faculty mentorship by teaching undergraduate classes. They teach three sections of undergraduate courses in their four years in the program; this is a relatively light teaching load compared to many other PhD programs’ requirements. Several of our recent students, Yasuhiro Yamakawa, Brian Pinkham and Canan Mutlu proudly won the Best Teacher Award in the “TA/PhD Instructor” category in the Jindal School of Management, indicating that they were the best instructors among over 100 PhD students.
- Connect with the Director
- Student Publications
- Admission Procedure
- Degree Requirements
- Class Schedule
Connect with the Director
Welcome to the PhD Program in International Management Studies. IMS was the first graduate degree offered by the Jindal School of Management starting in the 1970s and has remained a center of excellence ever since.
Our program is deliberately kept small. All admitted students are offered a competitive assistantship package consisting of a stipend and a tuition scholarship. Since 2005, all of our graduates have secured tenure-track assistant professorships at business schools that offer graduate degrees, such as Babson College, City University of Hong Kong, Northeastern University, Oregon State University, Tsinghua University, University of Missouri, and University of Nebraska. During and shortly after their tenure in our program, they have successfully published in AMJ, AMP, APJM, ETP, JBV, MIR, MS, OS, SMJ, and many other leading journals.
With a strong emphasis on training in theories and student research, the Organization, Strategy, and International Management (OSIM) program provides students with a challenging and dynamic learning environment.
Our faculty are committed to student success in research and extensively collaborate with students on research papers. Students are also given the flexibility to determine their research interests and are provided access to both academic and industry resources and connections.
The goal of the OSIM program is to educate future researchers in management. Students graduate from the OSIM program with the knowledge and skill set to produce quality research. All our recent graduates have successfully secured tenure-track positions at universities that offer graduate degrees.
|2016||Pawinee Changphao||Narusuan University|
|2016||Sergey Lebedev||San Francisco State University|
|2016||Carliss Miller||Sam Houston State University|
|2016||HoWook Shin||Bowling Green State University|
|2015||Canan Mutlu||Kennesaw State University|
|2014||Craig Mcaulay||California State University at Long Beach|
|2014||Steve Sauerwald||University of Illinois at Chicago|
|2013||Dane Blevins||Binghamton University, SUNY|
|2013||Omer Gokalp||Suffolk University|
|2013||Jing ‘Martina’ Quan||Renmin University of China|
|2013||Ciprian Stan||Florida Atlantic University|
|2013||Weichieh Su||National Chengchi University|
|2012||Sungjin Hong||Queen’s University Belfast|
|2012||Brian Pinkham||Texas Christian University|
|2012||Erin Pleggenkuhle-Miles||University of Nebraska at Omaha|
|2011||Hao Chen||Tsinghua University|
|2011||David H Weng||City University of Hong Kong|
|2010||Sunny Li Sun||University of Missouri-Kansas City|
|2009||Yasuhiro Yamakawa||Babson College|
|2008||Theodore Khoury||Oregon State University|
|2008||Kyeungrae ‘Kenny’ Oh||University of Missouri-St. Louis|
|2007||Irem Demirkan||Northeastern University|
|2006||Ekin Alakent||University of Texas at Arlington|
|2006||Bindu Arya||University of Missouri-St. Louis|
|2006||Mine Ozer||State University of New York College at Oneonta|
|2006||Xia Zhao||California State University, Dominguez Hills|
|2005||Haibin Yang||City University of Hong Kong|
While most PhD programs produce a few paramount students with numerous publications, seldom is it seen that virtually all students from one program are very active in publishing. Such is the case in our program. Virtually all of our students succeed in publishing quality research in exceptional numbers.
Before graduation, some of our PhD students have already published their work in leading journals, often in collaboration with faculty and recent graduates. After graduation, our students maintain producing quality research in top journals. Some of their successes (both during and after their doctoral studies) include the Academy of Management Journal, Management Science, Organization Science, and Strategic Management Journal.
Below are examples of student publications in 24 leading business journals and the Financial Times (FT) top 45 journals. Of course, our PhD students publish in many other leading academic journals beyond the UTD24 and FT45 list.
