The Practitioner Scholar

Doctor of Management Blog

Mariana Amatullo: Growth in Knowledge: New Learning in the Doctor of Management Program

May 28, 2014 ·

How might we capture the unique value designers bring to the emergent field of social innovation?  

This is the central research question that has guided my inquiry through the Doctor of Management Program at Weatherhead.  Given the interconnected nature and fast-evolving pace of the complex social and economic challenges we face as a 21st century society, understanding better “the return on design” (ROD) in the public and private sectors is a critical problem of practice with consequential implications for organizations of all kinds.  

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Tags: DM Reflections

David Widdifield: Stretched Beyond Imagination

May 27, 2014 ·

Well it’s March and as I head into my last semester of the DM program, I find myself having thoughts similar to those I encountered at the end of my basic training days in the US Army Infantry branch. As my platoon and I cleaned our barracks and gathered our belongings to spend the last 2 days of our training on the concrete drill pad outside the barracks, we asked each other would we do it all over again.

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Tags: DM Reflections

Donna Haeger: We Relied on Each Other: Journey through the Doctor of Management Program at Case Western Reserve University Weatherhead School of Management

May 03, 2013 ·

Year 1

Looking back to year one of my doctoral studies, I have changed in more ways than anticipated.  My goal was to earn a terminal degree in order to realize my dream of teaching in higher education and at the corporate level. My understanding of the changes I would go through was based on knowledge I would gain in my field.  I began the program with some angst relative to the level of rigor and my insecurities around “fear of the unknown” and perhaps a shaky confidence in my abilities. From that first day I boarded the van from the Intercontinental Hotel with two very different gentlemen who would become great friends until today, the transformation, fulfillment and emotion continues to fill me with awe.

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Tags: DM Reflections

Joe Thornton: Creating a Positive Mood

April 25, 2013 ·

Many managers believe that emotions have no place in business. As a practicing manager, and a scientist, I was always taught that emotions are bad and that they play havoc with our decisions. That is, we should be making logical decisions based on facts and facts alone. The reality of the workplace makes this something that is impossible to achieve. Since ignoring our emotions does not work, the problem needs to be considered as how do we make our emotions and the emotions of others work for us in business. We have all heard that people do better when they are happy, so then we should be striving to create happy work places. But how do we do that.

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Tags: DM Research

Solange Charas: Threats to Board Stability – Understanding Director Behavior

April 25, 2013 ·

For the past 25 years, I have been advising Boards and Top Management Teams, and having served on both public and private for-profit Boards, it did not escape me that each Board has its own characteristic, rhythm, social construct and level of effectiveness.  Boards are a mystery to most people (directors and researchers alike) especially as it concerns the questions of what makes a board good versus bad, active versus passive, engaged versus indifferent. 

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Tags: DM Research

Dave Jones: Is the DM Worth the Price?

April 25, 2013 ·

Twenty two thousand five hundred dollars times 6 semesters is a lot of money for a terminal degree in management.  $135,000, plus expenses; plus lost time; lost experiences with family and colleagues; lost opportunities to pursue other ventures; emotional stress and strain and much more.  The value is almost immeasurable.  But I tried, anyway. 

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Tags: DM Reflections

Adrian Wolfberg presents his research at a conference of national security professionals

November 12, 2012 ·

I presented my qualitative research at an academic/practitioner conference of national security professionals. My research was on challenges to information flow between knowledge producers and decision makers as mediated through the function of a “briefer,” someone whose job it is to be the conduit between technical information production and policy-level decision making. My context was the U.S. national security system.

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Tags: DM Research

Joann Farrell Quinn: What are you going to do with your PhD?

May 17, 2012 ·

I cannot begin to count the number of time people, from close friends to new acquaintances, have asked me this question. When I went back to school for my MBA, with a decade of work experience behind me, I was often asked this question, and found no issue in quickly responding. I often explained that as I moved into leadership, I often wondered if what I was doing in my own role corresponded with what ‘I should be doing.’ I was hoping that getting an advanced degree, specifically the MBA, would help me in clarifying what best practices were and how I could be most effective.

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Tags: DM Reflections

Moraima DeHoyos-Ruperto: Is the networking the missing link in entrepreneurial success?

May 10, 2012 · No Comments

 

Scholars point toward the importance of creating networks as a noteworthy element for entrepreneurial success. But, may this be the missing link without which we cannot be successful in our entrepreneurial endeavors?

In fact, most of the experts in the field highlight the positive effect of networking for a business’s start-up and sustainability. However, others question this by stating these relationships may destroy the likelihood for success of a business, instead of helping it.

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No CommentsTags: DM Reflections

Nnaoke Ufere: “Alcohol Made Me Do It”: Rationalizations and CEO Corrupt Behavior

May 01, 2012 · 2 Comments

Albert "Jack" Stanley, the 65-year-old chairman and CEO of KKR, a senior executive at Halliburton, was legendary for winning billion-dollar contracts in emerging countries; he seemed to possess a magic wand for dealing with government officials and winning their trust in countries like Egypt, Malaysia, Nigeria and Yemen. Those who know Stanley well describe him as a smart and fearsome competitor, intent on winning big deals and getting rewarded for his contributions. His dedication to Halliburton was unquestionable and he was considered a global rainmaker. He had it all. But all that changed on one private trip to Abuja, Nigeria.

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2 CommentsTags: DM Reflections