Lebedev, S., M.W. Peng, E. Xie, and C. Stevens. “Mergers and Acquisitions in and out of Emerging Economies.” Journal of World Business (in press).
Peng, M.W., and C.O. Vlas. “Diffusion of a Twentieth-Century Innovation.” Academy of Strategic Management Journal (in press).
Blevins, D.,E.W.K. Tsang, and S.M. Spain. “Count-based Research in Management: Suggestions for Improvement.” Organizational Research Methods, 18(1): 47-69.
Bruton, G., M.W. Peng, D. Ahlstrom, C.V. Stan, and K. Xu. “State-owned enterprises around the world as hybrid organizations.” Academy of Management Perspectives, 29(1): 92-114.
Jiang, Y., M.W. Peng, X. Yang, and C. Mutlu. “Privatization, Governance, and Survival: MNE Investments in Private Participation Projects in Emerging Economies.” Journal of World Business, 50(2): 294-301.
Mutlu, C., W. Zhan, M.W. Peng, and Z. Lin. “Competing in and out of Transition Economies.” Asia Pacific Journal of Management, 32(3): 571-596.
Peng, M.W., C. Mutlu, S. Sauerwald, K. Au, and D. Wang. “Board Interlocks and Corporate Performance among Firms Listed Abroad.” Journal of Management History, 21(2): 257-282.
Peng, M.W., S.L. Sun, and L. Markoczy. “Human Capital and CEO Compensation during Institutional Transitions.” Journal of Management Studies, 52: 117-147.
Ragozzino, R. and D. Blevins. “Venture-backed Firms: How Does Venture Capital Involvement Affect Their Likelihood of Going Public or Being Acquired?” Entrepreneurship Theory and Practice (in press).
Richard, O., W. Su, M.W. Peng, and C.D. Miller. “Do External Diversity Practices Boost Focal Firm performance? The Case of Supplier Diversity.” International Journal of Human Resource Management (in press)
Sauerwald, S., Z. Lin, and M.W. Peng. “Board Social Capital and Excess CEO Returns.” Strategic Management Journal (in press).
Su, W., M.W. Peng, W. Tan, and Y. Cheung. “The Signaling Effect of Corporate Social Responsibility In Emerging Economies.” Journal of Business Ethics (in press).
Su, W., and E.W.K. Tsang. “Product Diversification and Financial Performance: The Moderating Role of Secondary Stakeholders.” Academy of Management Journal, 58(4): 1128-1148.
Tsang, E.W.K., and D. Blevins. “Beyond Information Asymmetry: A Critique of the Management and Entrepreneurship Underpricing Literature.” Strategic Organization, 13(3): 247-258.
Yamakawa, Y., M.W. Peng, and D. Deeds. “Rising from the Ashes: Cognitive Determinants of Venture Growth after Entrepreneurial Failure.” Entrepreneurship Theory and Practice, 39: 209-236.
Peng, M.W., S. Lee, and S.J. Hong. “Entrepreneurs as Intermediaries.” Journal of World Business, 49: 21-31.
Peng, M.W., and W. Su. “Cross-listing and the Scope of the Firm.” Journal of World Business, 49: 42-50.
Shi, W., L. Markoczy, and C.V. Stan. “The Continuing Importance of Political Ties in China.” Academy of Management Perspectives, 28: 57-75.
Shi, W., S.L. Sun, B. Pinkham, and M.W. Peng. “Domestic Alliance Network to Attract Foreign Partners: Evidence from International Joint Ventures in China.” Journal of International Business Studies, 45: 338-362.
Stan, C.V., M.W. Peng, and G. Bruton. “Slack and the Performance of State-owned Enterprises.” Asia Pacific Journal of Management, 31: 473-495.
Ismail, K., D. Ford, Q Wu, and M.W. Peng. “Managerial Ties, Strategic Initiatives, and Firm Performance in Central Asia and the Caucasus.” Asia Pacific Journal of Management, 30: 433-446.
Lee, S.-H., and D.H. Weng. “Does Bribery in the Home Country Promote or Dampen Firm Exports?” Strategic Management Journal, 34: 1472–1487.
Li, Y., M.W. Peng, and C.D. Macaulay. “Market-political Ambidexterity during Institutional Transitions.” Strategic Organization, 11: 205-213.
Markoczy, L., S.L. Sun, M.W. Peng, W. Shi, and B. Ren. “Social Network Contingency, Symbolic Management, and Boundary Stretching.” Strategic Management Journal, 34: 1367-1387.
Robertson, C., D. Blevins, and T. Duffy. “A Five-year Review, Update, and Assessment of Ethics and Governance in Strategic Management Journal.” Journal of Business Ethics, 117: 85-91.
Sauerwald, S., and M.W. Peng. “Informal Institutions, Shareholder Coalitions, and Principal-Principal Conflicts.” Asia Pacific Journal of Management, 30: 853-870.
Yamakawa, Y., S. Khavul, M.W. Peng, and D. Deeds. “Venturing from Emerging Economies. Strategic Entrepreneurship Journal, 7: 181-196
Shi, W., S.L. Sun, and M.W. Peng. “Sub-national Institutional Contingencies, Network Positions, and IJV Partner Selection.” Journal of Management Studies, 49: 1221-1245.
Dess, G.G., B.C. Pinkham, and H. Yang. “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.
Lee, S.-H., Y. Yamakawa, M.W. Peng, and J.B. Barney. “How Do Bankruptcy Laws Affect Entrepreneurship Development Around the World?” Journal of Business Venturing, 26: 505-520.
Yang, H., Z. Lin, and M.W. Peng. “Behind Acquisitions of Alliance Partners: Exploratory Learning and Network Embeddedness” Academy of Management Journal, 54: 1069-1080.
Lee, S.-H., K. Oh, and L. Eden. “Why Do Firms Bribe? Insights from Residual Control Theory” Management International Review, 50: 775-796.
Peng, M.W., Y. Yamakawa, and S.-H. Lee. “Bankruptcy Laws and Entrepreneur-Friendliness” Entrepreneurship Theory and Practice, 34 (3): 517-530.
Qian, G., T. Khoury, M.W. Peng, and Z. Qian. “The Performance Implications of Intra- and Inter-Regional Geographic Diversification” Strategic Management Journal, 31 (9): 1018-1030.
Yang, H., Z. Lin, and Y. Lin. “A Multilevel Framework of Firm Boundaries: Firm Characteristics, Dyadic Differences, and Network Attributes” Strategic Management Journal, 31: 237-261.
Lin, Z., M.W. Peng, H. Yang, and S.L. Sun. “How Do Networks and Learning Drive M&As? An Institutional Comparison Between China and the United States” Strategic Management Journal, 30 (10): 1113-1132.
Lin, Z., H. Yang, and B. Arya. “Alliance Partners and Firm Performance: Resource Complementarity and Status Association” Strategic Management Journal, 30 (5): 921-940.
Peng, M.W., S.L. Sun, B. Pinkham, and H. Chen. “The Institution-Based View as a Third Leg for a Strategy Tripod” Academy of Management Perspectives, 23 (4): 63-81.
Richard, O.C., B.P.S. Murthi, and K. Ismail. “Does Race Matter for Firm Performance? Investigating Non-Linear Relationships” Strategic Management Journal, 28 (2): 1213-1233.
Wu, H.-L., W. Su, and C.-Y. Lee. “Employee Ownership Motivation and Individual Risk-taking Behavior: A Cross-Level Analysis on Taiwan’s Privatized Enterprises” International Journal of Human Resource Management,19(12): 2311-2331.
Yamakawa, Y. , 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 and I. Demirkan. “The Performance Consequences of Ambidexterity in Strategic Alliance Formations: Empirical Investigation and Computational Theorizing” Management Science, 53 (10): 1645-1658.
Students may enter the IMS doctoral program after previous graduate training or directly from undergraduate programs. Desirable educational backgrounds include graduate training in any area of business and graduate or undergraduate degrees in areas such as business administration, economics, sociology, political science, mathematics, and engineering. Applicants with other academic backgrounds are considered as well.
Competition to enter our program is strong. Since 2005, the IMS program only admits 3-5 students per year, who represent 5% of the total applicants in general. It is unlikely we will increase the number of admitted students in the foreseeable future. Clearly, our emphasis is quality, not quantity.
The IMS program is designed for full-time students. Since the completion of a PhD requires a time commitment that is inconsistent with full-time or part-time employment elsewhere, the school will not consider applications for part-time status. During your PhD studies, you will work part-time (20 hours per week) for UT Dallas as a Teaching or Research Assistant. Every PhD student receiving an assistantship will be eligible for a year-long research fellowship for four semesters (summer, fall, spring, summer). The goal of the fellowship is to help PhD students initiate their research activities early in the program. Students choose a faculty advisor and develop a quality research paper to be presented at the end of the fellowship year.
For detailed application procedures and admission requirements, please visit our PhD Admissions page.
The IMS PhD curriculum includes a business foundation, core courses, advanced seminars, a methodology requirement, directed readings and independent research courses, and the dissertation. All students must take the PhD courses that are offered in each of the first two years in the program. Students must satisfy a first year research paper requirement which will be due at the end of the first year (also known as the preliminary exam). Students also must pass the comprehensive qualifying examination, which is administered at the end of the second year of study when all the relevant course requirements (Core Courses, Advanced Seminars, Research Methods) have been satisfied. It is intended to assess the student’s mastery of the basic theories and methodologies central to the program and to evaluate the student’s potential to do original research in an area of specialization. After passing the qualifying exam, each student writes a dissertation proposal. This must be completed within six months of the qualifying exam. The proposal is defended before a faculty committee appointed in consultation with the student, dissertation chair, and PhD advisor. This committee also serves as the supervising committee for the dissertation after the proposal is approved.
Curriculum (minimum of 75 hours)
Business Foundation Courses (minimum of 12 hours)
These courses provide a foundation in basic business topics such as economics, marketing, finance and accounting. These courses may be waived for students with master’s degrees in management or other academic backgrounds that provide an equivalent foundation.
Core Courses (24 hours)
- BPS 7300 Advanced Strategic Management Seminar I
- BPS 7301 Seminar Series in Management Sciences – Strategic Management
- BPS 7302 Research Methodology
- BPS 7303 Doctoral Teaching and Writing Seminar
- BPS 7307 Management Scholarship
- IMS 7300 International Management
- IMS 7301 International Business
- IMS 8v40 Seminar in International Business
- MAS 8v42 Seminar Series in Management Science – Organizational Behavior
- MAS 8v51 Seminar Series in Management Science – Strategic Management
- OB 7300 Organization Theory
- OB 7310 Theory and Research in Group and Intergroup Processes
- OB 7312 Social Network Theory
- OB 7313 Organizational Decision Making
Advanced Seminars (9 hours)
Advanced seminars are offered on topics in international management, organizational behavior, organization theory, and strategic management. These courses are an opportunity for students to explore areas of study in greater depth, to develop short-term research projects, and to develop working relationships with faculty members with a view towards research publications and the dissertation.
Research Methods (15 hours)
- EPPS 6313 Introduction to Quantitative Methods
- EPPS 6316 Applied Regression
- EPPS 7344 Categorical and Limited Dependent
- OB 7303 Research Methodology in Behavioral Sciences
- OB 7306 Macro-Organizational Empirical Investigation
Students are encouraged to take additional methods courses consistent with their research interests.
Directed readings and independent research courses (9 hours)
Students can take further courses with selected faculty members to develop more specialized knowledge in areas of research interest before and after the comprehensive exam.
Dissertation (minimum of 9 hours)
The PhD degree is conferred when the dissertation is successfully defended.
Rotation cycles A and B refer to alternate academic years. Rotation cycle A begins in even numbered years and rotation cycle B begins in odd numbered years. Course schedule is for illustrative purposes and may be subject to change.
|Semester||Students Entering Rotation Cycle A||Students Entering Rotation Cycle B|
|Semester 1, Fall||
|Semester 2, Spring||
|Semester 3, Fall||
|Semester 4, Spring||
Examples of advanced seminars include organization economics, corporate governance, organizational decision making and organizational simulation. The only prerequisites required for advanced seminars are organization theory and probability and statistics, plus the two rotating fall courses offered in the year of the advanced seminar (one of the international core courses and either strategic management or research design).